The Workforce Newsletter of the Council of Industry

June 12, 2025

The Council of Industry visited manufacturers throughout Dutchess and Ulster counties on May 21 to further one of the Council’s signature workforce development initiatives: the Manufacturers Alliance Intermediary Apprenticeship Program.

Apprentices at partnering manufacturers and the Council came together to show the New York State Department of Labor that participants are on track and in compliance with regulation standards. The day was an overall success, with the Council and DOL visiting 10 locations in eight hours.

The reviews by the Council and DOL, which are conducted once to twice a year, are a requirement. But they are also a way for the Council and apprentices to connect.

Emma Olivet, the Council of Industry’s Program Coordinator who participated in the reviews, says the visits are a great time to learn more about each apprentice and what their goals are moving forward.

“Seeing all our apprentices in one place and hearing what this program means to them was really special,” Emma Olivet said. “It puts everything into perspective—these are real people, with real challenges, who are still choosing to show up, learn, and grow. That’s what this is all about.”

The Manufacturers Alliance Intermediary Apprenticeship Program gives participants up to 8,000 hours of on-the-job training from seasoned journey-level workers.

Apprentices must complete 144 hours of outside training each year, including a combination of online and in-classroom training. Partnering with local SUNY community colleges and Tooling U, the Council facilitates customized training designed to meet the apprenticeship requirements.

This program has proven to help manufacturing businesses retain the best workers, upskill current employees, and attract quality candidates since its inception, as well as helping Hudson Valley manufacturing employers obtain the workforce needed to be globally competitive.

“The apprenticeship program has empowered our members to offer structured, credentialed training that was previously out of reach,” said Johnnieanne Hansen, the Council of Industry’s Vice President.

“Companies offering apprenticeships are more competitive in attracting and retaining talent, while building a long-term pipeline. In an environment where skilled workers are in short supply, apprenticeships give employers the tools to develop talent on the job and invest in their future. The Council of Industry program makes apprenticeships accessible to our members.”

Want to learn more about the Manufacturers Alliance Intermediary Apprenticeship Program and incentives, including up to $8,000 towards SUNY classes, free online learning subscriptions, and employer tax credits? Contact Emma Olivet to discuss the needs of your organization.

Hudson Valley Pathways Academy Graduation and Council Award

The Council of Industry team had the pleasure of joining the Hudson Valley Pathways Academy on Monday at Selux’s Innovation Lab for their inspiring Year of Learning Celebration. This student-led event highlighted the incredible talent and dedication of the HVPA community.



We’re truly honored to have been named Partner of the Year—thank you for welcoming us into your world and for the meaningful work you do every day!

Learn more about HVPA and P-TECH

The Council of Industry is a founder and industry partner of the Hudosn Valley Pathways Academy. The School's First Robotics team has competed successfully in multiple state, regional and national competitions.

HR Manufacturing Sub Council Meeting

The HR Manufacturing Sub-Council brings together HR professionals from across our manufacturing member companies to connect, collaborate, and exchange ideas in a dedicated, industry-specific setting.

At the Meeting held May 20^th at McKesson’s Montgomery Distribution Center, participants discussed sourcing talent and recruiting. The group shared what’s working and explored new approaches to recruiting talent to their manufacturing businesses.

This sub-council is open to HR professionals, business owners, and anyone managing HR responsibilities within manufacturing member companies. The next meeting will be held September 16^th from 8:30 – 11:00 AM at a to be determined location. (If you're an associate member or part of our extended network, reach out to Johnnieanne Hansen to discuss ways to join the conversation.)

Date: Tuesday, September 16th, 2025

Time: 8:30 AM - 11:00 AM (EDT)

Location: TBD

Space is limited, so early registration is encouraged.



Register Here (Manufacturing Members only please) 

Industrial Manufacturing Technician (IMT) - The Most Versatile and Accessible Trade 

The IMT introduces people to work on the factory floor. It provides training in safety, equipment set-up and maintenance, quality systems and more. It is ideal for entry level workers and provides a solid foundation for further training in other trades such as CNC Machinist, Toolmaker, Maintenance Mechanic or Electro Magnetic Technician.

