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NEW TECHNOLOGY &

MANUFACTURING/METALLURGY SKILL

GAP ANALYSIS

REPORT ON TRAINING & SKILLS DEVELOPMENT

WINTER 2017

MIDAS RURAL-REGIONAL NEW TECHNOLOGY AND

MANUFACTURING/SKILL GAP ANALYSIS

Labour Market Partnership

The Employment Program of British Columbia.

This Project is funded by the Government of Canada and

the Province of British Columbia

Columbia Basin Training & Skills Development Survey

.

MIDAS is an applied research, commercialization and digital fabrication

training facility in Trail, B.C., focused on the metallurgical sector that exists in

the region surrounding the Teck Trail Operations smelter. MIDAS makes recent

advances in manufacturing technology (including 3D Printing) accessible to

West Kootenay companies, entrepreneurs and students. www.midaslab.ca

The Lower Columbia Initiatives Corporation (LCIC) was created in 2010 as a wholly

owned subsidiary of the Lower Columbia Community Development Team Society

(LCCDTS). Our mandate is to provide economic development services within the

Lower Columbia Region and to serve as the ‘first place of call’ as opportunities

develop. The LCIC works to develop a creative, dynamic and competitive business

environment that fosters economic growth.

The Columbia Basin Rural Development Institute, at Selkirk

College, is a regional research centre that supports informed

decision-making through the provision of information, applied

research and related outreach and extension support. Visit

www.cbrdi.ca for more information.

The Kootenay Association for Science & Technology is a non-profit society

representing and investing in the region’s science, technology and

manufacturing sectors. Since 1998, KAST has worked to foster a culture that

values innovation and entrepreneurship as vital to the region’s economic

diversity and competitiveness. In 2015, KAST launched the Metallurgical

Industrial Development Acceleration & Studies (MIDAS) project, an applied

research, commercialization and digital fabrication training facility in Trail,

BC, focused on the metallurgical sector that exists in the region surrounding

the Teck Trail Operations smelter. www.kast.com

http://www.lccdts.com/

http://www.lccdts.com/

http://www.cbrdi.ca/

http://www.kast.com/


EXECUTIVE SUMMARY This report describes the findings from the Training and Skills Development survey of 40

businesses from across the West Kootenay region of BC, involved in the metallurgical and

advanced manufacturing sectors specifically. These surveys were conducted in the fall and winter

of 2016/2017.

This survey research is part of a project that aims to identify regional and sector-specific workforce

development training needs in the metallurgical and advanced manufacturing sectors in the rural

West Kootenay region of BC. Specifically, this project will identify and begin to address the

technical and business skills training gaps relating to new technology and additive manufacturing.

Finding

Company & Labour Force Information

Businesses surveyed were predominantly categorised as Professional, Scientific and Technical Services, and Wood & Metal Manufacturing.

The majority if businesses came from the Lower Columbia region (53%).

91% of all employees were full-time.

Employees were most commonly between the ages of 25 and 50.

74% are having challenges with attracting and retaining employees, with top barriers identified as spousal employment and requirements for specialised training.

75% intend to expand their labour force in the next 3 years, and the primary motivators are to gain access to new markets, meet an increased demand, and for temporary projects.

Businesses most commonly anticipate that the workforce will change to see increases in the number of new apprentices / new trainees and that there will be an increased reliance on external trainers.

Training & Skills Development

While 63% of business have a training and professional development plan, only 40% have a training budget.

More employees participated in formal training than informal.

Medium-skilled employees most commonly participated in formal training while more low-skilled employees participated in informal training.

Job specific technical training was the most frequent area of training for regular, on-going training (both formal and informal).

Business Planning was the most frequent area for one-off formal and informal training opportunities.

Upgraded skill levels were the most commonly cited outcome for the business and the region. The most common outcome for the industry was an increased market position and increased competitiveness.

Colleges (formal) and local community organisations (informal) were the top training partners.

Job-specific training topped the list of areas with unmet training needs as well as the preferred content for informal training opportunities.

Future training needs were identified in the areas of business planning, job-specific technical training, and organisational health and safety.


Innovation and Research & Development

63% of businesses engage in R&D, and just 32% have a budget for innovation and R&D.

Key motivations for engaging in R&D and innovation were internal, and include: service requirements, new product / service development, and production needs.

75% of businesses experienced barriers to innovation and R&D.

Co-workers, clients and suppliers were the most important partners for R&D efforts.

Business performance in the area of innovation was considered poor in the areas of exploiting external knowledge, enablers resources, and ideation and organising structure.

Level of knowledge was highest for CNC machining, and areas with the lowest level of knowledge was in the area of robotics, prototype / new product development / product methodology, and prototype / new product business methodolgy.

Businesses most frequently indicated that they would highly benefit from training and/or access to design software.

Change happened or is planned to happen for 19 businesses. Future change is anticipated to occur radically rather than incrementally.


TABLE OF CONTENTS

Executive Summary ....................................................................................................... iii

List of Figures ............................................................................................................... vii

Project Overview ........................................................................................................... 9

Project Objectives .................................................................................................................. 9

Research Considerations .............................................................................................. 10

The Survey ..................................................................................................................................... 10

The Data Set .................................................................................................................................. 10

Data Collection .............................................................................................................................. 10

Data Input, Analysis and Reporting ............................................................................................... 10

Research Findings, ........................................................................................................ 11

Company & Labour Force Information ................................................................................. 11

Type of Product/Service Offered ............................................................................................... 11

Economic Regions ...................................................................................................................... 11

Occupations ............................................................................................................................... 13

Age of Staff ................................................................................................................................ 14

Emerging Factors ....................................................................................................................... 15

Labour Force Expansion............................................................................................................. 16

Employee Retention and Attraction .......................................................................................... 17

Training & Skills Development ............................................................................................. 18

Training and Professional Development Plans .......................................................................... 18

Participation by Skill Level and Age ........................................................................................... 18

