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​Of those surveyed 79% were currently in work Of those surveyed we had an average rating of 2.95 happy with their current salary (2024 2.99) and 2.73 felt valued by their current employer (2.55 in 2024), a sign that companies are doing a better job in engaging their staff? When asked what employers could do to make employees feel more valued, the top answers were:​​20252024Training and progression34%35%Improved salary24%20%Improved benefits15%15%​Additional qualifications​9%​13%​The data in both 2024 and 2025 seems to still show that salary are still the main tools (training and progression is higher?) for retention for employers. In terms of why, a sign that candidates are more aware of what is available in the market? The pressures of inflation and the cost-of-living mean UK engineers have less disposable income? (we could do with some external stats to back this up)​Of this surveyed 57% hadn’t changed companies in 2025. For those that did move, the reasons they cited were:​​20252024Poor management and not feeling valued25%15%Shift pattern or needing a better work / life balance19%12%Redundancy or lack of stability17%13%Lack of training or progression15%28%Financial reasons11%5%Other reasons10%​​There has been a sizable shift in those attributing poor management and feeling undervalued as their main reason for leaving. Is this a sign that companies aren’t investing enough in their management teams development? Are businesses running flatter structures which have left managers more stretched? Or is it a case with the number of opportunities available to engineers they are just less tolerant now? These stats are further backed up below by those who are currently looking to move. We have also soon an increase in those looking for a better work life balance.​·       18% moving due to lack of training or progression (28% 2024)·       25% moving due to poor management and not feeling valued (15% 2024)·       7% moving due to redundancy or lack of stability in their roles (13% 2024)·       25% moving due to shift pattern or needing a better work/ life balance (12% 2024)·       13% moving for monetary reasons (4% 2024) Of those surveyed employees are again showing no inclination to be patient with issues experienced when joining a new employer. In terms of how long they would be willing to wait:·       20% would wait 1 month (16% 2024)·       23% would wait 1-3 months (27% 2024)·       26% would wait 3-6 months (24% 2024)·       30% would wait 6 months + (33% 2024)     

​Reflecting on our charity work in 2025 and looking ahead to 2026​At ATA Recruitment, supporting charities and local communities is something we care deeply about. Each year, our charity work is shaped by the people in our business and the causes that matter most to them. Our aim is simple. To give back in meaningful ways and support those who need it. As we look back on 2025, we are proud of the time and effort our team has put into fundraising, volunteering and raising awareness. As we move into 2026, that commitment continues with more challenges and activities already planned.​Supporting important causes in 2025 Throughout 2025, our team supported several charities through a mix of fundraising and hands on volunteering. We continued our support for Rainbows Hospice for Children and Young People by placing donation bins in our offices and holding monthly collections. This gave everyone the chance to contribute regularly to a cause that is important to many across ATA. ​In June, a team from ATA Recruitment including Chris Addison, Fred O’Reilly, Lewis Gardner, Suzanne Winton and Lauren Woolley took on the Wolf Run to raise money for Sands, the stillbirth and neonatal death charity. Sands provides vital support to families affected by baby loss, and the team’s effort helped raise funds and awareness for this important cause. ​Later in the year, we held a charity gig and raffle night at Kibworth Cricket Club. The night was organised by Steve Harrhy and featured live music from The Pneumonics, the band of Associate Director Stewart Jackson, alongside The Uprising Seals, the band of Steve Harrhy’s sons. It was a great evening that brought people together and raised £1,265 for Sands. ​​We also supported several other causes throughout the year. This included a charity sweepstake, Bilal Osman’s visit to Calais to support refugees, and a volunteering project led by Faisal Ahmedy with the non-profit organisation Live Cancer Free. Faisal spent time learning how to interview cancer patients, helping to record and preserve their stories to support awareness and mental wellbeing. This project will continue into 2026. Across these activities, £2,095 was raised for Sands in 2025, alongside our ongoing support for Rainbows and other charities.​Looking ahead to 2026 Our charity work will continue into 2026, with several team members already committed to new challenges. Stewart Jackson will be running the London Marathon Steve Harrhy is taking on a personal challenge every month Adam Waite, Steve Harrhy and Stewart Jackson will be completing a Spartan challenge Ashton Kenney will be climbing Mount Kilimanjaro in support of Sands And more fundraising activities are already being planned These challenges reflect the commitment and passion of our team. Each one is taken on for a reason and in support of causes that mean a great deal to the people involved.​Continuing our commitment What makes our charity work special is that it is led by our people. Every fundraiser, challenge or volunteering activity starts with someone at ATA wanting to make a difference. We are proud to support these efforts and to keep charity work at the heart of our culture. As we move into 2026, we look forward to continuing this journey, supporting important causes and making a positive impact beyond recruitment. Thank you to everyone who has taken part, donated or supported our charity work so far. We are excited to see what we can achieve together this year. ​To donate to either charity, please follow the links below.​Rainbows Hospice for Children and Young PeopleRainbows cares for hundreds of families every year who have a child or young person with a serious or terminal illness that means that their lives will be shorter than most. Click here to find out more.Sands Baby Loss CharitySands is the UK's leading charity supporting anyone affected by pregnancy loss or the death of a baby, Click here to find out more.