Work Processes (Skills learned on the Job) Approximate Hours for Industrial Manufacturing Technician (IMT):

Safety and Workplace Orientation: 100 hours

Production Equipment Set-Up: 500 hours

Production Equipment Operation: 900 hours

Quality Production and Quality Assurance: 700 hours

Routine Equipment Maintenance: 100 hours

Inventory and Material Processes: 100 hours

General Business Knowledge: 50 hours

Continuous Improvement: 100 hours

Local Options: 150 hours

Total Hours: 2,700

Minimum of 144 Hours of Related Instruction (Classroom Learning) Required for Each Apprentice for Each Year:

Safety, Health and the Workplace

General Workplace Safety

First Aid & CPR (minimum 6.5 hours)

Personal Protective Equipment (PPE)

Right-to-Know/Safety Data Sheets (SDS)

Asbestos Awareness (if present – see Attachment to Appendix B)

Lockout/Tagout (LO/TO)

Sexual Harassment Prevention Training (minimum 3 hours)

Occupational Safety and Health Administration (OSHA) 10-Hour General Industry

OSHA 30-Hour General Industry (at option of sponsor)

If you want to know more about this trade and if it might be right for your company, contact Johnnieanne Hansen

The Apprenticeship Renaissance: What It Could Mean For Solving HR’s Talent Challenges

Considering rapid technological advancement and shifting workplace dynamics, HR leaders are turning to a time-tested yet freshly reimagined solution: apprenticeships. A recent report from the Institute for Workplace Skills & Innovation (IWSI) America titled “The New Era of Apprenticeships: Building Careers, Strengthening Industries,” reveals how such programs are evolving to meet contemporary workforce needs. The modern apprenticeship model shatters outdated perceptions that limited such programs to entry-level, lower-paying positions in manual labor industries. For HR people facing persistent talent shortages and retention challenges, apprenticeships offer a number of strategic advantages, among them: A larger talent pool. Organizations can access diverse candidates often overlooked by traditional recruitment channels: Enhanced retention. The report highlights how mentorship and structured development pathways improve employee loyalty: Soft skills development. Apprenticeships cultivate critical workplace competencies that prepare participants for leadership roles: Adaptability. These programs provide continuous training and upskilling opportunities, helping workforces remain competitive amidst automation and AI advancements.



Read More At WorkLife

Learn more about The Council of Industry’s Apprentice Program

Subscribers to the Manufacturing Career Hub can view candidate resumes and contact information by searching the Candidate ID Number in the iCIMS platform.

Not yet a participant of the Career Hub? Job posting subscription starting at $295.

Contact Johnnieanne Hansen directly for additional candidate details or to learn more about the recruiting initiative.

Candidate ID: 36548

Position Interest: Project Manager

Skills: Results-driven marketing, product development, and program management professional skilled in strategic planning, product lifecycle management, and leading cross-functional teams. Proven track record of driving growth, process improvements, and successful commercialization of new products across industries. Experienced in P&L management, team leadership, and complex project execution.

Education: MBA with a focus on International Business and Marketing, and a Bachelor of Science degree with honors in Marketing and a secondary concentration in Visual Arts.

Experience: Experienced marketing and product management leader skilled in driving product development, commercialization, and strategic growth. Proven success managing teams, P&L, and cross-functional projects to deliver results and revenue growth. Certified in project management and product development with strong process improvement and leadership abilities.

Availability: Open to Interviews            

Location/Commute: Resides in Croton on Hudson, NY.

Summary: A results-driven professional with experience in marketing, product development, and program management. Skilled in product line management, business development, project leadership, and process improvement. Strong analytical abilities with a focus on strategy, financial insight, and team development.

Certified PMP, Agile Scrum Master (DASM), Lean Yellow Belt, and New Product Development Professional (NPDP).

Candidate ID: 36593

Position Interest: Engineer Summer 2025 Internship



Level:  Entry

Skills: Skilled mechatronics engineer with experience in troubleshooting electrical systems, designing electrical schematics and 3-D Solid Edge and Solid Works design.

Related Experience:

• Electrical System Design
• Pump Station Wiring
• 3-D design of pumps, marketing and costs.

Education: Bachelor of Technology: Mechatronics Technology Expected May 2026

Availability:  Open to Interviews      

Location/Commute: Resides in Croton on Hudson, NY

Summary: Motivated mechatronics student with experience in electrical troubleshooting, schematic design, and 3D modeling using Solid Edge and SolidWorks. Strong hands-on and communication skills, with a focus on smart industrial systems. Eager to apply and expand technical knowledge in an industrial setting.

Candidate ID: 36766

Position Interest: Engineering Position

Level: Mid-level Position



Skills: Skilled in industrial systems including electrical wiring, pneumatics, hydraulics, steam, water, and general building maintenance. Proficient with hand tools and capable of reading technical documents such as blueprints and wiring diagrams. Brings over 10 years of experience in management, HR, safety, vendor coordination, and team leadership. Knowledgeable in energy use principles, cost-effective purchasing, and OSHA-compliant practices. Known for a hands-on approach, ability to lead under pressure, and responsiveness in time-sensitive situations.