Training Content ........................................................................................................................ 20

Delivery Modes .......................................................................................................................... 23

Training Outcomes .................................................................................................................... 24

Training Needs ........................................................................................................................... 25

Motivators ................................................................................................................................. 26

External Funding ........................................................................................................................ 29

Training Partners ....................................................................................................................... 30

Barriers to Training .................................................................................................................... 31

Innovation and Research & Development ............................................................................ 34

Research & Development .......................................................................................................... 34

Incentives for Research and Development / Innovation ........................................................... 34

Barriers to Innovation / Research and Development ................................................................ 36

Funding for Research and Development / Innovations ............................................................. 38

Technology & Innovation .......................................................................................................... 39

Technical Training and/or Access to Equipment ....................................................................... 41

New Products, Processes and/or Technologies ........................................................................ 43

Appendix A: Data Tables .............................................................................................. 48

Company Information ......................................................................................................... 48


LIST OF FIGURES Figure 1: Industry classification ......................................................................................................... 11 Figure 2: Economic Region ................................................................................................................ 12 Figure 3: Number of Employees by Type .......................................................................................... 12 Figure 4: Size of Workforce ............................................................................................................... 13 Figure 5: Apprentices / Trainees ....................................................................................................... 13 Figure 6: Occupations ........................................................................................................................ 13 Figure 7: Age of Staff ......................................................................................................................... 14 Figure 8: Changes in Workforce Development ................................................................................. 15 Figure 9: Labour Force Expansion...................................................................................................... 16 Figure 10: Labour Force Expansion ................................................................................................... 16 Figure 11: Labour Force Expansion - Motivation............................................................................... 17 Figure 12: Employee Retention and Attraction ................................................................................. 17 Figure 13: Does your business have training and professional development plans for employees?18 Figure 14: Training Budget ................................................................................................................ 18 Figure 15: Labour Force Participation in Formal Training ................................................................. 18 Figure 16: Labour Force Participation in Informal Training ............................................................... 18 Figure 17: Skill Level of Labour Force Participation in Training ......................................................... 19 Figure 18: Age of Employees in Training ........................................................................................... 20 Figure 19: Delivered Content for Regular Training ............................................................................ 21 Figure 20: Delivered Content for One-Off Training ........................................................................... 22 Figure 21: Preferred Content for Informal Training .......................................................................... 23 Figure 22: Delivery Modes for Formal Training ................................................................................. 24 Figure 23: Business Outcomes........................................................................................................... 25 Figure 24: Unmet Training Needs ...................................................................................................... 25 Figure 25: Content Areas for Unmet Training Needs ........................................................................ 26 Figure 26: Public Incentives / Government Programs ....................................................................... 26 Figure 27: Private Incentives ............................................................................................................. 27 Figure 28: Value-Chain Business Activities ........................................................................................ 27 Figure 29: In house incentives ........................................................................................................... 28 Figure 30: External Funding ............................................................................................................... 29 Figure 31: Funding Sources ............................................................................................................... 29 Figure 32: Impact of External Funding Sources ................................................................................. 29 Figure 33: Training Partners .............................................................................................................. 30 Figure 34: Learning Partners ............................................................................................................. 31 Figure 35: Barriers to Accessing Desired Training ............................................................................. 32 Figure 36: Future Training Needs ...................................................................................................... 33 Figure 37: Future Training Needs ...................................................................................................... 33 Figure 38: Research and Development ............................................................................................. 34 Figure 39: Innovation and Research and Development Budget ........................................................ 34 Figure 40: Innovation and R&D Budget ............................................................................................. 34 Figure 41: Incentives for Research and Development ...................................................................... 35 Figure 42: Barriers to Innovation / Research and Development ....................................................... 36 Figure 43: Barriers to Innovation / Research and Development ....................................................... 36 Figure 44: Importance of Research Partners ..................................................................................... 37 Figure 45: External Funding ............................................................................................................... 38 Figure 46: Source of Funding ............................................................................................................. 38 Figure 47: Impact of External Funding .............................................................................................. 39


Figure 48: Business Performance ...................................................................................................... 40 Figure 49: Level of Knowledge........................................................................................................... 41 Figure 50: Technical Training and/or Access to Equipment .............................................................. 42 Figure 51: Related Training, Tools, or Supports ................................................................................ 43 Figure 52: Introducing new products, processes and/or technologies ............................................. 43 Figure 53: Changes undertaken ......................................................................................................... 44 Figure 54: Future Changes ................................................................................................................. 45 Figure 55: Motivations For Change ................................................................................................... 46

Columbia Basin Training & Skills Development Survey 9

PROJECT OVERVIEW This report describes the findings from the Training and Skills Development survey of 40

businesses from across the West Kootenay region of BC, involved in the metallurgical and

advanced manufacturing sectors specifically. These surveys were conducted in the fall and winter

of 2016/2017.

The survey was developed through a partnership between Selkirk College’s Columbia Basin Rural

Development Institute (RDI), KAST (Kootenay Association for Science & Technology), the Lower

Columbia Initiatives Corporation (LCIC), and the MIDAS project (Metallurgical Industrial

Development Acceleration & Studies). The Columbia Basin Rural Development Institute (RDI)

provided survey design, data analysis and report writing support.

Funding for this project was provided by the Ministry of Social Development Social Innovation.

PROJECT OBJECTIVES The overall project objective is to refine target market skill gaps assumptions, including new or

more valuable employment opportunities for underemployed individuals. Additionally, this project

seeks to reduce dependence on Teck Trail Operations smelter as regional employer.

Specific project objectives include:

1. Clarify precise training needs and preferred method of addressing those training needs

with specific businesses that have identified a broad requirement for skilled labour and/or

training related to additive manufacturing technology and pertinent

business/management skills. This may include manufacturers, prototypes, repair

companies and metallurgical sector professional services businesses.

