Fighting Back Against Engineering Teams That Are Stretched Thin

Documentation is the leading means of retaining tribal knowledge.PMMI Business Intelligence/2025 Engineering Best PracticesThe report’s knowledge-transfer section makes the threat clear: retirements are accelerating, and much of the expertise still resides in engineers’ heads. Companies that succeed must treat knowledge as a managed asset. Best practices include:

• Creating digital knowledge bases with searchable articles, photos, and video demonstrations—one company’s “KBA” system is highlighted as a model.
• Using structured mentoring, job shadowing, and cross-training.
• Standardizing resources, including SOPs, CAD templates, and troubleshooting guides.

2. Increase the percentage of time engineers spend on engineering

Engineers in many companies lose hours each week to administrative tasks, data entry, or sales activities. The report notes that “getting the most engineering out of the engineers” boosts both productivity and retention. Ways to achieve this:

• Offload administrative tasks to support staff.
• Improve internal processes and digital tools to reduce duplicate work.
• Clarify roles to prevent engineers from being pulled into non-technical duties.

3. Build a retention strategy that goes beyond pay

While 96% of companies say they offer competitive salaries, the most effective retention strategies combine culture, development, and recognition. Top tactics include:

• Investing in company culture, from social events to flexible work options.
• Creating formal career paths so employees can see long-term growth.
• Recognizing contributions—some OEMs credit engineers on machine nameplates.

4. Modernize training with structured, hands-on development

Training new engineers is overwhelmingly hands-on: 97% use shop-floor training, and 91% use mentoring. But the most advanced teams blend hands-on work with digital resources. Effective programs include:

• Structured mentoring timelines.
• Digital training materials (videos, SOPs, knowledge databases).
• Funding continuing education - 63% of companies reimburse tuition.

5. Adopt technology through a phased, strategic roadmap

While many companies still rely heavily on Excel, larger OEMs are implementing ERP/PDM systems, digital twins, and AI-assisted design. The report recommends:

• Stabilizing processes before introducing advanced tools.
• Building an integration roadmap rather than buying software ad hoc.
• Involving engineers directly in technology selection and implementation.
• Using simulation and digital twins for scalability and error reduction.

6. Outsource selectively, but capture the knowledge

Thirty-seven percent of OEMs outsource engineering tasks such as controls programming or documentation. But the most successful companies treat outsourcing as a targeted, temporary boost. Best practices include:

• Use outsourcing for niche expertise or overflow, not core competencies.
• Require structured documentation from external engineers.
• Integrate outsourced learnings into internal systems and standards.

The report reveals, above all, that departments that invest in both people and processes will thrive. The companies that are codifying knowledge, prioritizing training, reducing non-engineering workload, and planning digital transformation strategically are building stronger, more future-ready engineering departments. OEMs that follow these best practices aren’t just keeping up; they’re positioning engineering as a strategic driver of long-term competitiveness.