In the face of a growing skilled trades gap and a rapidly evolving workforce, American manufacturers must rethink traditional workforce development strategies. Kawasaki Motors Manufacturing in Lincoln, Nebraska, offers a compelling example of how to bridge this divide through modern apprenticeship programs.
On a recent episode of The Skillwork Forum, Jim Townsend, Corporate Manager of Safety Training and Development at Kawasaki, shared how their innovative approach is transforming the way they recruit, retain, and upskill talent.
Solving Labor Shortages by Investing in People
Like many manufacturers, Kawasaki faced a serious shortage of welders and electromechanical maintenance technicians. External hiring efforts were falling short, and retirements were creating growing talent gaps. The solution? Build talent from within.
Kawasaki launched its internal CowaTek Apprenticeship Program, modeled after the Southeast Community College Electromechanical Maintenance Technology curriculum. The program provides both internal training and external education, with employees receiving paid tuition and work time to complete their training. The result: a sustainable talent pipeline tailored to the company’s specific needs.
Competency-Based Pay: A Culture Shift
Transitioning from a flat, seniority-based pay scale to a ten-level competency-based structure was one of the biggest challenges—and ultimately one of the most impactful changes. By tying pay directly to skills and performance, Kawasaki created clear pathways for advancement, motivation for continuous improvement, and transparency in career development.
Though initially met with resistance, especially from long-time employees, the program has led to increased retention, internal promotions, and higher employee satisfaction. As Townsend put it, “If you can’t show me you can change a tire, I can’t pay you for changing a tire.”
Youth Engagement: Planting Seeds Early
Kawasaki’s workforce development strategy doesn’t stop at current employees. Through partnerships with Lincoln Public Schools and other education providers, they’re reaching students as early as middle school. Programs like the Youth Welding Apprenticeship allow students to gain hands-on experience and even earn job offers before they graduate.
Kawasaki supports these initiatives with resources, equipment, and real-time instruction from their staff. This early engagement not only prepares future workers but also builds trust and visibility in the community.
A Blueprint for Long-Term Impact
Kawasaki’s approach is a powerful model for manufacturers across the country:
Develop internal training programs aligned with industry standards.
Partner with educational institutions to create dual-credit and internship opportunities.
Implement a competency-based pay system that rewards skill development.
Engage youth early with real-world exposure and mentorship.
Invest in underserved communities, including immigrants and parolees, as part of the workforce solution.
A Call to Unity in Manufacturing
Jim Townsend emphasized that the skilled trades crisis isn’t a competition—it’s a collective challenge. “What’s good for one manufacturer is good for all,” he said. Collaboration, not competition, is key to rebuilding the American trades workforce.
For businesses ready to modernize their workforce strategy, apprenticeship programs offer a scalable, impactful solution. And with partners like Skillwork, you don’t have to go it alone.
Let Skillwork Help You Build the Workforce of Tomorrow
At Skillwork, we help manufacturers fill critical skilled trade positions with qualified, vetted professionals. Whether you’re launching an apprenticeship program or need immediate staffing support, we’re here to help.
Visit skillwork.com to learn more and connect with our team.