​Closing the skills gap in UK manufacturing​The UK manufacturing sector continues to face a significant capability challenge. Recent research highlights a 47,000 person skills gap across the industry, shaping how organisations plan, operate and invest in their future workforce. While this shortfall is often discussed in terms of attracting new talent, new findings from the Manufacturing Technology Centre (MTC) show that there is also a clear opportunity within the existing workforce.Many manufacturers are not making full use of the experience already present in their teams. At the same time, younger workers are motivated to learn and progress. Making better use of skills already in the business can play an important role in closing the skills gap and supporting long term workforce strength.​Skills are available but underusedThe MTC reports that 41 per cent of Baby Boomers working in manufacturing feel their skills are not being fully used. This represents a large amount of experience in areas such as maintenance, quality, automation and specialist machinery. When this knowledge is not shared or applied effectively, organisations risk losing valuable insight that supports safety, reliability and performance.This issue sits alongside continued demand for engineering talent. Make UK’s latest data shows there are 56,000 open vacancies in UK manufacturing, underlining the need to use existing expertise as effectively as possible while continuing to recruit.​Younger workers are ready to developAlongside this experience, younger talent is keen to build skills. According to the MTC study, 91 per cent of Gen Z workers say they want to learn from others in the workplace. This is supported by wider 2024 research which shows that 62 per cent of Gen Z employees are more likely to stay with an employer when they receive clear development opportunities.This highlights the value of creating environments where learning happens as part of day to day work. When people can develop, businesses benefit from stronger capability and improved retention.​Skills are not always being sharedDespite the willingness to learn and develop, this does not always happen in practice. Research shows that around 60 per cent of workers are not regularly sharing skills or learning through the job. This can mean limited coaching, fewer chances to learn through problem solving and a heavy reliance on a small number of experienced individuals.This matters because the skills manufacturers need are changing. The 2024 Make UK Skills Survey reports that 68 per cent of manufacturers say multiskilled engineers are the hardest roles to fill. When skills are not passed on, teams become less flexible and harder to scale.Encouraging practical learning helps build stronger teams, keeps knowledge in the business and reduces risk when experienced employees leave or retire.​Why this matters for the future of manufacturingSkills shortages are already having a clear impact. Make UK’s latest survey shows that 78 per cent of manufacturers are seeing productivity loss due to skills gaps. At the same time, ONS data confirms that one in five manufacturing workers is now over 55, increasing the risk of knowledge loss in the coming years.Businesses that create clear ways for skills to be shared and developed are better placed to protect output, support new technologies and prepare for future demand. This applies across general engineering, FMCG, aerospace, automotive, construction materials, warehouse automation and process engineering.Building skills within teams supports performance today and helps secure long term resilience.​How ATA Recruitment can helpATA Recruitment works with engineering and manufacturing businesses to strengthen capability through high quality permanent, contract and interim recruitment. With access to more than 60,000 pre vetted candidates, we help organisations secure the skills they need while supporting individuals into roles where they can grow and add value. If you are planning future workforce needs or looking to strengthen your technical teams, ATA Recruitment is ready to support you.​

Why events like CTP Telford are vital for bridging the skills gap in UK engineering and manufacturing​ATA Recruitment recently attended our second Career Transition Partnership event of the year in Telford, represented by Christian Addison, Director, and Lewis Gardner, Recruitment Specialist. These events continue to play a critical role in strengthening the future of the UK engineering and manufacturing workforce. With a well documented national skills shortage and increasing pressure on employers to find long term capability, CTP events provide a direct and effective route for connecting high quality service leavers with the organisations that urgently need them.Recent data reinforces the importance of this mission. According to Make UK’s Workforce Survey 2024, 62 per cent of manufacturers say they are struggling to fill engineering vacancies, and the ONS reports that the UK currently has over 830,000 live vacancies across the economy, with engineering consistently among the hardest areas to recruit. This environment makes structured access to skilled service leavers more important than ever.