Immersing teams in real-world contexts and combining theoretical training, co-development, and coaching enables a better integration of their skills.

TRAINING. When LABPLAS decided to shift towards automation and robotization, Benoit Brouillette made a promise to his employees. That promise was to retain his teams. This commitment involves, among other things, the training of the company’s hundred employees in Sainte-Julie.

“Technology transforms jobs. But it doesn’t replace them,” says the CEO of this SME specializing in sterile sampling solutions for various industries, including the agri-food sector. On the contrary, he believes it’s an opportunity to entrust value-added tasks to his teams. “Unfortunately, managers often embrace technology to manage costs rather than create value. But why would I replace a trained, motivated employee who knows the company culture with a machine that allows me to double my sales, only to then have to recruit a new employee to manage my second machine?”

According to him, it is essential to be agile—and creative—in resource management. “We need to find a way to take small steps with them in these changes,” explains Benoit Brouillette. This involves implementing a culture of learning that permeates the hierarchical levels of the company. “Whenever we engage a new partner, we ask them to come not only with their toolbox but also with their chalkboard,” he mentions. “It’s important for us to become masters of this technology.”

Floor employees are also brought into the loop. “When we implement a change, we take the time to explain not only how but also why. This ensures their engagement,” says LABPLAS’s leader.

Learning in action

The SME’s staff also benefits from a three or four-stage development plan. “The last stage allows employees to learn some mechanical concepts,” says Benoit Brouillette. This way, they feel comfortable working with technological tools and machinery and performing basic interventions. We want to elevate people.”

For a smooth transition like this, it is important to give employees the opportunity to test their knowledge, according to Marie-France Godin, an accredited industrial relations advisor (CRIA) and strategic HR consultant at Go RH. It can be helpful, for example, to break learning down into small tasks. This is the strategy adopted by LABPLAS. “From the start, it’s important to let workers experiment and give them the right to make mistakes,” notes the CEO.

In short, it is important to focus on learning through action, believes Marie-France Godin. “You have to work on both knowledge and skills, which are acquired through experience by practicing one’s profession.” She advises immersing teams in a real-world context and combining theoretical training, co-development, and coaching to successfully implement these changes.

Above all, it is essential to ensure that these innovations make sense to the teams; otherwise, efforts may be in vain. “The goal is to establish a culture of continuous improvement and empower workers,” adds Benoit Brouillette.

Mapping skills

To successfully navigate this type of shift, Marie-France Godin also suggests mapping the skills of your workers. This allows for strategic choices about which learnings to prioritize within your ranks and which employees to target. The CRIA suggests drawing inspiration from “Skills and Jobs Forecasting,” more commonly used in Europe, which identifies key workers who may change positions or take on more responsibilities. “In fact, it becomes much easier to organize and plan your training afterward,” she observes.

In short, planning is essential. This exercise may require the assistance of a professional. Furthermore, on May 14th, the Minister of Labor, Employment, and Social Solidarity (MTESS), Jean Boulet, announced a $10 million enhancement to the Industry 4.0 Audit program, which supports companies in their digital transition. This funding will help companies manage their human resources, including workforce diagnostics and training plans. There are also other forms of support, such as wage subsidies for training for companies acquiring new technologies, according to the minister.

This is one of the strategies supported by the government of Quebec during labor shortages because training not only helps retain workers but also “creates value-added jobs and increases productivity for companies,” according to Jean Boulet. It is a philosophy that Benoit Brouillette and the LABPLAS management team also embrace

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