Automation has become one of the defining conversations in Ontario manufacturing.
Robotics. PLCs. Vision systems. AI. Predictive maintenance. Automated material handling. Digital production systems.
The technology is moving quickly.
But there is a part of the automation conversation that doesn’t get nearly enough attention:
The technology is only as valuable as the people who know how to use it.
For Ontario manufacturers, that may be one of the most important workforce challenges of the next several years.
Ontario’s Advanced Manufacturing Council identified technology adoption as a critical issue for the sector. Its report found that only 34% of Ontario manufacturers reported using automation or autonomous robots, while four in ten manufacturers identified recruiting qualified staff as a significant or very significant barrier to adopting AI and robotics.
That tells us something important.
The automation challenge isn’t simply about buying better equipment.
It’s about finding the talent capable of making that equipment deliver a return.
Automation Is Changing the Manufacturing Workforce
There is an old assumption that automation means fewer people.
Sometimes it does.
But the more significant change is often what those people need to know.
A production environment that once relied heavily on manual processes may now require people who can troubleshoot a PLC, interpret electrical schematics, program or modify controls, integrate robotics, diagnose equipment failures, work with vision systems or analyze production data.
The job hasn’t necessarily disappeared.
The skill set has changed.
Ontario’s workforce research increasingly reflects this shift. Advanced manufacturing and technology demand is creating opportunities for CNC machinists, industrial electricians, automation technicians, quality specialists and engineering technologists; particularly in roles combining traditional technical knowledge with digital skills.
That combination is important.
A manufacturer doesn’t necessarily need someone who understands technology in isolation.
They need someone who understands technology inside a manufacturing environment.
Someone who knows what a production line looks like when everything is running properly, and what it looks like when it isn’t.
The Controls Talent Problem
Controls and automation are particularly interesting because the talent pool is highly specialized.
A manufacturer looking for an automation engineer may be competing for people with experience in:
- PLC programming
- HMI development
- Robotics
- Motion control
- Industrial networking
- Electrical systems
- Machine vision
- SCADA
- Servo systems
- Systems integration
- Commissioning
- Troubleshooting
And often, employers aren’t looking for someone who simply knows the technology.
They want someone who has done it in a plant.
That distinction matters.
A candidate may have strong technical education but limited experience commissioning equipment on a production floor.
Another may have years of industrial experience but lack exposure to the newest technologies.
The strongest candidates can sit somewhere in the middle.
They understand the equipment, the technology and the operational reality.
Those people are difficult to find because they are difficult to manufacture.
The Experience Gap Is Getting More Important
There is another challenge happening at the same time.
Experienced manufacturing professionals are approaching retirement.
Ontario’s Advanced Manufacturing Council found that at least one in three workers in Ontario with an apprenticeship or trade certificate is aged 55 or older.
That creates a double pressure.
Manufacturers aren’t simply trying to replace people.
They’re trying to replace knowledge.
The experienced millwright who can diagnose a machine by the sound it makes.
The controls specialist who knows exactly where a recurring fault is likely to originate.
The maintenance manager who has spent 20 years understanding the quirks of a particular production environment.
The engineer who knows why a previous automation project failed.
That knowledge doesn’t always appear on a résumé.
And it certainly can’t be downloaded into a robot.
Technology Adoption Without Talent Is a False Economy
This is where manufacturers need to think differently about automation.
The conversation often starts with:
“What technology should we invest in?”
A better question might be:
“Do we have the people to make this investment successful?”
The Toronto Region Board of Trade’s recent manufacturing research reinforces the issue. Its research involving 200 manufacturing leaders found that only 15% described their technology adoption as advanced, while 86% said technology could fundamentally transform their business.
The gap between those two numbers is significant.
Manufacturers understand the opportunity.
But adoption requires more than capital.
It requires people who can:
- Identify the right technology.
- Implement it effectively.
- Integrate it into existing operations.
- Train employees.
- Troubleshoot problems.
- Continuously improve the process.
- Translate technology into measurable productivity gains.
That is a talent strategy; not simply a capital investment.
Should Manufacturers Build or Buy This Talent?
There isn’t one answer.
For some organizations, the right approach is developing existing employees.
A strong maintenance electrician with the right aptitude may become an excellent automation specialist with targeted training.
An experienced engineer may be able to move into a controls-focused position.
A skilled tradesperson may have the practical knowledge required to become a highly effective robotics technician.
In other cases, the organization needs to hire externally.
Particularly when:
- A new facility is being launched
- A new automation system is being implemented
- A major customer requires new production capabilities
- Existing technical teams are already stretched
- The company needs expertise it doesn’t currently have
- A specialized leadership role is required
The mistake is assuming every talent problem can be solved the same way.
Manufacturers Need to Rethink the “Perfect Candidate”
One of the biggest mistakes we see in technical recruitment is creating an unrealistic checklist.
Five years of PLC experience.
Three years of robotics.
Specific software.
Specific industry.
Specific education.
Specific equipment.
Specific certifications.
And preferably someone who is available immediately.
That person may exist.
But if they do, they probably already have several companies trying to hire them.
A better approach is identifying the non-negotiable capabilities and separating them from the skills that can be developed.
Can the person troubleshoot?
Do they understand manufacturing?
Can they communicate with operators, engineers and management?
Do they understand controls fundamentals?
Can they learn?
Can they work in a production environment?
Those questions can be more valuable than checking every box on a job description.
The Future of Ontario Manufacturing Will Be Built by People
Automation will continue to change manufacturing.
That isn’t really the question anymore.
The question is whether Ontario manufacturers will have the people required to capitalize on it.
The manufacturers that gain the greatest advantage from automation won’t necessarily be the ones that purchase the most advanced equipment.
They’ll be the ones that can connect technology, people and operations.
That means investing in training.
It means developing internal talent.
It means transferring knowledge before experienced employees leave.
And when the expertise doesn’t exist internally, it means knowing how to find it.
How itec group Can Help
Finding specialized manufacturing talent is different from filling a general vacancy.
At itec group, recruitment is our specialization. Our recruiters work within specific manufacturing disciplines, building relationships with engineers, automation professionals, skilled tradespeople, operations leaders and other technical talent long before a position opens.
That matters when the person you’re looking for isn’t actively applying to jobs.
For manufacturers hiring in automation, controls, engineering, skilled trades, maintenance or operations, we can help identify the talent that fits not just the job description; but the environment, technology and long-term needs of the organization.
Because the right automation investment starts with having the right people behind it.
