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How to recruit and retain employees in today's economy

By Virginia Templet, guest columnist

For years, Maine has faced a labor shortage. And, for years, our state’s employers have struggled to find employees to drive business expansion and economic growth.

This is especially true in manufacturing. According to recent research, Maine manufacturers need up to 3,000 more skilled workers.

From engineering to production and production management roles, job creators are ready to drive growth and grow themselves, but we need to fill critical jobs. As the Manufacturers Association of Maine makes clear, we need to be able to rely on a steady pipeline of talent for that to happen.

Provided photo
Virginia Templet, Puritan Medical Supplies

Puritan Medical Products knows a thing or two about hiring — and quickly. In 2020, we were tasked by the federal government to ramp up the manufacturing of COVID-19 testing swabs for people in need. After recruiting hundreds of employees, we became North America’s largest manufacturer of COVID-19 testing swabs.

Even after the pandemic, Puritan has navigated changing economic circumstances to adapt and achieve sustained growth. Since January 2023, our headcount has increased from 333 to more than 470 employees, and we have taken proactive steps to strengthen our workforce and support employees heading into 2026.

Best practices

Here are a few best practices that have helped us recruit and retain in the past, and might help other Maine employers do the same:

Smarter staffing for retention: During peak months, partnering with staffing agencies is a useful way to fill temporary roles. This approach not only meets seasonal demand, but also creates a pathway for temporary employees who are properly trained to be transitioned into permanent positions. Companies can look for external help, working with true labor market experts.

Invest in future talent: Employers need to consider high school students and college students as an untapped well of intelligence and ingenuity. Our Pittsfield locations have launched a high school program to offer students (16-plus) short after-school shifts. This kind of initiative provides hands-on manufacturing experience and introduces young talent to workplace responsibilities, building a strong foundation for future careers.

Career development: Through partnerships with the Maine Manufacturing Extension Partnership (MEP) and other local entities, employers can offer coursework that helps employees gain skills and insights for their personal and professional development, advancing their careers while also making them more viable candidates for retention over time. This can even reduce the need for mass hiring sprees.

Build a positive workplace culture: Job-seekers and employees alike need to know that a company will support them through thick and thin, investing in career development. Employee engagement is the key to making the job more than “just a job.” From themed dress-up days to community involvement, our team strives to bring energy and positivity to the workplace on a daily basis. Work can’t just feel like work.

Meaningful recognition: Part of employee engagement is recognizing when employees do the job the right way, whether it’s perfect attendance, participation in company events, or a new idea that helps the company launch a new product or service. Recognition is an essential component of retention, so top performers stay on the team instead of looking for greener pastures where they will be treated better.

Meaningful benefits too: A competitive benefit structure goes a long way in attracting employees from near and far, and there is more to it than basic health care. These days, workers are interested in more robust packages that include specialized cancer programs and even pet insurance. Employers should receive employee feedback on benefits that matter most, and then act accordingly. Supporting the whole employee means helping at work and at home.

Remember: Recruitment is one piece of the puzzle, with employers leveraging job posting websites, social media platforms, and other tools to find the human capital that makes success possible. People make success possible, even in the age of artificial intelligence (for that matter, AI resources have become useful hiring tools as well).

But retention is the other piece: After onboarding, actually keeping the best people onboard allows businesses to navigate changing circumstances and preempt future hiring difficulties. For instance, top people can assist with the hiring process within certain departments, while also filling the gaps brought about by Maine’s persistent labor shortage.

Bigger-picture than that, Maine’s companies need to realize that we are being watched all the time — whether it’s a prospective employee or a current one. From manufacturers to other types of businesses, how we handle workplace culture doesn’t go unnoticed, and you never know who is paying attention. That’s why we can’t just talk about themes like innovation, work ethic, or positivity; we need to walk the walk day in and day out. Word always spreads.

Recruitment and retention are possible, but they take hard work. Unless they are at the top of the priority list, employers will struggle to find and keep employees, and our state economy will suffer. Proactively addressing the labor shortage is the path to a brighter future in Maine.

About the author

Virginia Templet is marketing director at Puritan Medical Products, which has sites in Guilford, Pittsfield and Falmouth. 

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