​Service leavers bring rare and highly transferable skillsUK manufacturing is experiencing persistent shortages in maintenance, automation, reliability and project engineering roles. In 2024, Make UK identified multiskilled engineers as the most difficult roles to hire, with 68 per cent of manufacturers reporting long term challenges in finding suitable candidates.Service leavers often hold technical training that aligns directly with these roles. They typically bring strong mechanical or electrical knowledge, experience working with complex equipment, leadership capability and a proven ability to perform under pressure.CTP events allow employers to meet this talent in person and understand where their forces background can add immediate value. For many roles within engineering and manufacturing, the capability that service leavers offer is not only transferable but significantly in demand.​​Events like Telford support smoother transitions into civilian engineering rolesResearch from Forces in Mind Trust (2024) shows that 70 per cent of service leavers say they would feel more confident entering civilian employment when supported through structured transition events. This highlights why CTP events matter to individuals as much as they do to industry.Christian and Lewis spent the day helping candidates understand career paths, certifications, job expectations and sector opportunities. Many service leavers possess strong technical foundations but need guidance on how these skills translate into specific engineering roles.Face to face interaction plays a central role in building this clarity and confidence. It allows candidates to ask practical questions, understand employer expectations and receive direct advice on how to position their experience. This makes the transition into civilian engineering roles smoother and more successful.​Lewis Gardner commented:"The CTP events are always an honour to attend, and I always come away knowing I have learnt so much and looking forward to continuing to work with the people I met on the day.Hearing about the unique story behind every person you speak to always fascinates me and makes you realise that there is a lot more going on than you think.There are so many ways we, as ATA, can help service leavers and veterans – whether it’s with interview prep, understanding what a leaver or veteran is actually looking for, or finding the right role for them.I find it very rewarding, as they are serving the country, and I will always be grateful for this. It gives me satisfaction knowing that I can give back."​CTP events strengthen the long term talent pipeline for engineering and manufacturingThe engineering workforce is steadily ageing. ONS 2024 data confirms that one in five manufacturing workers is now over 55, which means a significant portion of the sector is heading toward retirement within the next decade.At the same time, Make UK’s 2024 Skills Report highlights that 78 per cent of manufacturers are already experiencing productivity loss due to skills shortages. Without new talent entering the sector, these shortages will widen.CTP events help address this challenge by:opening pathways for highly trained service leaversaccelerating the development of early stage talentcreating a more predictable pipeline for employers planning future workforce needsService leavers often progress rapidly once placed. Employers frequently report strong retention rates, high reliability and quick adaptability. These attributes help stabilise teams and contribute to long term capability growth.​Collaboration with employers and charities creates genuine impactThe Telford event also created opportunities to build partnerships. Christian and Lewis engaged with employers keen to integrate service leavers into their workforce plans and connected with charities focused on supporting transition into engineering roles.Forces in Mind Trust reports that organisations that partner with military support networks are 30 per cent more likely to retain service leavers for more than two years. This demonstrates how collaborative support structures improve outcomes for both the individual and the employer.​ATA Recruitment’s commitment to bridging the skills gapATA Recruitment is committed to supporting both organisations and individuals as they navigate the skills challenges facing engineering and manufacturing. We work closely with service leavers to help them translate their experience into civilian engineering careers, offering guidance, insight and access to employers who value their skills.At the same time, we support businesses by introducing motivated, technically capable talent that can strengthen teams and contribute long term. Following the Telford CTP event, Christian Addison and Lewis Gardner will continue working with the candidates they met to help turn conversations into real career opportunities.If you are a forces leaver considering your next step, or an employer looking to welcome service leavers into your workforce, ATA Recruitment is here to support you.​​

