NFFS Talent Pipeline Program Testimonials

Building a Stronger Workforce: The Impact of the Talent Pipeline Program

In an ever-evolving manufacturing landscape, the challenge of attracting, retaining, and developing talent remains a top priority for industry across the nation. The Navy Talent Pipeline Program (TPP) has emerged as a vital resource, providing organizations with the necessary tools and strategies to build a sustainable workforce. Through industry best practices, customized retention strategies, and leadership development, TPP is making a significant impact on manufacturers including the NFFS members actively engaged in our first cohort. Here’s what they have to say about their experiences with the program over the past 6 months:

Enhancing Workforce Development and Retention
Shane Pulgarin, from Olson Aluminum Castings, credits the TPP for transforming their workforce development approach. “Our partnership with the Navy Talent Development Pipeline Program has been instrumental in elevating Olson Aluminum Castings' workforce development approach,” he states. The program’s realistic job preview framework has helped align candidate expectations with the demands of specialized manufacturing, improving retention rates and reducing time-to-proficiency for new employees. Pulgarin highlights the power of collaboration between industry professionals and talent development experts in strengthening teams and implementing best practices.

Supporting Younger Talent and Leadership Development
For Cathy Dolan, President of Calumet Brass Foundry, Inc., TPP has been a game-changer in retaining younger talent. “The Navy Talent Pipeline Program has been an invaluable resource for our organization,” Dolan shares. She emphasizes the program’s data-driven strategies and leadership development, which equip employers with the tools needed to create a thriving workplace. Despite the time investment required, Dolan believes the long-term benefits far outweigh the initial commitment, making TPP a must-have for organizations serious about employee retention.

Transforming the Onboarding Experience
Jerry Byrne, General Manager at TPI Arcade, LLC, joined the program with a focus on improving the company’s onboarding process. “We realized that while we had a standard first day, it wasn’t a world-class first day,” Byrne notes. Since implementing TPP recommendations, TPI Arcade has seen a remarkable improvement in new hire retention. Out of seven new entry-level hires, six have stayed, and the positive feedback from employees has reinforced the effectiveness of their updated onboarding process. Byrne is now working on developing job previews and training managers to further enhance employee retention strategies.

Modernizing Hiring and Retention Practices
John D. Danko, President of Danko Arlington, Inc., praises TPP for its role in refining hiring and retention strategies. “The Talent Pipeline Program has helped our one-hundred-and-five-year-old business to focus on our hiring and retention practices,” Danko explains. Through collaboration with TPP and the Non-Ferrous Founders’ Society (NFFS), Danko Arlington has identified key areas for improvement in communication and employee assessment.

Identifying Opportunities for Improvement
At Harmony Castings LLC, General Manager Jason Oldenski found TPP instrumental in reevaluating human resources strategies. “The TPP afforded us the opportunity to reevaluate our approach to human resources and perform a best-practice analysis of our processes,” Oldenski states. The program helped Harmony Castings identify areas for improvement and increase awareness of their HR strategies, leading to a more effective and structured approach to workforce management.

A Solution for Long-Term Success
For Ernest Cubit, President & COO of A&B Foundry LLC, the TPP program is a credible solution for reducing turnover and enhancing productivity. “The TPP program offers a credible solution for reducing turnover and enhancing productivity and safety,” Cubit states. By providing a customized approach to talent acquisition and retention, the program supports both short-term and long-term organizational goals, making it a crucial resource for manufacturing companies.

Conclusion
The Talent Pipeline Program is proving to be an essential tool for NFFS members looking to strengthen their workforce. By offering structured strategies for hiring, onboarding, retention, and leadership development, TPP is helping them create a more engaged and stable workforce. Their company leaders are overwhelmingly supporting the program, citing its transformative impact on employee retention, operational efficiency, and long-term success. For any NFFS members looking to enhance their workforce development, the TPP is a highly recommended initiative that delivers tangible results. 

For more information and to register for the 2025-27 NFFS TPP Cohort, visit https://www.nffs.org/tpp.