Since October 2021, Vermont’s unemployment rate has consistently held below 3%, continuing pre-pandemic trends. Based on December 2024 data, Vermont notches the second lowest unemployment rate in the country, behind only South Dakota. In multiple metrics, there are more open Vermont jobs than job seekers to fill them, sometimes by as much as a 2:1 ratio. With a limited labor pool to hire from, businesses and organizations around the Green Mountain State are finding new and unique methods of attracting and retaining employees. This company profile is part of a series designed to highlight employers uniquely adapting to the tight labor market conditions.
Just off of Interstate 91 in Brattleboro, G.S. Precision has been quietly shaping the future of manufacturing for over six decades. Founded some 15 miles west, in Wilmington, by George Schneeberger, a machine salesman with a vision, the company has grown from a family-owned business into a global leader in precision machining. Today, it employs approximately 900 people worldwide, with around 450 in Brattleboro and another 160 in nearby Keene, New Hampshire, contributing significantly to the Connecticut River Valley economy. Since Schneeberger began in 1958, much has changed in this vital (and often unseen) industry. Over the decades, however, G.S. Precision’s commitment to providing quality jobs and finding unique ways to attract and retain talent has remained constant.
Adapting to a Changing Workforce
One of G.S. Precision’s defining traits is its ability to adapt. As Vice President of People and Culture, David Tirrell explains, “It’s looking at the landscape, knowing that it’s going to change, and then adapting and doing different things to meet the different folks working here.” Ten years ago, 45% of employees were 55 or older, a number that has since dropped to 25%, highlighting the importance of bridging generational gaps. Beyond retirements, Tirrell credits that shifting balance to significant work put into the apprenticeship programs and partnerships with local schools and colleges.
Such changes bring in new considerations around benefits. To the older employees, the compensation package, which includes a 401(k) with match, along with medical, dental, and vision insurance and other benefits, is a major factor. “I’m most proud of our ability to continue to add different things to [our benefits package] without changing our cost structure that goes with it,” reflects Tirrell. Still, the incoming younger generation values something different – work-life balance. This means less expectation or interest in overtime, which is available but not currently required.
The generational transition also includes rethinking training strategies. Historically, employees learned on the job through less formal methods. Now, the company offers structured career paths and more deliberate training approaches, including a Registered Apprenticeship school that has become a cornerstone of its workforce development strategy. “That’s not something we had 10 years ago, let alone 20 or 30 or 40 years ago. That’s a large piece of change. Map out your career path. Help us help you. That’s part of what the school does,” says John Lynde, Vice President of Operations and Quality.
The Registered Apprenticeship School: Building Tomorrow’s Leaders
The GSP School of Manufacturing Technology in Brattleboro is more than just a training facility—it’s a hub for cultivating future leaders. As with all Registered Apprenticeship programs nationwide, the students are true employees of the company from day one, being paid to learn the job and earning an industry-recognized credential at the end of the program. They gain hands-on experience in every department, from milling to process engineering, to coatings, allowing them to discover their strengths and preferences. After completing their rotations, a journey that takes two years, GSP School graduates are invited to choose their top three areas of interest within the company for continued full-time employment, and most are placed in their first choice.
Tirrell elaborates further, "Through the GSP School, the company is providing a no-cost, no-risk alternative to the traditional college path, which is often expensive and comes with no guaranteed job upon graduation. Whether joining directly from high school or making a career change, we give Registered Apprentices the chance to build a career with real-world skills and hands-on experience while earning college credits. Once the Registered Apprentices complete the program, their continuous growth is supported through tuition reimbursement for trade or educational advancement."
To the Registered Apprentices, this can be a career-launching opportunity. Zeb Forchion, a Registered Apprentice and Brattleboro native, comments, “It’s a dream come true, really. I’ve always tinkered with stuff. This is a great way for me to get on-the-job training - I know it will be really useful.” Connor Reid, another Registered Apprentice agrees, “It’s a very good opportunity and it’s been very beneficial for me so far.”
Kurt Kwader, Lean and Continuous Improvement Leader, underscores the program’s impact: “They’re not running machines—though we need people to run machines—they’re running departments, cells, and divisions. That’s the expectation coming out of the School.”
The investment in each Registered Apprentice is substantial. G.S. Precision spends roughly $20,000 per participant between wages and college credits. This commitment is subsidized by grants from the Vermont Departments of Labor and Economic Development. “We’re sharing and showing off what we’ve built, and the State has been very responsive and helpful in continuing to support that in a lot of different ways: tuition assistance, scholarships, shoes on their feet…” continues Kwader.
Recruitment Challenges and Innovations
Despite these efforts, recruiting skilled talent remains a challenge. “We have way more machines than people running them,” Kwader notes. To address this, G.S. Precision has expanded its geographic recruitment scope, engaging with educational institutions as far away as Connecticut. The company also actively participates in job fairs, open houses, and outreach to local high schools and tech centers.
These efforts have yielded impressive results, including a growing internship and co-op program that now runs year-round, hosting about 15 students at any given time. The company is also focusing on engaging not just students, but their parents, who often play a pivotal role in career decisions. “I regularly go around to the high schools and tech schools, doing presentations, open houses, and job fairs for people ranging from 8th grade to 12th grade. I think we’re putting a lot of effort into getting more people in,” shares Joshua Levasseur, G.S. Precision School Administrator.
A Culture of Safety and Growth
Safety is at the core of G.S. Precision’s operations. Employees can anonymously submit safety concerns, which are promptly addressed by leadership. With an average of 40-50 concerns addressed monthly, the company continually invests in improvements such as better air quality, lighting, and flooring to create a better work environment.
Growth opportunities abound at G.S. Precision, too, thanks to its adoption of Lean manufacturing principles. The company’s philosophy of continuous improvement—"1% better every day"—has streamlined operations and enhanced productivity. This focus extends to its mentorship program, which pairs high-performing employees with senior mentors, even CEO Matt O’Connell, for professional development.
Looking Ahead
G.S. Precision’s future is rooted in its ability to balance tradition and innovation. While its values, known as “The Winning Formula,” remain consistent—transparent accountability, humility, customer focus, empathy, and inclusiveness—the company is embracing new technologies like robotics and automation to attract younger workers and possibly address labor shortages. Pairing these advances with a strong desire to support and develop the employees, the company’s leadership sees a bright future.
Tirrell sums up the company’s ethos succinctly: “If you take care of your employees, your employees will take care of your customers, and your customers will take care of your stakeholders. It all starts with the employees.”
G.S. Precision demonstrates that investing in people, fostering a culture of safety, and maintaining a commitment to excellence can lead to long-term success. As the company continues to grow and adapt, it sets a benchmark for what’s possible in Vermont’s manufacturing landscape. Tirrell concludes, “we’re not perfect – and even when we think that we’re good, we’re going to work to get better.”