2. Add detailed information on specific company training needs to existing database

(Executive Pulse) of BRE data held by the Rural Development Institute (RDI); the RDI will

update the applicable BRE Reports and/or prepare a brief 2016 Sector Training Needs

addendum to the reports, as required.

3. Prioritize sector technical and business training needs; establish and communicate where

programs are already in place to meet those needs; evaluate training needs addressable

by MIDAS over the four-year project span; prioritize training needs addressable by MIDAS

in the current project year (2).


RESEARCH CONSIDERATIONS

THE SURVEY The RDI has a licence agreement with the Economic Development Association of BC for BC

Business Counts, a program that provides access to an online BRE survey, contact management,

and reporting system called ExecutivePulse. Data presented in this report was collected using the

ExecutivePulse software.

The survey consists of 51 questions, and includes modules for company information, the local

workforce profile, training and skills development, formal training, informal training, research and

development, and technology and innovation.

THE DATA SET The companies that participated in the interviews were identified and selected by the project

advisory group. The project advisory group reviewed business databases and North American

Industry Classification System (NAICS) codes and targeted companies that would be likely users of

the MIDAS Lab.1 A total of 40 businesses from the metallurgical and advanced manufacturing

sectors were selected for inclusion in this study.

DATA COLLECTION One researcher was retained to interview local companies and to enter the data gathered from

the interviews into the ExecutivePulse database. On average, the interview process takes

approximately 90 minutes to two hours to complete, and the data entry requires an additional

hour per interview. The persons interviewed are typically either the owners of the businesses or a

senior manager in the company.

DATA INPUT, ANALYSIS AND REPORTING The individual carrying out the interviews entered the data into the ExecutivePulse system. The

interviewer ensures that all information is maintained in a confidential manner prior to entry into

the database. The RDI is responsible for confidentiality of the information after entry into the

database.

Quantitative data are analysed using descriptive statistics. Based on the results of data analysis

activities, an initial draft was generated by the RDI and then reviewed with the project partners.

Findings and related recommendations were assembled into this report by RDI researchers.

1 MIDAS is an applied research, commercialization and digital fabrication training facility in Trail, BC, focused

on the metallurgical sector that exists in the region surrounding the Teck Trail Operations smelter. MIDAS

makes recent advances in manufacturing technology (including 3D Printing) accessible to West Kootenay

companies, entrepreneurs and students. (https://www.midaslab.ca/)

https://www.midaslab.ca/


RESEARCH FINDINGS2,3

COMPANY & LABOUR FORCE INFORMATION

TYPE OF PRODUCT/SERVICE OFFERED

The majority of businesses interviewed were clustered in three areas: professional, scientific and

technical services (32% or 29 respondents), wood product manufacturing (13% or 5 respondents),

and fabricated metal product manufacturing (11% or 4 respondents).

Figure 1: Industry classification

Note: 38 respondents

ECONOMIC REGIONS The majority of respondents (53% or 21 respondents) were located in the Lower Columbia region

(Trail, Rossland and Fruitvale), while 20% (8 respondents) were located in Nelson. 10% (4

respondents respectively) were situated in Cranbrook and Castlegar.

2 In many instances respondents provided multiple answers, resulting in responses which exceed the

number of respondents. Consequently, percentages can exceed 100%.

3 In many instances counts are presented instead of percentages in order to provide a more accurate picture

of the scale of responses. Refer to Appendix A for detailed response rates including percentages for each

figure.

3%

8%

3%

5%

13%

3%

3%

3%

3%

3%

11%

5%

3%

32%

3%

3%

0% 5% 10% 15% 20% 25% 30% 35%

Utilities

Construction of Buildings

Heavy and civil engineering construction

Specialty trade contractors

Wood product manufacturing

Paper manufacturing

Printing and related support activities

Plastics and rubber products manufacturing

Non-metallic mineral product manufacturing

Primary metal manufacturing

Fabricated metal product manufacturing

Machinery manufacturing

Miscellaneous merchant wholesalers

Professional, scientific and technical services

Waste management and remediation services

Religious, grant-making, civic, and professional…


Figure 2: Economic Region


Employees by Employment Type

The vast majority of the 3,000 reported employees are full-time (91 % or 2,730 employees).

Figure 3: Number of Employees by Type


Number of Employees

The majority of respondents (19% or 7 respondents) indicated that they employed between 1 and

5 people, this is followed closely by 17% (6 respondents) reporting that they employed 11 – 15

staff, and an additional 17% (6 respondents) reported that they employ between 51 and 100

employees.

10%

3%

3%

20%

3%

53%

10%

0% 10% 20% 30% 40% 50% 60%

Castlegar

Creston

Grand Forks

Nelson

Slocan Valley

Lower Columbia

Cranbrook

91%

1%

8%

20%

0% 20% 40% 60% 80% 100%

Full-time

Part-time

Casual/Temporary

Contractors


Figure 4: Size of Workforce


Apprentices/Trainees

Of the 3,000 employees reported to be employed either on a casual/temporary, part-time, or full-

time basis, 377 (13%) were considered to be apprentices or trainees. The majority (47% or 177 of

the employees) were considered newly hired trainees.

Figure 5: Apprentices / Trainees


OCCUPATIONS 73% of staff (2,121) were categorised as ‘other’. The second most common category was

‘professional’, with 9% of all employees (272) falling within this category.

Figure 6: Occupations

19%

8%

17%

11%

6%

8%

17%

11%

0%

3%

0% 5% 10% 15% 20% 25%

1-5

6-10

11-15

16 - 20

21 - 30

31 - 50

51 - 100

101 - 500

501 - 1000

> 1000

28%

47%

25%

0% 10% 20% 30% 40% 50%

Apprentices

Trainees (new hires)

Trainees (advancing in company)

7%

9%

7%

3%

1%

73%

0% 10% 20% 30% 40% 50% 60% 70% 80%

Managers and Senior Officials

Professional

Associate Professional and Technical

Administrative and Secretarial

Sales and Customer Service

Other



AGE OF STAFF 44% of staff (1,286 employees) were between the ages of 25 and 50. The second most common

age was between 50 and 64 (28% or 816 employees), while an additional 25% (725) were less than

25 years old.