​UK manufacturing output hits £156.5bn: impact on engineering and industry​UK manufacturing delivered £156.5bn in output during Q3 2025, according to analysis of ONS data by FourJaw Manufacturing Analytics. This milestone shows that while parts of the sector face pressure, engineering led industries remain strong and continue to underpin the UK’s position as a high value manufacturing economy. This comes at the same time as the government’s Autumn Budget which introduces new measures designed to support investment, energy costs and strategic sectors within UK manufacturing.​Manufacturing Output Is Rising. Here Is What the Data ShowsONS figures confirm that total production output fell by 0.5 percent in Q3 2025, with manufacturing output down 0.8 percent. Even so, manufacturing contributed 8.5 percent of UK GVA between July and September which highlights the sector’s ongoing importance.Within this wider picture, engineering heavy industries are outperforming the averages. Data from the Manufacturing Technologies Association shows aerospace output increased by 1.5 percent in Q3, while machinery output rose 1.4 percent year on year.These results indicate that high value, precision driven sectors are proving more resilient and continue to support national output.​Where the Growth Is Coming FromAerospaceAerospace production increased by 1.5 percent in Q3 and 7.5 percent year on year. Demand is being supported by global air travel recovery and long term defence programmes that provide stable, multi year production pipelines.Machinery and Industrial EquipmentMachinery output grew by 1.4 percent year on year, driven by continued investment in automation, process efficiency and capital equipment upgrades across FMCG, logistics, automotive, construction materials and process engineering.Electronics and Automation TechnologyManufacturers are increasing investment in robotics, industrial controls and advanced automation technology. This supports growth across machinery, advanced manufacturing and smart production sectors.Metals and MaterialsMore stable supply chains and normalised material prices have helped improve throughput in fabricated components and engineered assemblies. This supports demand in aerospace, machinery and automotive supply chains.​What This Means for the Direction of UK IndustryThree themes are clear:Engineering led manufacturing is showing greater resilience than lower value segments.Capital investment is shifting towards automation, advanced machinery and digital production systems.Long cycle programmes in aerospace, defence and advanced machinery continue to anchor output and reduce volatility.​What to Watch Going Into 2026Key factors that will influence the next 12 months include the pace of automation adoption, global aerospace demand, materials supply chain stability and changing investment intentions across UK manufacturing. Engineering focused sectors remain well placed to lead growth.​The Autumn Budget 2025. What It Means for Manufacturing and EngineeringThe Autumn Budget announced in November 2025 introduced a series of measures aimed at supporting UK manufacturing and engineering. The government confirmed plans to reduce electricity prices for manufacturing businesses which will help improve competitiveness in energy intensive industries. A new 40 percent first year allowance will allow companies to write off a significant portion of investment spending up front which is expected to encourage greater investment in machinery, automation and advanced production equipment.Additional targeted funding was directed toward strategic sectors including defence, clean energy, semiconductors and advanced manufacturing. Support for regional skills development and free under 25 apprenticeships for SMEs aims to expand the future industrial workforce.Together these measures outline a clear intent to boost productivity, accelerate investment and strengthen the role of engineering led sectors within the UK economy.​How ATA Recruitment Supports These IndustriesATA Recruitment specialises in permanent, contract and interim recruitment across the engineering led sectors contributing most to UK manufacturing performance. This includes aerospace, FMCG, automotive, process engineering, warehouse automation, construction materials manufacturing, machinery and general engineering.We help manufacturers secure the Engineers, technicians and project specialists needed to deliver output targets, support modernisation programmes and maintain performance across production and capital projects.If your organisation is planning growth, modernising production or building new capability, now is the time to prepare your workforce.ATA Recruitment can help you secure the talent required to stay aligned with the momentum building across UK industry.Get in touch with us to discuss how we can support your plans for 2025 and beyond.​

