Male Allyship in Manufacturing: Paving the Way for Greater Inclusion

Male Allyship in Manufacturing: Paving the Way for Greater Inclusion

The manufacturing industry has long been male-dominated, but as the sector evolves, fostering a workplace that values fairness, representation and collaboration has become essential for success. Male allyship—active and intentional support for women in manufacturing—is a vital mechanism to bridge the gender gap and support a more inclusive workforce. Women in Manufacturing (WiM) is championing this cause with their first-ever Men as Allies conference, set for February 19–20, 2025, in Clearwater, FL. This conference provides an opportunity for industry leaders to learn, share and implement strategies to create lasting change.

Three panelists speaking at the event shared their insights on why male allyship is vital and how it can shape the future of manufacturing.

Why Male Allyship Matters

The business case for allyship is compelling. As Julie Kratz, Chief Engagement Officer at Next Pivot Point says, “When organizations are more inclusive and have programs dedicated to fostering allyship, especially in industries that are not naturally diverse like manufacturing, they improve their ability to attract and retain diverse talent, as well as better meet the needs of their consumers through innovation and product and service quality.”

Similarly, Ahsan Javed, President of MTE Corporation, notes that diverse perspectives lead to better problem-solving and workforce alignment. “By creating an inclusive environment, we tap into a broader talent pool, drive innovation, and make better strategic decisions. I've seen firsthand how genuinely embracing allyship results in higher employee engagement and stronger bottom-line results,” says Javed.

Addressing the Skills Gap

Amid a persistent skills gap in manufacturing, retaining and advancing women is critical. Effective allyship not only demonstrates support but also creates pathways for women to thrive. Javed emphasizes the impact of male leaders championing women’s ideas and removing obstacles. “When women see male colleagues and leaders actively championing their ideas, creating opportunities for advancement, and addressing barriers head-on, they're more likely to see manufacturing as a long-term career path. I've found that mentorship programs, career paths, and visible commitment from male leaders send a powerful message that women aren't just welcome, they're essential to the future of manufacturing,” says Javed.

Pat J. Galecki, Director of Manufacturing Strategy, Cummins, Inc. shares a practical example of allyship addressing the skills gap. “[While hiring for an open position] I had a candidate list of six to seven names and they were all males. An investigation showed the posting was made in traditional ways which resulted in traditional candidates applying. By going out and actively encouraging female candidates to apply, a fantastic candidate was added to the pool and selected. This would not have occurred without allyship,” says Galecki.

However, as Kratz highlights, one of the barriers to addressing the skills gap is gender bias. “Women are often assumed to not be interested in work that is highly technical or engineering focused. Rather than make these assumptions, it's always a best practice to ask people what their skills are before assuming they do not have them based on their identity,” says Kratz.

Practical Steps for Allies

Becoming a better ally starts with listening. Kratz emphasizes the importance of understanding the unique challenges women face and calling out non-inclusive behavior. “Listen to empathize, not to respond. Women face unique challenges in male-dominated workplaces and once men understand what those challenges are they can better keep their radar up for non-inclusive behavior and call people in to be better allies,” says Kratz.

Javed adds that creating an environment where women feel valued and heard is essential for driving impactful change. “I've learned that consistency and sustained commitment are far more powerful than any single sweeping action. It's about building trust through regular, meaningful engagement,” says Javed.

Leaders should also examine their hiring practices to ensure they actively seek out and encourage women to apply for roles, as Galecki demonstrated by diversifying his own candidate pool. “While women are in hiring roles today, the majority of these roles are still occupied by males. When looking for new employees … actively search out female candidates to encourage them to apply so they are considered in the selection process,” says Galecki. “Creating a more inclusive recruiting process advances opportunities for women.”

Flexibility in workplace policies is another practical step. Galecki recalls how adjusting meeting times to accommodate a female colleague’s family commitments fostered inclusion and improved team dynamics. These small yet significant actions can reshape workplace culture, making it more welcoming and supportive for everyone.

Leveraging WiM for Lasting Change

Organizations like WiM are instrumental in advancing allyship by providing networking opportunities and professional development resources that strengthen industry connections. Javed emphasizes the importance of embedding partnerships such as WiM into long-term plans. “I would encourage companies to actively support membership, sponsor events, and engage in activities. The key is making these partnerships part of your ongoing strategy, not just occasional initiatives. MTE Corporation and some of our sister companies in Wisconsin have directly benefitted from compelling WiM speaker panels, topical watch parties, and local chapter networking events,” he explains.

Galecki suggests onsite tours and leadership panels as opportunities to inspire and attract future talent. “WiM can provide access to women in leadership roles to gain valuable voices on how companies can adapt to promote career development for its members,” says Galecki.

For Kratz, fostering connections and creating inclusive spaces is key to strengthening allyship. She highlights the importance of utilizing WiM’s resources to engage a diverse audience and inspire action. “Community building is one of the most important things organizations like Women in Manufacturing can do to build stronger allyship at all levels and organizations. Leverage the content and resources and network of people that want to support women. Continue to share those stories and information to encourage more allies to join. Having ‘women’ in the title often signals to men that we don't want them there. The opposite is often true,” she says.

Shaping the Future of Manufacturing

As the manufacturing workforce grows increasingly diverse, allyship is becoming essential to maintain competitiveness. “We are all in this together,” says Galecki. By championing women and prioritizing fairness and representation, manufacturing companies can unlock innovation, solve complex challenges, and build a collaborative future.

Kratz emphasizes the importance of preparing for the workforce of tomorrow. “The workforce is only getting more diverse and will be majority non-white and women in the 2030s. It's important that organizations do the inclusion work now to stay relevant to future workforce and consumer needs. That means having a strong why for inclusion and continuing to educate people on how to be allies on an ongoing basis. It's often the deliberate drumbeat of the work that has the longest-lasting impact,” she explains.

Javed also envisions a future for manufacturing that is defined by collaboration and diversity. “The future of manufacturing in the US is collaborative, technology-driven, and diverse. Allyship isn't a trend, it's a fundamental reimagining of how we work. By championing women in manufacturing, we're not just solving a representation problem; we're fundamentally transforming how we innovate, solve problems, and compete globally,” he says.

Galecki adds that fostering a more diverse workforce is as critical to the industry’s evolution as implementing new technologies. “Manufacturing must continue to evolve to deliver products in a safe and cost-effective manner. Just as we have updated our IT systems, incorporated automation, and developed more efficient manufacturing processes, we must continue developing a more diverse workforce. Strong allyship promotes access to a broader set of resources to deliver those solutions,” he explains.

The Men as Allies conference is a timely opportunity to advance this mission. Designed for male leaders committed to fostering a workplace culture of respect and collaboration, the event will provide actionable insights for driving inclusion and diversity. Together, we can redefine manufacturing as a field where everyone has the opportunity to thrive.

To learn more and register for the conference, visit the Men as Allies conference event page.