Figure 7: Age of Staff


When asked how they expect workforce development to change over the next 12 months,

respondents most commonly indicated that most factors would stay the same. Increases were

noted by 17 respondents for the number of apprentices and new trainees recruited to the

business, and 16 respondents anticipated that the proportion of their total training that is

delivered by external providers would increase. A decrease to the number of staff employed was

anticipated by 3 respondents.

25%

44%

28%

3%

0% 10% 20% 30% 40% 50%

Less than 25 yrs

25-50 yrs

50-64 yrs

Over 65 yrs


Figure 8: Changes in Workforce Development

Note: # of respondents varies

EMERGING FACTORS When asked whether employers had noticed or were expecting any emerging factors that would

impact our region’s ability to build a 21st Century workforce, respondents provided the following

comments.

3

0

1

0

1

2

2

1

15

13

17

13

14

16

16

13

20

24

16

25

21

19

17

19

0 5 10 15 20 25 30

The number of staff employed at yourbusiness in total

The number of young people agedunder 24 recruited for their first job

The number of apprentices and newtrainees recruited by your business

The proportion of employees providedwith training

Expenditure on training per employee

The emphasis placed on informallearning instead of formal learning

The proportion of your total trainingdelivered by external providers

The amount of formal training, leadingto recognized qualifications, that your

business supports.

Stay the same

Increase

Decrease


Figure 9: Labour Force Expansion


LABOUR FORCE EXPANSION Figure 10: Labour Force Expansion

75% of respondents (27 companies) indicated

that they intend to expand their labour force

within the next three years. Just 19% (7

respondents) were not planning any expansions,

while an additional 6% (2 respondents) were

considering the possibility.


Labour Force Expansion - Motivation

The top reasons given for planning to expand their labour force was to gain access to new markets

(14% or 14 respondents), meeting an increased demand (14% or 14 respondents), and temporary

projects (13% or 13 respondents).

Maybe, 6%

No, 19%

Yes, 75%


Figure 11: Labour Force Expansion - Motivation


EMPLOYEE RETENTION AND ATTRACTION 74% of all employers (29 respondents) indicated that they were experiencing trouble retaining and

attracting workers. The top barriers to retention and attraction include spousal employment (21%

or 14 respondents) and specialized training is required (16% or 11 respondents). The responses

included in the ‘other’ categories charted below are detailed in Appendix A.

Figure 12: Employee Retention and Attraction


14%

11%

8%

14%

10%

7%

6%

11%

6%

13%

0% 2% 4% 6% 8% 10% 12% 14% 16%

Access to new markets

Changing customer needs

Expand product range

Increased demand

Innovation

New product line

New trend in your field

Other

Perceived gap in market

Temporary projects

2%

12%

6%

12%

7%

6%

15%

4%

16%

21%

0% 5% 10% 15% 20% 25%

Attractive benefits are too costly

Hard to provide competitive wages

High cost of living

Lack of affordable housing

Lack of childcare vacancies

Lack of transportation services for workers

Other

Skills mismatch training is not available

Specialized training is required

Spousal employment


TRAINING & SKILLS DEVELOPMENT

TRAINING AND PROFESSIONAL DEVELOPMENT PLANS Figure 13: Does your business have training and professional

development plans for employees?

The majority of respondents (63% or 25 respondents)

indicated they do have training and professional

development plans for their employees.


Training Budgets

Figure 14: Training Budget

61% of respondents (n=23) indicated that they do not

have a training budget.


PARTICIPATION BY SKILL LEVEL AND AGE Figure 15: Labour Force Participation in Formal Training

80% of businesses (n=24) reported that their labour force

particiated in formal training over the past 12 months.


Figure 16: Labour Force Participation in Informal Training

When asked whether their labour force participated in

informal training, 84% (n=27) reported that their labour

force did participate.


No, 38%

Yes, 63%

No, 61%

Yes, 40%

No16%

Yes84%

No, 20%

Yes, 80%


A total of 1,961 employees from 24 businesses participated in formal training and a total of 716

employees from 27 businesses received informal training. In terms of skill level, the majority of

employees receiving formal training were medium-skilled (n=935) from 17 businesses, followed

by high-skilled (n=906) from 20 businesses, and lower-skilled (n=135) from 5 businesses.

Employers most commonly reported that between 5 and 10 employees of medium skill

participated in formal training (8 employers), while the most commonly reported for highly-skilled

employees was between 3 and 4 (7 employers). Between 5 and 10 low skilled employees were the

most commonly reported by 2 employers.

The majority of employees receiving informal training were low-skilled (n=347) from 6 businesses,

followed by high-skilled (n=253) from 21 businesses, and medium-skilled (n=116) from 18

businesses. Employers most commonly reported that between 1 and 2 employees of high- skill

participated in informal training (7 employers), while the most commonly reported for medium-

skilled employees was between 5 and 10 (6 employers), and low-skilled employees participated in

higher numbers of between 21 and 50.

Figure 17: Skill Level of Labour Force Participation in Training

Skill Level Formal

Training

Informal

Training

Low-skilled employees 135 347

Medium-skilled employees 935 116

High-skilled employees 906 253

Total Employees 1976 716

In terms of age, the majority of employees receiving formal training were between 25-50 years of

age (n=801) from 24 businesses, followed by 587 employees between the ages of 51 and 64 from

12 businesses. A large number of employees less than 25 years of age also received formal training

(n=543) from 10 businesses. Employers reported that small groups of employees (3 or 4, and 5 to

10) between the ages of 25 – 50 years old participated in formal training.