Related Experience: Experienced in maintenance and mechanical operations across industrial and technical settings. Led teams, managed preventative maintenance, and handled equipment troubleshooting and repairs. Skilled in inventory control, safety compliance, and coordinating with production teams to minimize downtime. Also handled scheduling, purchasing, and general team oversight. Strong focus on keeping operations efficient, safe, and well-maintained.

Education: Newburgh Free Academy | 2006

Availability:  Open to Interviews               

Location/Commute: Currently based in Montgomery, NY

Summary: Seasoned maintenance and engineering professional with extensive experience leading plant operations, preventative maintenance programs, and technical teams. Skilled in equipment troubleshooting, inventory management, vendor coordination, and safety compliance. Strong background in team leadership, budget oversight, and maintaining efficient, safe, and cost-effective facility operations. Brings over a decade of hands-on experience in both industrial and mechanical environments, with a commitment to high standards and continuous improvement.

News for HR and Workforce Professionals

Survey: Workers Prioritize Job Security Over Remote Work 

The majority of employees in the United States are willing to come to the office if it means greater employability and if it comes with more benefits, according to a new report. Randstad USA's latest Workmonitor Pulse survey revealed that 70% of employees prefer greater employability over the ability to work remotely. In fact, 63% of the respondents said they are unlikely to leave their jobs if asked to come on-site three or more days a week.

The findings indicate a shift in employees' mindset on office returns, which the report attributed to lingering uncertainty in the market.



But employees don't plan on coming to the office without expecting anything from their employers, according to Randstad. It found that 63% of employees would expect more flexibility with their work hours when they return on-site. Another 62% said they expect more annual leave days and a higher salary. Employees' demand for flexibility also became more apparent as the report found that 62% prefer greater control over their working hours than a higher salary. It also found that 61% of workers prefer less stress over higher pay, and that 41% have already taken pay cuts for lower-stress jobs.



Read more at Human Resources Director

What Is Futureproofing, and Why Does it Matters To HR?

Futureproofing used to mean recruiting top talent and offering competitive benefits. Today, that definition is about as relevant as a fax machine. In a time of constant technological disruption, the meaning has fundamentally shifted toward ensuring employees have the skills to navigate perpetual change — particularly as AI reshapes virtually every role and function. “Today, futureproofing has evolved to center on talent and skills, particularly as AI becomes increasingly integrated into the workplace.



This technology can drive revenue and boost productivity — but only if employees are equipped to harness its full potential,” said Cheryl Yuran, CHRO at Absorb. For HR leaders eager to achieve actual preparedness for what’s to come, Yuran offers these actionable strategies: Abandon one-size-fits-most learning. Build adaptive, personalized upskilling programs that meet employees where they are while preparing them for where the business is headed. Audit policies to reinforce learning. Review internal frameworks to ensure they actively encourage curiosity and experimentation rather than compliance and control. Elevate workforce planning. Collaborate with leadership on emerging technologies, competitive shifts and evolving skill landscapes to identify capabilities needed for long-term success. Reframe succession planning. Look beyond traditional performance metrics to identify individuals with the business acumen, curiosity and innovation mindset to drive transformation.

Read more at WorkLife

The Tariff Debate No One Is Having: Are Workers An Unfortunate Cost Of Doing Business? Or Resources To Be Developed, And Compensated According To Their Value?

The tariff debate is a boon for people who make a living talking, writing, broadcasting, or speculating about the economic health of the U.S. and the world, because it will never really end. If the tariffs on imported materials and products spike inflation and tank economic growth then the policy concepts and those that endorse them will have to bear the disgrace. But if, as they insist, tariffs bring new economic development, capital investment, manufacturing job growth, wage and income increases, and especially rising tax revenues to offset the burgeoning U.S. deficit - then some new understanding of global economics will have been defined.

Perhaps the first to raise this criticism of job-creation goals was an August 2024 entry by Colin Grabow for the libertarian Cato Institute, asserting that “Americans Think Increased Manufacturing Employment Would Be Good for the Country but Not for Themselves”. The implication here is that some types of work are not fit for the highly advanced economy we should aim to have. Are the tariffs alone enough to ensure those manufacturing jobs are reshored? Will tariffs imbue individuals and their neighbors and neighborhoods with the stability and confidence they are so nostalgic for? Are they prepared to join with the automotive and aerospace workers now impeding those industries in the fight for better working conditions and better compensation?



