In early December, I traveled to Mexico. It was the first time I’d been to the country since I was 12 years old, a little more than 40 years ago. My original experience was hardly authentic, as our family visit involved a short trip to Tijuana, where we bought cheap souvenirs and ate at McDonald’s. I still remember the “silver” ring I bought for $2. It quickly turned my finger green.
This time around, I was in-country for an entirely different reason: to explore Warbird Marine Holdings’ new 420,000-square-foot composites and lamination facility outside Mérida. At some point, as many as 600 employees from the outlying area are expected to work there, laying up fiberglass hulls, decks and interior components that will get shipped to the United States for final assembly on Yellowfin and Invicible boats.
Operations were moved to Mexico in response to what company leaders describe as “decades of frustration” trying to find and retain capable, trustworthy people to do fiberglass work in Florida. This reality got me to thinking: Are we, as an industry, at least here in the States, doing as much as we can to find and retain the workers who do the difficult, thankless jobs like fiberglass lamination, bottom stripping and painting? And if we are, then why does this issue keep popping up like a devious game of Whac-a-Mole?
A recent Soundings Trade Only survey of business owners, managers and leaders confirmed that labor issues are still top of mind, with 55% of respondents saying workforce issues have gotten worse since the pandemic. Forty-five percent of respondents said retaining employees was becoming increasingly difficult.
Some respondents pointed to a culture change in America. “Finding people who want to work has been difficult,” one told us. “If I get 10 resumes, six of them will not answer my calls, or give me a disconnected number.” Three others said that finding qualified labor was the issue. Another said younger employees lack the willingness to work.
A boatbuilder told me last fall that operations like Amazon were problematic. “People who want the least amount of responsibility can earn $15 an hour moving cardboard boxes around a warehouse,” he said. “Why would anyone want to do bottom-paint work for the same or less money?” A boat dealership owner told me last year that he was competing for workers with McDonald’s. “They’re paying people upwards of $18 an hour to flip burgers,” he said. “I simply can’t compete with that and remain profitable.”
Others in the survey said that workforce training was the problem: “Finding quality, well-qualified people is still an issue.” Another dealer told me last summer that there are people who want to get into the industry, but don’t want to work their way up and can’t afford training for higher-up positions, such as electronics and engine service.
The industry and its organizations have thrown a ton of time and money at the problem. Whether it’s free training tuition, a scholarship to a trade school, a presentation at a local high school or a day of recruiting at a community college, these are admirable contributions. Unfortunately, it doesn’t seem like it’s enough. The industry still clamors for motivated, qualified workers who, hopefully, will stay in the business for decades to come.
So back to Mérida. Why are our Mexican brethren so eager to work in jobs that many Americans simply won’t do? At Warbird’s facility, workers are paid a competitive wage, fed twice daily, get free transport to work, have company health care, have access to training, and can advance. Only a handful of marine businesses here in the States offer similar benefits, and the model doesn’t play well at smaller businesses such as dealerships and boat shops.
Could the industry here in the States be doing more to entice workers? I’m eager to start a conversation on this topic that can benefit us all. Beginning with the next issue of Soundings Trade Only, we’ll set aside as much as a full page each month for a “Squawk Box” section with letters to the editor. Workforce can be an issue we discuss first, but I welcome all sorts of comments and feedback at greich@aimmedia.com.
My editor-in-chief colleagues say I’m crazy for doing this. Based on similar roles I’ve held at other publications, they’re probably right. But let’s start a conversation that might lead to the changes we all need to see happen.
This article was originally published in the February 2024 issue.