The majority of employees receiving informal training were between the ages of 25-50 years old

(n=420) from 23 businesses, followed by 151 employees between the ages of 50 and 64 years old,

and 151 employees less than 25 years old. Employers most commonly reported that a few (1 to 2

employees under the age of 25) participated in informal training (6 employers ), and an additional

6 employers indicated that between 5 and 10 employees between the ages of 25 and 50

partcipated. 3 businesses reported that between 1 and 2 employees over the age of 65 received

informtal training, and 5 employers indicated that between 5 and 10 employees aged 51 – 64

years old received trained.


Figure 18: Age of Employees in Training

Age (years) Formal Training Informal Training

Less than 25 543 151

25-50 801 420

51-64 587 151

65 and over 37 46

Total Employees 1968 768

TRAINING CONTENT Businesses indicated that job specific technical training (n=22) and organisational health and

safety (n=18) were the most common types of formal training, occurring weekly or monthly,

followed by business planning (n=4) and information and technology (n=3). Similarly, businesses

also indicated that job specific technical training (n=26) and organisational health and safety

(n=19) were the most common types of informal training, occurring weekly or monthly, followed

by social skills development (n=13) and business planning (n=11). A detailed breakdown of content

areas within the ‘other’ category can be found in Appendix A.


Figure 19: Delivered Content for Regular Training


A small number of businesses indicated that business planning, including management and

leadership training (n=9) and green skills development (n=8) were the most common types of

formal ‘one off’ training, followed by accounting and finance (n=6), human resources (n=5), and

social skills development (n=5). In comparison, the most commonly reported informal ‘one off’

training events were undertaken by just 6 businesses for business planning (including

management and leadership training) and 6 businesses for entrepreneurship related training,

followed by information and technology (n=4), accounting and finance (n=4), research and product

development (n=4), and marketing and promotion (n=4). A detailed breakdown of content areas

within the ‘other’ category can be found in Appendix A.

4

1

1

2

3

2

0

0

18

22

0

5

0

3

0

11

6

6

4

3

5

1

1

19

26

7

13

9

5

2

0 5 10 15 20 25 30

Business planning (includingmanagement and leadership…

Marketing and promotion

Research (including marketresearch) and product…

Accounting and finance

Information and Technology

Human Resources

Legal courses (IP, patents etc.)

E-Commerce

Organizational Health andSafety

Job-specific technical training

Language courses

Social skills development

Entrepreneurship relatedtraining

Green skills development

Other

Regularly (weekly/monthly)Informal

Regularly (weekly/monthly)Formal


Figure 20: Delivered Content for One-Off Training


When asked about preferences for informal training for low-skilled employees, informal job

specific technical training was most favoured by 6 respondents, followed by language or

communication coaching by 3 respondents. 17 respondents identified job specific technical

training as a preferred for informal training for high to medium skilled employees, followed by

social skills development (11 respondents), and business planning (10 respondents).

9

5

2

6

2

5

1

2

2

2

2

5

3

8

3

6

4

4

4

4

3

2

2

3

1

2

3

6

3

3

0 2 4 6 8 10



Research (including marketresearch) and product…



Human Resources


E-Commerce

Organizational Health andSafety


Language courses


Entrepreneurship relatedtraining


Other

One-off (specific need) Informal

One-off (specific need) Formal


Figure 21: Preferred Content for Informal Training


DELIVERY MODES As detailed below, the most common formal training delivery modes that occurred ‘all of the

time’ included on-the-job training (n=6), off-the-job training (n=5), training outside the business

(n=4), providing formal qualifications (n=2), training by accredited trainers (n=1), and in-house

training (n=1).

10

8

5

2

2

3

1

0

2

17

7

11

6

2

1

0

0

0

0

0

0

0

1

6

3

6

0

1

0 5 10 15 20



Research (including marketresearch) and\nproduct…



Human Resources

Legal advice and services (IP,patents etc)

E-Commerce

Organizational Health and Safety

Job-specific technical training (e.g.advice on utilization of new plant…

Language or communicationcoaching


Entrepreneurship related training(e.g. brainstorming about opening…


Low-skilled

High-Medium skilled


Figure 22: Delivery Modes for Formal Training


TRAINING OUTCOMES The most frequently cited business outcomes from formal training included upgraded skill levels

(n=26), followed by increased competitiveness (n=25), and increased productivity (n=25).

Businesses were also asked about outcomes for the industry sector and the region. The most

commonly cited outcome for the industry sector included increased market positioning (n=4) and

increased competitiveness (n=4). The most common outcome for the region was increased

productivity (3 respondents), increased market positioning (3 respondents), increased

competitiveness (3 respondents), and mitigation of environment (3 respondents). Detailed

responses for the industry sector and for the region are available for review in the Appendix.

The most commonly reported business outcomes from informal training was upgraded skill levels

amongst employees (25 respondents). Other commonly referenced outcomes were increased

competitiveness for the business (23 respondents) and increased market positioning for the

business (22 respondents). Note that the most commonly reported outcome was related to the

business, few responses were recorded for the industry or the region. Detailed responses for the

industry sector and for the region are available for review in the Appendix.

6

5

1

4

1

2

18

18

16

18

10

16

0 5 10 15 20

On-the-Job (during workinghours)

Off-the-job (training awayfrom the individuals…

Within the business (in-house)

Outside the business (e.g. atan external training provider)

By accredited trainers

Providing formal (nationallyrecognized) qualifications

Most of the time

All the time


Figure 23: Business Outcomes


TRAINING NEEDS Figure 234: Unmet Training Needs

55% of respondents (18 businesses) indicated

that there were training activities they needed

but did not access.


The most common areas of training that were not carried out included job-specific technical

training (n=14) followed by business planning, including management and leadership training

(n=8). Human resources (n=7) and information and technology were also frequently cited (n=7).