​Five practical ways leaders can increase employee engagement​Here are five evidence-based initiatives that leaders in your business can adopt and that your next leadership hire should be equipped to implement:1. Build clarity of role and alignmentCulture Amp’s data show that role alignment is pivotal: when people feel their role is “a great fit”, they’re significantly more likely to become high-performers. (startupsmagazine.co.uk)In a technical/manufacturing context, that means: clear job definitions, strong onboarding, and regular check-ins to ensure the Engineer, technician or team member understands how their work impacts the broader business objective (e.g., mapping a production Engineer’s work to on-time delivery or product quality).Leaders should be trained and held accountable for role clarity and alignment.​2. Embed a culture of frequent, meaningful feedbackThe research demonstrates that high‐performing teams give and receive feedback more often, employees in those teams reported 83% favourability with manager feedback vs 71% in lower-performing teams. (startupsmagazine.co.uk)In manufacturing: this could mean weekly 1:1s, project-end debriefs, feedback loops on the shop floor, peer recognition and continuous improvement sessions. It should go beyond the annual review.Recruiter choose a leader who sees feedback as a tool for development and engagement, not just evaluation.​​3.Develop leadership with the multiplier effect in mindThe headline finding: employees under high-performing leaders are 4.5 × more likely to be high performers themselves. (Culture Amp)For your next hire, this means: seek a leader who can model engagement behaviours (inclusion, transparency, coaching mindset) and thereby create ripple-effects in their team.Also ensure you assess potential leaders using psychometric tools (as ATA Search offers) to surface those attributes.​4. Invest in career-and-skills developmentAccording to Culture Amp, companies that prioritise employee development see 46 % higher engagement. (Culture Amp)In engineering/manufacturing: provide structured development plans (e.g., for automation skills, cross-function movement, leadership tracks), technical upskilling, job-rotation programmes.The leader you select should champion development, not merely manage tasks.​5. Foster “people matter” leadership and team connectionOne of the top drivers of engagement globally is “leaders demonstrating that people matter to the company’s success”. (Culture Amp)In your setting: the leader must know the team by name, engage proactively, make visible how individual contributions link to outcomes, champion inclusion and trust.This kind of leadership builds the psychological safety, commitment and purpose that underpin engagement.​What this means when you hireWhen you’re recruiting a senior or executive leader in engineering or manufacturing (whether permanent, interim or contract) you can no longer treat engagement as an HR tick-box. It’s a business-critical capability.Make sure your candidate’s track-record shows how they’ve improved engagement or team performance, not just delivered tasks.Use psychometric and behavioural assessment to evaluate their ability to lead people, instil feedback cultures and develop talent.Ask how they have aligned roles, delivered feedback loops, built development pipeline sand modelled “people-matter” leadership.Recognise that the right leader will drive engagement and that inherent team performance is less about finding a “superstar” and more about designing the right environment and leadership. (startupsmagazine.co.uk)​Why ATA Search can helpAt ATA Search we specialise in executive and leadership recruitment across engineering and manufacturing, including general engineering, FMCG, aerospace, automotive, construction materials manufacturing, process engineering, warehouse automation and special-purpose machinery.We don’t just find candidates, we support with psychometric profiling, team‐gap analysis and leadership-capability diagnostics. That means when you hire your next leader, you’re not just filling a role, you’re hiring someone capable of instigating positive business change and driving the engagement that lifts performance.If you recognise that your next hire must go beyond technical competence and must engage and mobilise your team, speak to ATA Search today. Let’s ensure the leader you bring in will Bridge The Skills Gap, elevate your people and deliver the step-change you need.Get in touch today by filling out the form below and let us help you strengthen the future of your workforce.​​

