FMI’s Building the Future Workforce: The Opportunity for the Food Industry report explores how food retailers and suppliers can prepare for the future of work through leadership development, AI integration, workforce planning and employee growth.
By: Julie Savoie, Senior Director, Workforce, Talent & Sustainability, FMI
People have always been at the heart of the food industry's success, and investing in their development is more important than ever. As workforce needs and employee expectations evolve, and new technologies reshape how work gets done, food retailers and suppliers have an opportunity to strengthen leadership, build future-ready skills and support employees as they grow their careers.
FMI's new report, Building the Future Workforce: The Opportunity for the Food Industry, explores these trends and their implications for employers. Drawing on FMI's 2026 food industry research and insights from Marsh People & Investments, formerly Mercer, the report examines the evolving role of HR, leadership development, artificial intelligence (AI), workforce planning and the employee experience.
The findings underscore the industry's commitment to investing in its people while identifying opportunities to better align workforce strategies with evolving business needs.
Developing Leaders for a Changing Workplace
Leadership development is the industry's leading workforce priority, with 82% of food retailers and 64% of food suppliers identifying it as a future focus.
As job responsibilities evolve, so do expectations for leaders. Beyond managing daily operations, leaders increasingly need to help employees navigate change, develop new skills and adapt to different ways of working. Strengthening leadership development and succession planning can help companies build stronger talent pipelines and prepare the next generation of industry leaders.
Bringing People Into the AI Conversation
AI is creating new possibilities for employers, from streamlining administrative processes and supporting recruitment to helping companies anticipate future workforce needs.
FMI's research finds that 42% of food retailers and 73% of food suppliers report high or moderate HR involvement in enterprise AI strategy. This highlights an opportunity for stronger collaboration among HR, technology and operations teams as companies consider how AI may influence jobs, skills and the employee experience.
The HR function itself is also changing. Over the next one to two years, 72% of food retailers and 92% of food suppliers expect HR to become more automated or technology-enabled. Beyond improving efficiency, this shift could allow HR teams to take on a more strategic role in talent development, workforce planning and broader business priorities.
Employee communication and trust will be equally important. Clearly communicating how roles may evolve and providing employees with opportunities to build new skills can help strengthen trust and support successful AI adoption.
Building Skills and Expanding Career Opportunities
The industry is already investing in training and development. For example, 94% of food retailers offer leadership training to full-time employees, compared with 45% offering it to part-time employees. This gap highlights an opportunity to expand access to development and create clearer career pathways for more employees, strengthening internal talent pipelines and supporting career advancement.
The report also reinforces the importance of a strong employee value proposition, including competitive pay, benefits, flexibility and opportunities for professional growth. Together, these elements can help companies attract, develop and retain talent.
Turning Insights Into Action
There is no single approach to workforce transformation that will work for every company. The report offers a practical framework to help employers move forward: assess and align workforce priorities with business needs, prioritize and pilot initiatives, then scale and measure results.
Preparing for the future of work will require continued investment in people, stronger collaboration across business functions and a willingness to adapt. By taking action today, food retailers and suppliers can strengthen their workforce, support employee growth and position their organizations for long-term success.
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