Lincoln Electric Company

Dale Jones

Dale Jones is a Human Resources Manager with extensive experience leading multi-site HR operations, driving talent development and supporting strategic initiatives. He focuses on building strong workplace cultures, enhancing employee engagement and aligning HR practices with broader organizational goals.

Building a Sustainable Talent Pipeline in Manufacturing

I’ve spent over 25 years in HR, with the last 15 years in manufacturing, and this year marks nine years with Lincoln Electric Automation. Today, I serve as an HR Manager supporting five sites, where I am responsible for day-to-day operations, employee support and contributing to corporate projects and strategic planning. Over time, what has become clear is that in manufacturing, you cannot rely on the market to supply talent; you have to build it yourself.

From an attraction standpoint, being an industry leader helps, but it is not enough. We have made a deliberate effort to engage earlier by working directly with local colleges and high schools to introduce students to what modern manufacturing actually looks like. There is still a perception gap. Many young people think of manufacturing the way it was 30 years ago, not as the clean, safe and technology-driven environment it is today. Reframing manufacturing careers starts with showing that modern facilities prioritize safety and employee wellbeing. Safety is our top priority. We bring people in, show the work and make career paths visible.

“It is important to enjoy the work and have fun, because HR offers the opportunity to impact people in meaningful ways every day.”

We have also invested in internal training programs that allow us to bring people in, regardless of background and develop them to a level equivalent to a junior college education. That approach has strengthened both retention and loyalty. When someone grows with you from day one, the connection to the organization is different.

Embedding Culture through Action and Accountability

We talk a lot about culture, but in my experience, it only matters if it shows up in daily decisions. We live by the golden rule, and our values—integrity, candor, ownership, agility and winning together are not statements; they are expectations. We use a company-wide engagement survey as a starting point, but the real work begins after the results come in. We build targeted action plans at both the organizational and site level, focusing on areas that need improvement. That process is grounded in transparency. We practice candor, even when the conversations are difficult because that is what drives change.

Engagement is a combination of consistent communication, one-on-one interactions, recognition programs and clear career and succession planning. In HR, our employees are our customers, so the question we constantly ask is how we can serve them better while still aligning with business needs.

One of the more impactful initiatives we have led was the training program in Chattanooga. It gave us the ability to supplement our workforce by building a steady pipeline of talent and created a structure where development was continuous.

Balancing Technology and the Human Side of HR

Looking ahead, AI will have a significant impact on how we operate in HR. Its ability to handle repetitive and administrative tasks will allow us to focus more on what matters developing people, strengthening engagement and making better hiring decisions.

Technology is already changing how we gather and use data. Whether it is engagement surveys, exit interviews or broader workforce analytics, the ability to extract and act on insights has improved. There is still opportunity in this space, but even now, the ability to move from data to action is one of the most valuable shifts we are seeing.

That said, the core of HR has not changed. It is still about people. If you do not genuinely care about the individuals you are working with, it is difficult to be effective in this role. It is also important to enjoy the work and have fun, because HR offers the opportunity to impact people in meaningful ways every day.

I have been fortunate to work in an environment where HR is a true business partner. Having a seat at the table allows us to contribute to strategy, support decisions and align organizational and employee needs. That alignment drives outcomes for both the business and its people.