It’s not just about hiring; it’s about storytelling. When it comes to talent acquisition and retention in today’s evolving print landscape, David McNerney wants you to know that every hire tells a story. Finding the right people is less about rehashing job descriptions and more about reframing the narrative. And that means creating a marketing strategy for employees, just like you do for your customers.
Shifting the conversation—and your mindset—into that direction is critical. Today’s print companies are evolving—fast. Gone are the days of static, dirty and declining print shops, and it is now the generation of automation, omnichannel campaigns and tech-driven marketing solutions. For leaders across the industry, the challenge is twofold: Continue to change that perception and back it up with a modern-day workforce that reflects innovation, creativity and connection.
McNerney, President and Partner at ThinkPatented, believes talent acquisition begins with the basics: your physical space, your digital presence and your internal culture. “Some of the challenges are a mix of factors. First, there’s still a lingering perception that our industry is solely about print and assume it’s on the decline. In reality, the print and marketing services industry has evolved into a dynamic space that now includes graphic designers, web developers, marketing professionals, and more.”
Ask yourself this: Does your business look like a modern marketing execution company or like a printer stuck in the 1980s? Regardless of how you answered the question, McNerney says you must continuously promote and “sell” yourself to potential team members—and not just when there’s an open position.
“We want people who want to grow. We try to recruit strategically, modernize intentionally and try to invest in our people just as much as we do in equipment.”
Kristin Jones, HR Manager, Worth Higgins & Associates
Start by updating your company’s appearance. Once talent walks through the door, culture is the difference-maker. McNerney stresses the importance of celebrating wins, having fun and fostering a sense of belonging. That starts in the interview process and carries through onboarding.
New hires at Miamisburg, Ohio-based ThinkPatented are introduced to every part of the company and shown how their work fits into the broader vision. For example, while mechanical aptitude remains important—especially in plant roles—technical literacy and a willingness to learn are becoming non-negotiables. The same goes for development programs. ThinkPatented invests heavily in cross-training, giving employees the opportunity to grow their skills and expand their roles.
“Treating people right and making them feel part of the company—not just their position—matters,” McNerney says. “We’ve made a strong effort to cross-train all of our employees, and the response has been overwhelmingly positive. Our team members feel more valued and have genuinely enjoyed the opportunity to learn new skills. It helps us remain agile.”
Once employees are bought in, retention comes down to visibility and trust. That means open conversations about goals, clear communication from leadership, and a culture of transparency. As labor markets tighten and experienced workers retire, McNerney says automation and modernization will be essential. “Labor is already an issue, and it’s only going to get worse over the next three to five years,” he says. “With baby boomers exiting the workforce and fewer young people coming in, companies need to start preparing now by updating equipment and processes to do more with fewer people.”
Rebrand. Reconnect. Reinvest.
Newspapers and telephone books. If you don’t think some people still aren’t equating the print industry with those stereotypes, Jeff Ekstein would like a word. The President of Willow Printing Group in Ontario says the print industry has a perception problem. Many young people don’t see the industry’s more technologically driven areas like sophisticated packaging, wide-format graphics or data-driven marketing.
To change this, Ekstein believes companies must start showcasing print as the high-tech, creative field it has become, throwing a major spotlight on automation, artificial intelligence (AI), advanced digital presses and sustainability.
“You can’t expect to attract top talent if you look and feel outdated,” Ekstein says. “There’s a general lack of exposure to the print industry as a viable career option in schools and among career counselors. Young people are often pushed toward tech giants and digital careers, with little to no active recruitment from the print sector. But print is a creative and evolving field.”
Ekstein says engagement must start earlier. That means building relationships with local high schools, vocational programs and colleges. It involves offering internships, giving guest lectures, attending job fairs and opening up your facilities to students. “We need to be on the platforms where young people are—Instagram, TikTok and LinkedIn. We have to proactively share what this industry actually looks like today.”
Internally, retention relies on a blend of structure and flexibility. Ekstein cites the shrinking pipeline of family-run print businesses and warns that without deliberate effort, institutional knowledge will disappear. He recommends instituting internal apprenticeship programs, mentorship models and upskilling as standard practices. “We’re not just competing with other printers. We’re competing with every other industry for the same limited pool of talent.”
Competitive compensation, modern benefits and a clear career path are no longer nice-to-haves—they’re baseline expectations. Ekstein believes the print companies that deliver on culture, growth and vision will win. “By proactively addressing these factors, print companies can position themselves for continued success in an increasingly dynamic and technologically driven industry.”
Lead with People, Not Products
At Worth Higgins & Associates (WHA), HR Manager Kristin Jones sees a clear path forward. That strategy involves investing in people the same way you invest in equipment. By adopting that mindset, the Henrico County, Virginia employee-owned printing company has built a culture that resonates across generations.
“Our struggle to retain comes from the perception that printing is outdated and the lack of younger generations being aware of the diverse opportunities in print,” Jones says. “We have embraced social media in our recruiting efforts in an attempt to engage with those who don’t know the printing world.”
For WHA, success starts with values. Every member of the team is deeply connected to the company’s mission. That sense of shared ownership powers everything from wellness initiatives to professional development. The printer places a huge emphasis on the value of soft skills like adaptability, communication and teamwork—especially as the industry leans more into integrated solutions and collaborative problem solving.
“We’re not just competing with other printers. We’re competing with every other industry for the same limited pool of talent.”
Jeff Ekstein, President, Willow Printing Group Ltd.
“I believe we have a clear advantage when it comes to long-term employee satisfaction,” Jones says. “We are fortunate enough to be an ESOP (Employee Stock Ownership Plan). Our mission and culture is to zero in our employee satisfaction each and every day. Whether through employee events, training opportunities or wellness initiatives, our employees are involved every step of the way.”
To keep every employee in step with the industry’s latest training and development programs, WHA is leaning in on cross-training more than ever. It also offers wages that reflect skill level and market trends, as well as a competitive benefits package that includes healthcare, retirement plans (ESOP and 401k) and paid time off.
“We want people who want to grow,” Jones says. “We try to recruit strategically, modernize intentionally and try to invest in our people just as much as we do in equipment. If we want to thrive, we have to treat workforce development as a core business strategy.”
Attracting and retaining talent in today’s print industry isn’t a quick fix, but a culture one. From modernizing operations to marketing your workplace and investing in people, the companies that lead with intention and innovation will be the ones that thrive. To keep ahead of the curve, remember that talent isn’t just your greatest asset—it’s your competitive edge.
Talent Wins
7 ways to attract and keep great people
The printers that succeed in this shifting landscape will be those that actively reframe what print means today, invest in talent at every level and cultivate cultures people want to join. Here are some strategies to add to your playbook:
- Rethink how you promote your company, not just your services.
- Create pathways for learning and advancement.
- Align your workspace, tech stack and culture with modern expectations.
- Make your people feel seen, valued and connected.
- Treat recruitment like marketing—build a brand future employees want to be part of.
- Tap into high schools, colleges and social platforms to spark interest early.
- Cross-train often to grow agility, confidence, and retention from within.
Sources: Jeff Ekstein, President, Willow Printing Group Ltd.; David McNerney, President and Partner, ThinkPatented; Kristin Jones, HR Manager, Worth Higgins & Associates
