Build vs Buy: Defining Your Engineering Workforce Strategy

Canada is facing talent shortages in almost all engineering disciplines, fueled by demographic changes, and complicated by rapidly advancing technology. As a result, engineering leaders are being forced to make a strategic decision: should they “buy” talent by hiring externally, or “build” it by upskilling their existing workforce?

The Engineering Talent Crunch Is Real

Projections indicate that by 2028, Canada could face a shortfall of over 100,000 skilled technical workers, particularly in engineering. This widening gap between supply and demand threatens the progress of key industries and poses a serious economic risk. In fact, talent shortages have already significantly impacted Canada's GDP.

The most acute shortages are in industrial, civil, software and electrical engineering — fields that are foundational to infrastructure, manufacturing and digital transformation. These roles are not only in high demand but are also evolving rapidly, requiring new skill sets in areas like automation, data analytics and sustainability.

Cost & Impact of Talent Gaps

The mismatch between supply and demand for skilled workers — including engineering and skilled trades — cost the Canadian economy $2.6 billion in 2024. This shortage reduced aggregate productivity growth by 0.1 percentage points. Each unfilled high-skill role costs the economy ~$40,400 annually.

If companies can’t hire the engineers they need, productivity declines; they may even forgo innovation opportunities and the ability to take advantage of major infrastructure and technology initiatives.

Clearly, this is more than just a workforce issue — it’s a business continuity risk.

Why “Build vs. Buy” Matters Now

The decision to build or buy engineering talent has changed from a theoretical exercise to a strategic imperative. The pressure to deliver on initiatives like Industry 4.0, electric vehicle (EV) development and sustainability goals makes the talent question more urgent than ever.

Considerations:

• Speed to value: Can your business afford the time it takes to train someone internally?
• Continuity and IP retention: Will external hires compromise institutional knowledge?
• Strategic alignment: Are your talent decisions supporting long-term innovation and growth?

The “Buy” Workforce Strategy — When Hiring Specialized Engineering Talent Makes Sense

Hiring externally can be the fastest way to inject new capabilities into your organization, especially for niche or emerging roles.

Here’s when it makes sense:

When Your Project Requires Immediate High-End Expertise

Some projects demand specialized skills that your current team may not possess. Examples include:

• Commissioning and validation of new systems
• Robotics integration and SCADA modernization
• EV battery systems and electrification projects

In these cases, hiring experienced professionals ensures faster execution, fewer errors and better outcomes.

Going Global
When domestic pipelines are constrained, global sourcing becomes a powerful lever. Manpower Engineering’s international talent hubs help organizations tap into emerging markets for roles in automation, AI and advanced manufacturing—often reducing time-to-hire and expanding access to diverse skill sets.

When Technology or Regulations Change Faster Than Training Cycles

Industries like aerospace, life sciences, energy and manufacturing are evolving at breakneck speed. New technologies and regulatory requirements often outpace internal training programs. In such cases, hiring external experts ensures compliance and accelerates adoption while reducing risk.

Benefits of the Buy Strategy

• Faster deployment and onboarding
• Immediate productivity and impact
• Reduced training and ramp-up time
• Better continuity for time-sensitive or high-stakes projects

The “Build” Strategy — When Upskilling Your Workforce Is the Competitive Advantage

While hiring externally can solve short-term needs, building talent internally offers long-term benefits, especially when you already have a strong foundation.

When You Have Strong Core Talent but Rising Demands

Your internal technicians and engineers may already have the aptitude and institutional knowledge needed to take on more advanced roles. With targeted upskilling in areas like PLC programming, robotics or IoT, they can evolve into the experts your business needs.

When You Want to Strengthen Retention

Investing in employee development not only fills skill gaps — it also boosts morale, engagement and retention. Conversely, our research shows that 24% of workers feel they have limited opportunities to develop and achieve their career goals at their current company.

When Workloads Are Sustained vs. Project-Based

Upskilling is ideal for organizations with ongoing modernization roadmaps. It ensures continuity, preserves institutional knowledge and aligns with long-term workforce planning. For general tips on how to start your own upskilling program, see 8 Steps to Building Your Own Skilled Technical Workforce.

Build vs Buy Decision Matrix for Engineering Leaders

To make the right decision, ask yourself:

• How urgent is the need? Are there project deadlines or compliance risks?
• How specialized is the skill? Is it a niche or emerging role?
• What’s the strength of your internal bench?
• Will this skill be needed long-term or only for a specific project?

In many cases, a hybrid approach delivers the best results:

• Buy for immediate impact and niche expertise
• Build for long-term resilience and retention

How Manpower Engineering Helps You Decide

Manpower Engineering’s Hire-Train-Deploy and Managed Services models are designed to support this hybrid approach—delivering flexibility, scalability and strategic alignment.

We offer a full suite of solutions to help you navigate the build vs buy decision:

• Specialized Engineering Recruiters provide precision matching for roles like automation engineer, EV engineer and controls engineer—ensuring you get the right talent, fast.
• Our data-driven workforce intelligence tools and market insights help you forecast needs, align skills and plan your workforce strategy with confidence.
• We provide end-to-end talent solutions, from global resourcing and hire-train-deploy programs to onsite management.

A Strategic Approach to Building the Future Engineering Workforce

Engineering leaders don’t have to choose between building or buying talent. The most successful organizations blend both strategies: buying when speed is essential and building when sustainability is the goal.

In today’s high-stakes environment, the right talent strategy can be the difference between leading the market and falling behind. Whether you’re launching a new product, modernizing your infrastructure, or scaling your operations, your workforce is your most valuable asset.

Ready to take the next step? Connect with Manpower Engineering to audit your current capabilities and map a tailored build vs buy strategy that aligns with your business goals.