Investing in People: How Workforce Development Is Building the Future at SMA

Manufacturers across the country continue to face a difficult workforce challenge. Finding qualified employees is only part of the equation. Companies must also create opportunities for people to grow, develop new skills and build careers they want to stay in.

That challenge is becoming more urgent as technology continues to change the nature of work. The World Economic Forum estimates that 39% of workers’ core skills are expected to change by 2030.

At Sumitomo Machinery Corporation of America, that philosophy has shaped how we approach workforce development.

Now, our employees have helped affirm that investment.

SMA, operating under the Sumitomo Drive Technologies brand, was recently named a 2026 Hampton Roads Top Workplace by Inside Business, ranking No. 20 among large companies in the region.

The recognition is meaningful because it reflects the experience of the people who know our workplace best: our employees.

“At Sumitomo, we believe our employees are our most valuable asset. We don’t just offer jobs — we build careers and foster an environment where our team can truly thrive. We invest heavily in our people from day one. Taking care of your welfare is our top priority,” said Ashley Wiggins, Human Resources Supervisor at Sumitomo Machinery Corporation of America.

Hiring conditions have changed significantly since the pandemic, but the challenge of finding qualified talent has remained.

For SMA, that has reinforced an important lesson. Recruiting alone cannot build the workforce needed for the future.

Our approach includes attracting new employees while investing in the people already within the organization. That means creating opportunities for employees to strengthen their skills, prepare for new responsibilities and grow throughout their careers.

Research supports that approach. LinkedIn’s 2025 Workplace Learning Report identifies learning opportunities as a leading strategy organizations use to improve employee retention. Gallup also found that 42% of employees who voluntarily left an organization believed their manager or employer could have done something to prevent their departure. Career advancement was among the actions employees identified as potentially making a difference.

Workforce development at SMA includes:

• Professional and leadership development programs.

• A dedicated learning and development manager.

• Presentation skills and other professional training.

• Educational and career development opportunities.

• Wellness resources and employee support programs.

• Medical, dental and vision coverage.

• A 401(k), paid time off and disability coverage.

Employee feedback also helps guide our approach. Engagement surveys and exit interviews provide insight into what employees need to succeed and where we can continue improving the workplace experience.

“At Sumitomo, we invest in your future. We have a dedicated learning and development manager focused entirely on helping our employees grow professionally and personally. Our training programs include professional and leadership development courses, presentation skills and much more,” Wiggins said.

The need for skilled manufacturing employees makes workforce development especially important.

SMA continues to grow its machinist apprenticeship program as one way to develop talent for the future. The program gives participants an opportunity to build technical skills while gaining hands-on experience in a manufacturing environment.

It also reflects a broader approach to recruiting.

Candidates do not always need to arrive with every skill required for the next stage of their careers. With the right training, support and opportunity, employers can help people develop those capabilities internally.

That is particularly important as manufacturing becomes increasingly connected to automation, advanced technology and more sophisticated production systems.

Technology can expand what manufacturers are capable of producing. Skilled employees remain essential to operating, maintaining and improving those systems.

The need for ongoing development extends beyond technical roles. A 2025 study analyzing 19,289 firm-year observations found that productivity increased with greater training investment for both managers and employees. The study also found additional gains when managerial and employee training were developed together.

That finding reflects an important part of SMA’s approach: employees need opportunities to build their skills, and managers need the tools to coach, support and reinforce that development.

Managers play an important role in creating the day-to-day experience that keeps employees engaged and connected to their work.

Gallup reports that managers influence approximately 70% of the variance in team engagement. Its research also shows that many employees leave without having meaningful conversations about their career, performance or future with the organization.

That is why leadership development remains an important part of workforce development at SMA. Strong managers help employees understand expectations, identify opportunities, build confidence and see how their work connects to the organization’s larger goals.

For employees, that can mean more than completing a course. It can mean receiving feedback, taking on a new assignment, preparing for a promotion or developing the skills needed for a long-term career.

Managers play an important role in creating the day-to-day experience that keeps employees engaged and connected to their work.

Gallup reports that managers influence approximately 70% of the variance in team engagement. Its research also shows that many employees leave without having meaningful conversations about their career, performance or future with the organization.

That is why leadership development remains an important part of workforce development at SMA. Strong managers help employees understand expectations, identify opportunities, build confidence and see how their work connects to the organization’s larger goals.

For employees, that can mean more than completing a course. It can mean receiving feedback, taking on a new assignment, preparing for a promotion or developing the skills needed for a long-term career.

We continue to look for talented people who want to grow with us.

Sumitomo Drive Technologies offers opportunities across engineering, manufacturing, sales and marketing, research and development, information technology, finance and operations. The company’s career programs include leadership and professional development, tuition assistance, certification support and technical license assistance.

Explore current opportunities in manufacturing, engineering, operations and other professional fields at us.sumitomodrive.com/en-us/careers.