While many system integrators logically organize training and workforce development within their human resources department, Interstates, a system integrator in Sioux Center, Iowa, recently decided to split them out, so it could focus, specialize and prepare its teams with technical and leadership skills. It recruits four-year undergraduates and two-year vocational graduates, but it also relies on its own apprenticeship program.

“We have to answer the same questions for everyone, including: do they have the basic knowledge, interest and communication skills? And do they have the hunger and desire to learn new technologies?” says Andrew Roelfs, training and development manager at Interstates, which is a certified member of the Control System Integrators Association (CSIA). “If they have that willingness, we can help them develop the technical and leadership skills needed to succeed at Interstates.”

For instance, Interstates’ in-house apprenticeship program puts individuals with those desires in an 18-month course that supplements their existing education with further training on instrumentation, PLCs and electrical systems—and lets them earn a living wage while they’re learning. It started this program two or three years ago, and usually trains two to five individuals per year. Meanwhile, two and four-year graduates are typically hired as entry-level, automation team members.

“We work with and hire from local community colleges, and we value the hands-on experience many students bring,” adds Roelfs. “At the same time, our workforce needs continue to grow, so we’ve intentionally built multiple talent pipelines, including military transitions and employee referrals.” 

Communicate with questions

As digitization becomes more complex, the ability to understand how different systems and processes connect has become increasingly important.

“We learn to understand processes and how pieces come together. We talk with each other about how to get two functions to work together, rather than simply producing code,” explains Roelfs. “This applies to energy and ethanol production, food and flour mills, food and beverage processes, and building data centers. Lately, we keep returning to traditional markets, where there’s plenty of recent growth and construction to add capacity for emerging technologies.”

Beyond a willingness to explore and learn new technologies, Roelfs adds that Interstates also seeks people who can communicate well, and handle moving lots of information across clients’ organizations.

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“We need people who won’t hesitate to pick up the phone, troubleshoot together, and collaborate on projects,” adds Roelfs. “This is the true value of bringing together parts and people. However, it’s harder than it looks because engineers and other technical professionals are typically independent-minded and often introverted, even though they’re passionate and value expertise.”

One of the most essential skills for system integrators like Interstates is simply taking a few minutes to ask questions about how a project is intended to work and what it needs, according to Roelfs. Consequently, it spends significant time training new employees how to inquire about projects, and understand users’ goals and the overall situation in which they’ll be operating, such as how a malfunctioning PLC may hinder an entire production process.

“Learning to ask really good questions leads to better project results,” says Roelfs. “This may seem obvious, but it’s also counterintuitive. It also isn’t initially the responsibility of an entry-level person on a project without guidance, which is why they’re usually partnered with an experienced person, who can model better ways to communicate, and then let them give it a try.”

Keeping the channels open

Once a process or plant starts up, and all its automation components start working together, Roelfs reports this is where even more difficulties emerge, and where good communication skills become even more essential and valuable.

“Even the best plants have issues and stress at startup, so it’s equally important for new folks to see what, how and why they’re happening,” adds Roelfs. “Initially, the new team member once again shadows an experienced colleague. However, they also do more independent work, and check in with their mentor frequently. As they gain experience, they can check in less often, until finally, they know enough to start teaching the latest group of new hires. In short, everyone coaches each other, which is a big help because you can learn a lot from teaching others.

“Of course, I don’t think we ever actually arrive at full mastery, especially because technology is changing so fast that a lot of what we know becomes obsolete sooner. This is why we want to stay excited about learning, and keep growing our expertise. We may not get to be final masters, but we hope to create a legacy of well-trained successors and successful projects.”