21

19

22

23

25

2

15

7

2

25

14

22

25

26

9

19

9

3

0 10 20 30

Increased productivity

Increased innovation(new/improved…

Increased Marketpositioning (local,…

Increasedcompetitiveness

Upgraded skill levels

Increased levels ofeducation attainment

Increased levels oftrainers expertise in…

Mitigation ofenvironment/contributi…

Other

For business - formal

For business - Informal

No, 46%

Yes, 55%


Figure 245: Content Areas for Unmet Training Needs


MOTIVATORS Sixteen businesses reported that formal public incentives at a national level were motivators to

undertake training and skills development. Two businesses indicated that regulations at the

national level also motivated training and skill development.

Figure 256: Public Incentives / Government Programs


Seven businesses reported that collective agreements were motivators to engage in training and

skills development. Other motivators included formal activities and services within industry

sectors (n=19), and informal services and activities offered through the Chamber of Commerce

(n=7).

0

8

1

3

3

7

7

14

1

3

5

2

2

1

0 2 4 6 8 10 12 14 16

Accounting and Finance

Business planning (including management and…

E-Commerce

Entrepreneurship related training


Human Resources






Research (including market research) and…


Other

16

1

1

2

2

0

0

0

0 5 10 15 20

National (country specificgovernment programs)

Regional (regional programs)

Local (council / local governmentprograms)

Country regulations (e.g. traininglevies, training\requirements)

Informal

Formal


Figure 267: Private Incentives


Businesses most commonly reported that informal business network activities (n=12), local

network activities (n=6), and informal value-chain business activities (n=7) served as motivators to

engage in training and skills development.

Figure 28: Value-Chain Business Activities


Adjustments to environmental impacts (n=14) was the only formal incentive that prompted more

skills and training development activity from respondents than other informal incentives. Informal

incentives included informal job/position adjustments (n-21), the informal need to increase

employee skill level (n=25), and service requirements (n=26).

7

19

1

1

11

7

0 5 10 15 20

Collective agreements (tradeunions)

Industry sector associationservices/activities

Chambers of Commerceservices/activities

Informal

Formal

4

2

2

7

12

6

0 5 10 15

Value-chain business activities

Business networks activities

Local networks activities

Informal

Formal


Figure 279: In house incentives


15

22

17

8

14

17

22

3

16

26

20

14

11

21

25

2

0 5 10 15 20 25 30

Production needs

Service requirements

New product / servicedevelopment

Adjustments to financialconstraints

Adjustments to environmentalimpacts

Job/position adjustments

Need to increase employee skillslevel

Other

Informal

Formal


EXTERNAL FUNDING Figure 30: External Funding

Just over half of respondents (51% or

20 respondents) reported that they

and their employees have been

successful in securing external funding

for training.

Reasons for not accessing external

funding were provided by two

respondents: one cited difficulties in

applying and the arduous reporting

requirements, while the other cited

lack of ready access to skills centres.


Figure 31: Funding Sources

Ten businesses reported that

funding came from ‘other’

sources. Provincial funding was

the second most common funding

source (20% or 4 respondents).

The responses included in the

‘other’ categories charted below

are detailed in Appendix A.


No, 49%

Yes, 51%

Federal funding

(e.g. Canada Jobs Grant),

15%

Industry Association

funding, 15%

Other, 50%

Provincial funding,

20%


Figure 282: Impact of External Funding Sources

Respondents provided the following responses when asked how external funding related to the

kind and amount of training they were able to access.

TRAINING PARTNERS Colleges were the most commonly referenced formal training partner (n=12), followed by private

training providers (n=6), and industry training organizations (n=5). Commonly referenced informal

training partners include local community organizations (n=8), and businesses from value-chain

(n=4). A detailed breakdown of the names of the organisations can be found in Appendix A.

Figure 293: Training Partners

5

4

12

1

0

0

0

2

1

6

1

1

2

0

2

0

0

2

4

0

1

2

8

2

0 2 4 6 8 10 12 14

Industry Training Organizations / Sector…

Universities

Colleges

Trade Unions

Community Futures

Chambers of Commerce

Businesses from value-chain

Government departments

Private Consultants and paid advisors

Private training providers

Local community organization

Other

Informal

Formal



In terms of informal training, co-workers were the most commonly cited learning partner with

high importance (n=28). Clients (n=14) and Suppliers (n=13) were also cited as learning partners

with high importance

Figure 304: Learning Partners


BARRIERS TO TRAINING The most commonly cited barriers for high to medium skilled employees was the lack of time /

impossible to interrupt production (n=17) and the difficulty in accessing training due to loaction or

suitable time (n=16).

Barriers for low-skilled employees include the lack of time/difficulty in interrupting production

(n=4), and the difficulty in assessing enterprise needs (n=1).

28

13

14

1

1

0

0

0

2

5

4

11

1

0

9

6

6

8

6

5

2

2

10

1

7

0

0

3

3

7

5

2

2

0

1

3

5

5

0

0 5 10 15 20 25 30

Co-workers

Suppliers

Clients

Consultants

Competitors

University researchers

College researchers

Businesses from the sameindustry clusters


Industry associations


Informal networks

Other

Low

Medium

High


Figure 315: Barriers to Accessing Desired Training


Of the responses received, 23 indicated that business planning (including management and

leadership training) were the most anticipated training needs over the next 3 years. Other areas of

future training include job-specific technical training (n= 22) and organizational health and safety

(n= 17).

9

1

1

17

6

6

5

4

7

16

4

0

0

0

4

1

1

0

0

0

2

2

0 5 10 15 20

High costs/too expensive

People recruited with skills needed(initial training sufficient)

Lack of public financing

Impossible to interruptproduction/no time

Difficult to assess enterprise needs

Staff not willing to participate intraining

Training is too difficult to implement

Risk of poaching after training

Too difficult to identify suitabletraining providers

Too difficult to access training(location; availability at a suitable…

Other

Low-Skilled

High-Medium skilled


Figure 326: Future Training Needs


When asked to describe their future training needs, respondents provided the following response.

