Finding – and Keeping – Skilled Jewelry Workers

In the contemporary world, fine jewelers regularly struggle to find, recruit and retain new and exciting talent – so much so that for two years in a row, this topic has been the dedicated focus of roundtable discussions at The Jewelry Symposium (TJS), an annual international event on the advancement of jewelry-manufacturing technology.  

This year’s roundtable on the subject included presentations from three US jewelry educators: Lisa Gillett from Albuquerque High School in New Mexico; Erica Meier, a faculty member and studio technician in the jewelry and metalsmithing program at the University of Wisconsin-Milwaukee; and jewelry and metalsmith teacher Jiro Masuda from the Detroit Country Day School.  

The May session, cosponsored by Jewelers of America (JA) and the Manufacturing Jewelers & Suppliers of America (MJSA) Education Foundation, aimed to identify the challenges that different segments of the jewelry industry were facing in attracting and retaining workers. Below are the highlights and key takeaways from the discussion. 

Common challenges 

When it comes to bench jewelers, many employers have difficulty finding workers with the right attitude and work ethic, according to the roundtable participants. Even though jewelry skills are trainable, some candidates lack the patience to endure the training period, while others lack genuine interest in long-term fine-jewelry careers, particularly in manufacturing or craftsmanship roles. Common problems the participants brought up included: 

• High turnover rates. Workers often treat the jobs as temporary or as “side hustles” for their careers of choice, making it tough for jewelry makers to invest the necessary time and attention in training the next generation of craftspeople. 

• Generational differences. There are some negative stereotypes about younger workers – such as the “entitled Millennial” or the “lazy Gen Z” – that are not truly accurate or fair, and that create a divide between older employers and younger employees. Eliminating such stereotypes is an important step in intergenerational communication and hiring. 

• A lack of manual skills in general. Few young individuals have been trained in manual or craft-based work, noted industry representatives, due to the education system’s emphasis on technology and academics. There is a perception that manual work is boring or outdated compared to tech or design. Young people tend not to see goldsmithing or jewelry-making as attractive or sustainable career paths, and many don’t even know jewelry careers exist or what they involve. 

• Educational focus on other types of careers, taking the spotlight off the fine-jewelry trade. Many university jewelry programs emphasize art and entrepreneurship, as opposed to craftsmanship or trades. Vocationally, there is a void of technical and trade-focused training programs in the United States, as well as in other countries. Many institutional art departments do not even recognize jewelry as a legitimate technical discipline, and those that do have faced challenges like underfunding or closure.  

• Competitive wages from other industries. Higher wages in unrelated sectors, such as retail or casinos, make jewelry roles less appealing. Exacerbating the problem is a tendency to have unsustainable expectations for income. Salaries for skilled roles in other industries can be $80,000 to $200,000 annually, which most manufacturing businesses are unable to match long-term. 

The global outlook 

The US is not alone in facing these issues; representatives from other countries at the roundtable mentioned similar challenges.  

In Thailand, multiple educational programs exist, but there is still a shortage of skilled labor; the fashion industry attracts more interest than jewelry does for young Thai students. Attendees from Mexico and Latin America reported high turnover among craftspeople, adding that only workers with family connections to the trade tended to stay for the long term.  

On the plus side, large-scale training programs do exist in China and Turkey, and demand for those programs is strong due to the nations’ historic and cultural connections to fine jewelry, said participants from the two countries. And German jewelers pointed to their own structured apprenticeship model as providing long-term training, as well as legal protections for both the apprentice and the mentor. 

What companies can do 

The most interesting part of the roundtable discussion revolved around the potential solutions.  

The need for more training and apprenticeships is critical. Jewelry manufacturing companies should begin building structured internal training and apprenticeship programs, said participants – for instance, two-year programs with built-in job advancement and skill goals. Cross-training with staff from different fields of expertise is a good way to improve employees’ versatility and help fill the gaps if and when workers depart.  

Exposing young people early to the creativity and fun of making fine jewelry can make a difference as well. Internships are a good place for jewelers to start, and the roundtable participants recommended adding summer jobs and bootcamps. 

Creating an encouraging workplace culture by, for instance, involving craftspeople and employees in the design meetings and decision-making process can create pride and a sense of ownership in the company’s success. Transparent communication is also key, with some companies suggesting regular one-on-one meetings with trainees, frequent experience reviews, and even educational stipends to support personal growth through local universities or trade schools. Recognizing talent also goes a long way with young people today. Employers should consider offering substantial rewards, such as high-value jewelry or bonuses, for employee contributions and ideas that lead to company growth. 

On the educational front, many suggested connecting directly with trade schools. Supporting technical schools that focus on skills like polishing, setting and casting can help a company not only recruit future candidates, but get to know them and their work ethic. Outreach to high schools and community colleges can be another way to build interest early and attract young, trainable staff. University collaborations can be more challenging, but the roundtable attendees agreed that communicating the industry’s workforce needs to academic institutions was one way to create change. 

Engaging the industry 

Some organizational and policy-related suggestions also came up. Industry associations such as MJSA, JA and other groups need to support their members by prioritizing training. MJSA’s Mentoring and Apprenticeship Program is a good example. Scholarships from manufacturing companies are also worthwhile, as young people tend to respond better to industry-funded scholarships than institutional ones. Additionally, trade members advocated conducting public-image campaigns to elevate the perceived value of goldsmiths and other craftspeople to the level of electricians or plumbers.  

Lastly, there was a keen focus on shifting business practices. Eliminating the divide between the front and the back of the house – e.g., the sales teams and the technical staff – was one suggestion that resonated with many as a solid way to showcase the makers. In fact, people felt the industry as a whole should rethink its hierarchies. Companies that provide growth paths for every role – not just designers and sales staff, but polishers and setters as well – will be the ones most likely to thrive. In terms of branding and communications, participants urged jewelers to promote values that matter deeply to Gen Z and Gen Alpha, such as sustainability and inclusivity.  

There is widespread consensus that the trade must evolve in how it recruits, trains and retains talent. Industry-wide collaboration is essential – among employers, educators and associations. Ongoing dialogue, positive communications, active mentorship, and systemic change are key to sustaining and revitalizing the craft. 

Linus Drogs is chairman of TJS and president of Au Enterprises. 

Main image: Linus Drogs. (The Jewelry Symposium)