Read more at Foundry Magazine

The Workday Case: A Legal Test For AI in Hiring

The lawsuit against Workday, originally filed by Derek Mobley in 2023, alleges that the company’s AI recommendation system discriminates against applicants based on race, age and disability. Mobley claims the system rejected him from hundreds of positions over seven years. The case has since expanded, with four additional plaintiffs—all over age 40—joining to argue that Workday’s AI-driven recommendation system disproportionately prevents older workers from securing employment. According to law firm Holland & Knight, this is an early procedural decision based on allegations only, and the court hasn’t made any final judgments. “One of the biggest hurdles in AI-driven hiring is bias,” explains Elaine Pulakos, CEO of PDRI by Pearson, a provider of workforce assessment services.

She says algorithms must be transparent and accountable to avoid unintended discrimination. Pulakos warns HR leaders to be prepared with bias-mitigation strategies: “AI can analyze hiring trends, but it shouldn’t decide who gets the job.” This responsibility adds to HR professionals’ already full plates—especially as they work to evaluate a growing number of AI tools designed to streamline hiring. While many turn to technology to manage the volume of job applications, relying solely on automated systems removes the critical oversight a human can provide. Experts warn that without someone to guard against bias, these systems risk reinforcing existing inequities rather than eliminating them.



Read more at Human Resources Executive

On June 2, the Department of Labor announced the launch of its opinion letter program. The program expands the department’s commitment to providing meaningful compliance assistance that helps workers, employers and other stakeholders understand how federal labor laws apply in specific workplace situations, the Department of Labor said in a statement. “Opinion letters are an important tool in ensuring workers and businesses alike have access to clear, practical guidance,” said Deputy Secretary of Labor Keith Sonderling, in a statement. “Launching this program is part of our broader effort to empower the public with the information they need to understand and comply with the laws the department enforces.”

Opinion letters provide official written interpretations from the department’s enforcement agencies, explaining how laws apply to specific factual circumstances presented by individuals or organizations. By addressing real-world questions, they promote clarity, consistency, and transparency in the application of federal labor standards. To support this effort, the department has launched a landing page at dol.gov/opinion-letters. The new site allows users to explore past guidance and provides an easy way to submit new requests to the appropriate agency.

Read more at EHS Today

As AI tools grow in capability and sophistication, some industry analysts say they’re no longer just assistants. They’re becoming co-workers. AI agents are predicted to transform how work gets done across major HR tech platforms and beyond. According to Microsoft, at the helm of this rising functionality is a new kind of leader: the “agent boss.” Agent bosses don’t merely use AI; they manage teams of AI agents to amplify productivity and drive innovation. Microsoft researchers expect agent bosses to be leaders who build, delegate to and oversee agents to “amplify their impact.”

Many business leaders are already leaning into this future. Nearly a third of managers surveyed by Microsoft say they plan to hire AI workforce managers to oversee hybrid teams of humans and agents, while 32% are eyeing AI specialists who can build and optimize multi-agent systems. However, a significant gap exists between leadership and employee readiness. The Microsoft report reveals that leaders are outpacing employees across every key indicator of AI fluency: 67% of leaders say they’re familiar with AI agents, compared to just 40% of employees Leaders are more likely to trust AI for mission-critical work and see it as a career catalyst. Many leaders report daily time savings of over an hour through AI use. Leaders tend to treat AI as a thought partner rather than just a tool, showing more advanced understanding of how to extract value from these systems.



Read more at HR Executive

ISO 10218: Robot Safety Standards Get a Makeover

After nearly eight years of work, the Association for Advancing Automation (A3) announced the publication of the revised ISO 10218. Core to this revision is more precise safety guidelines along with integrated safety requirements for collaborative robot applications that consolidate the previously separate ISO/TS 15066. The new ISO 10218 Parts 1 and 2 feature extensive updates that focus on making functional safety requirements more explicit rather than implied. This shift enhances clarity and usability, making compliance more straightforward for manufacturers and integrators alike.



Part 1 of the standard provides guidelines for industrial robot design, manufacture, remanufacture, and rebuild. It enhances the safety of personnel associated with the use of industrial robots and robot systems. Part 2 provides guidelines for the design and system integration of Industrial Robot Applications and Robot Cells. Including methods of safeguarding to enhance the safety of personnel associated with the use of industrial robot applications and robot cells, with emphasis on the importance of risk assessment. Both parts have undergone extensive revisions to address the latest safety challenges and technological advancements.



Read more at the IRS

Benefit Managers Share What's Attracting The Class Of 2025

Today's college grads bring fresh perspectives, adaptability and fluency in emerging technologies — valuable assets to any company, says Mei-joy Foster, VP of talent management at global fintech company Blackhawk Network. In return, they're looking to join a workplace with impactful offerings, meaningful work and a healthy, supportive culture — and are more willing than older generations to walk away if they don't find it at your organization, she explains. "Young jobseekers want recognition, growth and a sense that their contributions matter," Foster says.

