Semiconductors and Power Electronics, Talent

Building the next generation of engineers – how Mycronic turns early talent into long-term capability

19 February 2026

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4 min read

Deep dive: Inside the semiconductor ecosystem

These articles offer in-depth perspectives on specific parts of the semiconductor ecosystem. They focus on technologies, tools and methods that enable development and production.

Demand for highly specialised engineering skills is growing rapidly, while access to talent is not keeping pace. For Swedish companies operating in niche technology domains, the challenge is even greater: the required competence often does not yet exist on the labour market. In these cases, long-term capability must be built deliberately, from the ground up.

Within Kista Science City’s wider semiconductor ecosystem, Mycronic has taken exactly that approach. As a global supplier of equipment for advanced electronics and semiconductor manufacturing, the company has for several years worked systematically to create early entry points for young talent — not as a separate HR initiative, but as an integrated part of its core operations.

Tekniksprånget – a first encounter with engineering

One clear expression of this mindset is Mycronic’s engagement in Tekniksprånget, a national internship programme for upper-secondary school graduates. The programme offers four months of paid internship and is often participants’ first exposure to an engineering or technology workspace. Its aim is to encourage young people to pursue higher technical education and consider a future in engineering.

At Mycronic, Tekniksprånget interns are not placed on the sidelines. Their tasks are adapted to their level, but always connected to real technology: testing, experiments, data collection, basic programming and improvement work. They also take part in routine production and machine-related tasks that support ongoing development, calibration and verification work.

“These are not critical functions, but they are real tasks that need to be done. In many cases, they help free up time for our engineers to focus on higher-priority development work,” says David Luthman, R&D Manager at Mycronic, working closely with early-career engineers.

The primary objective is not immediate output, but to lower the threshold into engineering work while staying close to everyday operations. Interns gain a realistic understanding of how engineering is practised in an industrial setting.

A continuous pathway into the industry

Tekniksprånget is one element of a broader, coherent talent strategy. Mycronic works across the full pathway, from upper-secondary school to employment, offering internships, summer jobs and thesis projects in close collaboration with experienced engineers. This creates continuity for students while supporting more informed, long-term recruitment decisions for the company.

“We see it as a pipeline. Many who start through Tekniksprånget continue to work part-time, do their thesis here and in some cases move on to permanent positions. It’s not guaranteed, but it happens regularly,” says Luthman.

Beyond learning and exposure, these early-career initiatives also create practical value. By assigning interns and students well-defined, recurring tasks, Mycronic can move work forward that might otherwise struggle to find space in a high-pressure development environment.

Learning on the job in a highly specialised environment

For Mycronic, this approach is not merely a strategic choice but a necessity. The company develops equipment for highly specialised applications, where ready-made competence is often scarce.

“We need a very broad set of skills – mechanics, electronics, mechatronics, optics, software and system integration. But the application of our products is niche and that understanding often has to be built internally,” says Luthman.

As a result, Mycronic regularly hires newly graduated engineers without demanding extensive prior experience. Much of the competence needed cannot be acquired through formal education alone, but is built gradually through real projects and close collaboration with senior colleagues.

Supervision, leadership and shared value

A central element of Mycronic’s model is supervision. Interns and thesis students are supported by employees who take responsibility for onboarding and guidance. This requires time but also creates clear internal value.

“It’s a development opportunity for our employees as well. They gain leadership experience, learn how to take responsibility for others and practice explaining complex technology,” says Luthman.

In practice, this makes the programme a “win-win-win”: young talent gains experience and confidence, engineers free up time and develop leadership skills and the organisation strengthens its long-term capability.

The advice to other companies is to start small. Bringing in two young talents at a time allows them to work together, keeps the investment limited and often leads to significant learning effects.

“You don’t need fully defined plans. It’s enough to identify a problem or improvement area and let young people help shape the solution,” he says.

Why this matters now

As global competition for engineering talent intensifies, approaches like this are becoming strategically important — not only for individual companies, but for national innovation ecosystems.

What Mycronic demonstrates is not a unique advantage, but a replicable model that other companies can learn from. Early entry points, low thresholds, meaningful contribution and strong supervision make it possible to build competence while creating real value – for individuals, teams and organisations alike.

For Sweden, with a strong but relatively small technology ecosystem, this is a critical insight. Companies cannot wait for fully formed competence to appear on the market; they need to take part in building it. And for young people considering their future, the message is straightforward: