According to the Federal State Statistics Service (Rosstat) and industry research, there are labor shortages in industrial production, manufacturing, and logistics. This also reflects a gap between businesses’ demand for real skills and the expectations of young jobseekers, who are not always ready to start “from the bottom.” Research data shows that the average age of manufacturing employees in Russia is approximately 42.5 years, indicating an aging workforce, while the share of young people (aged 18–29) in the economy is shrinking. However, the trend is gradually changing, due to an oversupply of white-collar workers and highly competitive wages for manual work, allowing people to start earning and building a career at an earlier age.
What drives the younger generation
Despite a persistent inclination toward higher education, young people’s interest in practical skills and promising blue-collar professions is growing. Research shows that 64% of young Russians (aged 14–35) prioritize career advancement opportunities when choosing an employer, and 58% look for prospects of professional development within the company.
According to the National Public Opinion Research Center, 66% of Russians consider blue-collar professions prestigious, and among teenagers (aged 14–17), 38% are open to pursuing such a career for themselves. This shift reflects changing values: young people increasingly view manufacturing not only as a means to earn money but also as a pathway to acquiring in-demand competencies and building a stable career. Importantly, Russian school students start to think about their future careers by the 11th grade, and the majority considers multiple career paths.
Profile of a young specialist choosing manufacturing
Today’s young manufacturing worker is an active seeker of opportunities for growth and learning new skills. They are pragmatic in choosing a profession and often have prior experience with part-time work during their school or college years.
This profile differs from traditional expectations. Working in a factory today is chosen not “out of necessity” but as an option offering career development prospects, stable income, and the ability to influence business outcomes.
At the polymer piping systems manufacturer SLT Aqua, one employee who started her career as a junior injection molding machine operator quickly moved up to effectively coordinating shift operations. Her formal appointment to the position of a shift supervisor came as the result of her real managerial skills and process understanding. Another example from the same company is an employee who progressed from basic warehouse tasks to participating in logistics planning and flow management. His growth resulted from deep immersion in the operational environment rather than formal “promotion through the ranks.”
Hiring strategy
The primary responsibility of HR professionals today extends beyond hiring to retaining employees as they begin to master processes and demonstrate their career potential. Early identification of talent, involvement in relevant tasks, and structured training foster a sense of stability and long-term growth. Candidates who view the organization not as a temporary workplace, but as a platform for development and professional expression, are particularly valuable. In industrial environments, career advancement is increasingly driven by the ability to perform tasks to a high standard, understand interconnected processes, and take ownership of results.
It is important to emphasize that while the initiative of young employees is highly valued, it must remain aligned with the actual needs of the business and the capabilities of the department.
For Russian manufacturers, this approach not only helps close gaps caused by labor shortages, but also cultivates future leaders with a strong understanding of operations – driving greater efficiency and long-term stability.
By Anastasia Malakhova, HR Director, SLT Aqua (Russian polymer piping systems manufacturer)