When Wellbeing Reports Mask a Deeper Problem: Hybrid’s Missing Career Moments​Hybrid working is often framed as a wellbeing win: less commuting, more flexibility, better work–life balance. And in many cases, that is true. But recent research suggests that hybrid working also brings risks: longer days, blurred boundaries, isolation, and diminished connection between employees and Managers. (hrmagazine.co.uk)​At ATA Search, we believe this signals something more fundamental: we have not equipped Managers to recreate career building moments in a hybrid world. This gap is harmful for engagement, retention, and organisational agility.​Let us explain what is going wrong and what engineering and manufacturing firms should do about it.​The wellbeing conversation is too narrow​In HR Magazine’s article “Make hybrid work healthy work,” the authors present a balanced view of hybrid working. It brings both benefits (better balance, less stress, more time) and challenges (isolation, longer working days, boundary erosion). (hrmagazine.co.uk)​The remedies they propose, better manager training, more autonomy, improved connection, ergonomics, guidance on switching off, are valid and necessary. (hrmagazine.co.uk)​But what they do not emphasise enough is the career side of wellbeing. When employees do not see progress, mentoring, stretch assignments, visibility, promotion paths, or meaningful feedback, it becomes a deeper health issue for the organisation.​If leaders focus only on wellness without considering development, they risk creating a workforce that is comfortable but stuck. Employees may feel less stressed, but also less motivated or purposeful.​What gets lost when people are not togetherIn an in-office world, many career defining moments happen informally:impromptu conversations in the corridor​being invited into a senior meetingoverhearing how a senior leader handles problemsbeing asked to step in at short notice or cover for someone​These moments build learning, visibility, and relationships. In hybrid settings, these moments are rarer, more random, or harder for remote workers to access.When Managers do not actively replicate or design such moments, remote or hybrid employees can feel second class. They miss out on promotion signals, feedback, informal coaching, or stretch assignments.​​That is why even in a well-designed hybrid wellbeing program, you will see two symptoms:Disengagement from high performers. These people often accept short term wellness gains such as less stress and better balance but become frustrated at slow career progression.Inclusion gaps. Remote team members get fewer opportunities for visibility, for going above and beyond, or for gaining senior advocates.Wellbeing without development is a fragile balance.​It is a sign: many Managers are not built for hybrid development​When you see high turnover among ambitious staff, complaints of stagnation, or low internal mobility in a hybrid setup, that is a red flag. It suggests that Managers have not been:trained to plan career paths remotely​coached on how to intentionally create development opportunitiesheld accountable for the growth of hybrid team membersgiven tools or frameworks for remote coaching, visibility, or stretch assignmentsThe managerial model has not kept pace with flexible working.​What engineering and manufacturing firms should do​Here are some practical actions to bridge the gap between hybrid, wellbeing, and career growth:ActionWhy It MattersKey StepsTrain Managers in remote development designManagers need to plan for growth, not wait for chanceWorkshops, role plays, mentoring frameworks for hybrid contextsEmbed career micro momentsSmall moments still stack up. Recognition and shadowingDefine and track such moments; rotate assignments to include remote staffMake visibility inclusiveEnsure remote employees are visible in forums and decision meetingsEnsure all voices are heard in hybrid meetings; spotlight remote contributorsTrack developmental metrics, not just outputReward Managers for growth of people, not just deliveryOne to one scorecards, promotion readiness metricsFacilitate periodic in person connection with purposeWhen teams meet, ensure there is structured career dialogueCareer check ins, coaching sessions, cross team exchangesCultivate upward sponsorshipLeaders should intentionally sponsor talent, not just evaluateEncourage mentorship programmes​How ATA Search helps you close that gapAt ATA Search, we do more than match roles. We help build organisations that retain and develop their engineering and manufacturing professionals. If hybrid working has exposed weaknesses in your coaching and growth practices, we can advise on leadership development, succession planning, and career development that works in flexible settings.If you are seeing signs such as people going quiet, fewer internal promotions, and rising attrition among top performers, it is time to ask: Are my Managers equipped to create growth in a hybrid world?ChatGPT said:Get in touch today by filling out the form below and let us help you strengthen the future of your workforce.​