From flexible work schedules to student loan assistance, to health and wellness offerings, setting young employees up for professional and personal success is a way to show them they're appreciated. Benefit leaders from across industries share some of the ways their company connects with and nurtures young talent.

Read what they said at Employee Benefits News

Half of mothers in the “sandwich generation” — those who support both children and adult dependents — say they’ve left a job due to their caregiving responsibilities, according to a May 29 report from Motherly and the University of Phoenix Career Institute. In a survey of 1,000 moms with both children and adult dependents, respondents said nearly two-thirds of their PTO and sick time is used for caregiving, and 75% said they take time off multiple times per year for unexpected eldercare needs

·      Two-thirds of women with dual caregiving responsibilities said the benefits offered by their employer aren’t enough to meet the needs of their adult caregiving responsibilities, and 68% said the same about childcare.

·      More than half reported feeling trapped in their jobs due to a lack of qualifications or time to upskill. Dual-caregiver moms also reported stress, frustration and isolation at higher rates than moms without adult dependents.

·      In addition, 40% said they feel ostracized and 42% said they’re afraid to talk about their caregiving responsibilities at work. Nearly a third said they don’t have time to access the resources available to them.



In response, employers can offer flexible work arrangements, caregiver leave, educational support and AI-enabled caregiving resources. These options can improve retention and performance among caregivers, as well as other workers, according to the report.



Read more at HR Dive

Despite continued economic uncertainty, employer demand and job seeker activity remain strong. Openings are at a 12-month high and application volume is still elevated. The catch, however is that even with signs of strength, many employers remain cautious — posting jobs, collecting candidates, but moving carefully when it comes to headcount. The bottom line is that this isn’t a hiring surge — it’s a slow build. Talent acquisition teams must stay sharp, responsive and efficient to compete in a market where the volume is high, but decisions are deliberate. External applications are up 18% year over year, but internal candidates are increasingly landing the jobs. Internal hiring moves faster, costs less and supports retention — especially in a cautious growth environment.

Job seekers may be looking outward, but employers are more and more hiring from within. In April, more than 4 in 10 applicants were aged 18 to 24, and 66% were under 35. Still, 22% of total April applicants were 45 and older. With inflation up and 401K portfolios taking a hit, older workers are staying active in the job hunt. Job seekers are open to AI — but with limits. Only 1 in 5 believes it makes hiring fairer and more efficient. Most still want humans in the loop for key decisions. As AI use grows in hiring, skepticism could stall adoption. Transparency, training and human oversight will be essential to build trust. AI can enhance hiring but won’t replace it. Employers need to show candidates how people and tech work together — not in competition.



Read the Report

Learn more about the Council of Industry’s Manufacturing Career Hub Driven By iCIMS

Check out the MIAP Apprentice Program

Nearly Half Of CEOs Say Employees Are Resistant Or Even Hostile To Ais – HR Dive

The Most Underrated Change Agent In Your Company? Your Middle Manager – Fast Company

Employers To Maintain Or Expand Well-Being Programs Despite Economy – EHS Today

Lifelong Learning Crucial For CHROs, HR Leader Says – HR Grapevine

Overcoming The Hidden Barrier To Employee Upskilling: Motivation – HR Executive

Health Care Costs Soar To $1,425 Out-Of-Pocket, Vary Wildly By State – Benefits Pro

Inbox Over In Person: Why Gen Z Employees Prefer Email – Human Resources Director



It’s Never Been Harder To Dress For Work. Just Ask Gen Z – Fast Company

Season 1 Episode 7:

Building a Strong Manufacturing Talent Pipeline: Strategies for Hiring & Retaining Employees - Presented by Insperity

Join Jennifer Libby and Andrell Gautier of Insperity in this Insight Exchange episode, hosted by the Council of Industry, as they share seven actionable strategies to help manufacturers attract and retain top talent in today’s competitive labor market.

From crafting job descriptions that truly resonate with candidates to building a strong employer brand and culture, Jennifer and Andrell offer real-world insights grounded in decades of HR and manufacturing experience. They cover key topics including employee well-being, competitive compensation, training and apprenticeship programs, skills-based hiring, and the role of technology in modernizing the workplace.

Whether you’re in HR or operations, this episode provides practical guidance to help you build a resilient, future-ready workforce.

About Insperity

Since 1986, Insperity has been helping businesses succeed by providing HR support, workforce optimization, compliance guidance, and safety services—tailored to the unique needs of growing companies.

Learn More

Insperity: www.insperity.com

For more info, visit www.councilofindustry.org