Answer extracted from the Glazing Insider podcast — listen to the full episode below.
How to recruit young talent into the fenestration industry: barriers and solutions
Talent exists locally within university and college networks—the barrier is not availability but employers knowing how to access it. Strategic apprenticeships, college partnerships, and transparent career pathways unlock young talent; Warwick Development NW has recently hired postgraduates with honors and master's degrees by creating these structures systematically.
The fenestration industry faces a well-documented challenge: an aging workforce with an average age of 46–47 years. Yet the shortage narrative often obscures a crucial reality. Young talent is present in local education ecosystems—universities like the University of Liverpool and colleges such as Hubert and City Liverpool College produce capable graduates annually. The issue is structural: employers lack the frameworks to recruit from these sources effectively.
As Greg Johnson explains in the Glazing Insider episode, the solution requires employers to build deliberate talent pipelines. Warwick Development NW has done this through three interconnected mechanisms: formal apprenticeship schemes that give young people entry routes into manufacturing, long-term partnerships with colleges to ensure curriculum alignment, and visible career progression pathways that show recruits they can advance into management and leadership within the business.
This approach has yielded tangible results. In the six to seven months preceding this conversation, Warwick created a junior management team structure for the first time, composed entirely of team members aged 20–30 reporting directly to senior management. Simultaneously, the company has begun recruiting postgraduates with honors and master's degrees—talent that was always in the region but previously untapped.
The practical foundation of this recruitment success is specificity: employers must know which colleges offer the right qualifications, maintain active dialogue with department heads, and communicate what roles will look like two or three years into employment. This removes guesswork for potential recruits and creates a two-way trust dynamic that generic job postings cannot achieve.
"We make windows and doors, but if we can use our platform as a business to give back and make a difference to our local communities, then I think that's the winning formula."
Greg Johnson — CEO, Warwick Development NW. Johnson took over the business following his father's cancer diagnosis and has since led Warwick to win the G Awards Fabricator of the Year, the industry's highest recognition. He had spent 15–16 years learning the business from the ground up before formally assuming the role, giving him deep operational insight into manufacturing talent dynamics.
For industry leaders wanting to replicate this model, the first step is recognizing that recruitment is not a one-off hiring event but a relationship-building exercise rooted in local education partnerships. As detailed in this podcast conversation, Warwick's approach extends beyond recruitment into community commitment—a differentiation strategy that attracts candidates who value meaningful work over salary alone. The episode also explores Warwick's broader social value initiatives and how they shape employer brand within the region, offering deeper context on why young talent responds to companies that invest in community outcomes.
Key takeaways
- Young talent exists in local education networks—the barrier is employer access, not availability. Universities and colleges in regions like Liverpool produce capable graduates annually.
- Structured apprenticeships, active college partnerships, and transparent career pathways convert potential into hired talent. Warwick hired postgraduates with honors and master's degrees by building these frameworks systematically.
- Junior management teams composed of 20–30-year-olds signal serious commitment to career progression, reducing the perception that manufacturing offers no advancement.
- Local recruitment is a relationship-building exercise, not a transactional hiring process. Ongoing dialogue with educational institutions ensures alignment between curriculum and industry need.
See also
How can manufacturing businesses address aging workforce demographics through structured management development?
In the last six to seven months, Warwick created a junior management team structure for the first time, with team members aged 20–30 reporting to senior management, demonstrating a proactive approach to building the next generation of manufacturing leaders.
What sustainable window system technology is being adopted in UK manufacturing?
Warwick manufactures MODIS, part of Euracell's product range, which is described as arguably the most sustainable window system on the UK market, featuring technology that reduces environmental impact while maintaining performance standards.
How can window manufacturers differentiate through social value initiatives in a competitive market?
Warwick Development NW employs a dedicated social value manager and partners with housing associations and registered providers who build and repair social housing, creating competitive differentiation through community impact.