Figure 337: Future Training Needs

5

23

2

7

9

8

10

22

2

4

11

17

7

8

2

0 5 10 15 20 25


Business planning (including management &…

E-Commerce

Entrepreneurship related training


Human Resources



Language courses




Research & product development (including…


Other


INNOVATION AND RESEARCH & DEVELOPMENT

RESEARCH & DEVELOPMENT Figure 3834: Research and Development

63% of businesses reported that they do engage in

research and development (24 respondents).


Figure 39: Innovation and Research and Development

Budget

32% of respondents (8 respondents) indicated that

they also have a budget for innovation and research

and development.


Of the 5 respondents that provided information on the size of their budget for innovation and

research and development, budgets ranged from $1,000 – $5,000 to a high of $251,000 -

$1,000,000.

Figure 40: Innovation and R&D Budget

Note: 5 respondents

INCENTIVES FOR RESEARCH AND DEVELOPMENT / INNOVATION The most commonly cited incentive that motivated businesses to undertake innovation were

largely internally driven. Service requirements (n=24), new product / service development (n=22)

and production needs (n=20) were the most frequently cited motivator to incite innovation. New

product / service development (n=11) and production needs (n=10) were also the most commonly

cited as the primary motivator for inciting research and development.

1

1

1

2

0 0.5 1 1.5 2 2.5

$1K - $50K

$51k - $100k

$101K - $250K

$251K - $1,000K

No, 37%

Yes, 63%

No, 68%

Yes, 32%


Figure 351: Incentives for Research and Development


4

2

2

3

2

5

2

3

4

2

2

10

9

11

4

9

3

4

2

2

0

0

1

0

5

1

2

2

1

0

20

24

22

11

12

14

9

5

0 5 10 15 20 25 30

National (country specific governmentprograms)

Regional (regional programs)

Local (council / local governmentprograms)

Country regulations (e.g. training levies,training\nrequirements)

Collective agreements (trade unions)

Industry sector associationservices/activities

Chambers of Commerce services/activities

Value-chain business activities

Business networks activities

Local networks activities

Foundations activities

Production needs

Service requirements

New product / service development

Adjustments to financial constraints

Adjustments to environmental impacts

Job/position adjustments

Need to increase employee skills level

Other

Innovation

R&D


BARRIERS TO INNOVATION / RESEARCH AND DEVELOPMENT Figure 362: Barriers to Innovation / Research and

Development

18 businesses (75%) indicated that they have

experienced barriers to innovation / research and

development.


Figure 373: Barriers to Innovation / Research and Development

When asked to describe the barriers they have experienced, respondents provided the following

response.

Research Partners

21 respondents indicated that co-workers were the most important research partner in their

research and development efforts. Clients (n=17) and suppliers (n=11) were also frequently cited.

No, 25%

Yes, 75%


Figure 384: Importance of Research Partners


21

11

17

4

3

3

1

0

0

0

0

0

3

6

2

7

1

1

1

0

2

1

0

0

0

6

1

0

3

2

2

2

1

2

2

3

0 5 10 15 20 25

Co-workers

Suppliers

Clients

Consultants

Competitors

University researchers

College researchers

Businesses from the sameindustry clusters


Industry associations


Informal networks

Low

Medium

High


FUNDING FOR RESEARCH AND DEVELOPMENT / INNOVATIONS Figure 395: External Funding

53% or 16 respondents indicated that they

have secured external funding for innovation

and research and development.


Figure 406: Source of Funding

External funding came primarily from

federal sources (13 respondents or

87%) such as IRAP, SHRED, and

MITACS.


No, 47%

Yes, 53%

Federal funding ,

87%

Industry Association

Funding, 0%

Other, 13%

Provincial Funding,

0%


When asked to describe the impacts the external funding has had as it relates to the kind or

amount of innovation and R&D undertaken, 14 respondents provided comments.

Figure 417: Impact of External Funding

TECHNOLOGY & INNOVATION Respondents rated their businesses performance against a number of determinants of innovation

capability. Leadership culture (n=24)and regeneration (ability to learn from earlier experiences)

(n=24) were both rated excellent by respondents. The skills and knowledge of employees (or

employees ‘know-how’) was also rated as excellent by 23 respondents, as was the vision and

strategy of the business (n=23). Areas rated as poor include exploiting external knowledge (n=12),

‘enablers resources’ (i.e. human, financial, technological resources that make innovations

possible) (n=10), and ideation and organizing structure(i.e.structures and systems that successful

innovation required) (n=10).


Figure 48: Business Performance


Level of knowledge was highest for CNC machining (computer numerical control aka. robotic

matching) to cut/etch/shape metals, acrylic and other materials (n=20). Areas with the lowest

level of knowledge was in the area of robotics (n=27), prototype / new product development /

product methodology (n=27) and prototype / new product business methodolgy (n=24).

0

0

1

1

0

1

0

1

0

5

7

10

7

12

5

4

10

6

24

22

19

23

18

24

8

17

23

0 5 10 15 20 25 30

Leadership culture

Work climate and well-being

Ideation and organizing structure(structures and systems that successful…

Know-hows development (skills andknowledge of employees)

Exploiting external knowledge

Regeneration (ability to learn from earlierexperiences)

Individual activity (innovation capability ofemployees to consider new ways of…

Enablers resources (human, financial,technological resources that make…

Vision and strategy

Excellent

Moderate

Poor


Figure 49: Level of Knowledge


TECHNICAL TRAINING AND/OR ACCESS TO EQUIPMENT Businesses most frequently indicated that they would highly benefit from training and/or access to

design software (e.g. CAD, Adobe, Solidworks) (n=14). Other areas where training or access was

frequently and highly cited include CNC machining (computer numerical control) (n=13), materials

testing and analysis (n=10), manufacturing software (n=10), and operations software (n=11). A

medium level of benefit was most likely seen from digital fabrication (new technology and trends)

(n=18), and operations software (n=11). The areas with the lowest benefit were new product

development / management (n=16) and the supply chain management system (n=16).

11

7

20

7

6

7

5

14

14

11

15

7

5

8

14

19

9

17

27

27

24

0 5 10 15 20 25 30

Emerging digital technologies and trends

3D printing and scanning

CNC machining (computer numericalcontrol aka robotic matching) to…

Internet of Things (machines talking to oneanother / advanced automation)

Robotics

Prototype / new product developmentproduction methodology

Prototype / new product businessmethodology

Low

Medium

High


Figure 50: Technical Training and/or Access to Equipment


14

11

10

2

4

7

7

6

6

3

10

7

9

9

13

4

4

9

11

7

8

4

10

10

7

10

18

6

6

5

17

10

12

10

6

9

14

16

16

8

9

10

11

9

11

14

11

8

7

13

15

0 5 10 15 20

Design software (CAD, Abode,Solidworks, etc.)

Operations software (CNC platforms

Manufacturing software (cutoptimization, etc.)

Supply chain management system

New product developmentmanagement

Internal prototyping (items tomakes process better)

Inventory management systems

Automation system review anddesign

Process efficiency systems

Digital fabrication new technologyand trends

Materials testing and analysis

Prototype / new productdevelopment production…

Prototype / new productdevelopment business…

3D printing and scanning

CNC machining (computernumerical control aka robotic…

Internet of Things (machines talkingto/instructing machines, advanced…

Robotics

Low

Medium

High


When asked to describe any related training, tools, or supports they might need, 19 respondents

provided the following comments.

Figure 421: Related Training, Tools, or Supports

NEW PRODUCTS, PROCESSES AND/OR TECHNOLOGIES Figure 432: Introducing new products, processes

and/or technologies

19 respondents (70%) indicated that they have

made changes over the past 12 months, or are

planning to do so over the next 12 months that

would see the introduction of new products,

processes, and/or technologies.


11 respondents indicated that in the past 12 months they had adopted new processes and

adopted new technologies. Change most frequently occurred incrementally as reported by 9

respondents, in comparison with just 1 respondent indicating that change had occurred radically,

or as one big change at one time. Incremental change most frequently occurred with the adoption

and adaptation of new technology (4 respondents respectively) and through the adoption of a

new process.

No, 30%

Yes, 70%


Figure 443: Changes undertaken


7 respondents indicated that in the coming 12 months they anticipate adapting new technologies,

and 6 more respectively anticipate adopting new technologies and new processes. Interestingly

when it comes to how future change will occur, 9 respondents anticipated that the change would

occur incrementally; while the same number anticipated that the change would be radical. The

most number of respondents (n=11) anticipated that the adoption of new processes would be a

process that occurred with one big change (radical).

Incremental change most frequently occurred with the adoption and adaptation of new

technology (4 respondents respectively) and through the adoption of a new process.

4

4

4

5

11

9

5

11

9

1

3

1

2

4

2

1

4

4

0

0

0

0

1

0

0

0

0

0 2 4 6 8 10 12

New product - Developed

New product - Adopted

New product - Adapted

New process - Developed

New process - Adopted

New process - Adapted

New technology - Developed

New technology - Adopted

New technology - Adapted

Radical

Incremental

Last 12 mos


Figure 454: Future Changes


When asked to describe their motivations for past or current changes / innovations, 29

respondents used the following words to describe that response.

3

2

1

3

6

4

3

6

7

0

0

1

2

4

5

1

2

2

4

5

4

5

11

5

4

9

7

0 2 4 6 8 10 12

New product - Developed

New product - Adopted

New product - Adapted

New process - Developed

New process - Adopted

New process - Adapted

New technology - Developed

New technology - Adopted

New technology - Adapted

Radical

Incremental

Next 12 mos


Figure 465: Motivations For Change


APPENDIX A: DATA TABLES

COMPANY INFORMATION

Figure 1: Industry Classifications (detailed)

221122 Electric Power Distribution 1 3%

236110 (CAN) Residential building construction 1 3%

236210 Industrial Building Construction 1 3%

236220 Commercial and Institutional Building Construction 1 3%

237990 Other Heavy and Civil Engineering Construction 1 3%

238220 Plumbing, Heating, and Air 1 3%

238990 All Other Specialty Trade Contractors 1 3%

3211 Sawmills and Wood Preservation 1 3%

321113 Sawmills 2 5%

321213 Engineered Wood Member (except Truss) Manufacturing 1 3%

321919 (CAN) Other millwork 1 3%

322110 Pulp Mills 1 3%

323111 Commercial Printing (except Screen and Books) 1 3%

326199 All Other Plastics Product Manufacturing 1 3%

327991 Cut Stone and Stone Product Manufacturing 1 3%

331491 Nonferrous Metal (except Copper and Aluminum) Rolling,

Drawing, and Extruding 1 3%

332510 Hardware Manufacturing 2 5%

3329 Other Fabricated Metal Product Manufacturing 1 3%

332913 Plumbing Fixture Fitting and Trim Manufacturing 1 3%

33324 Industrial Machinery Manufacturing 1 3%

333318 Other Commercial and Service Industry Machinery

Manufacturing 1 3%


4181 Recyclable Material Merchant Wholesalers 1 3%

541330 Engineering Services 4 11%

541360 Geophysical Surveying and Mapping Services 1 3%

541370 Surveying and Mapping (except Geophysical) Services 1 3%

541420 Industrial Design Services 1 3%

541611 Administrative Management and General Management

Consulting Services 1 3%

541714 Research and Development in Biotechnology (except Nano

biotechnology) 1 3%

541745 Scientific R&D services 1 3%

541850 Outdoor Advertising 1 3%

541990 All Other Professional, Scientific, and Technical Services 1 3%

562910 Remediation Services 1 3%

813930 Labor Unions and Similar Labor Organizations 1 3%

Survey Participants:40 Number Participants Responding To Question:38

Figure 1b: Industry Classifications

221 Utilities 1 3%

236 Construction of Buildings 3 8%

237 Heavy and civil engineering construction 1 3%

238 Specialty trade contractors 2 5%

321 Wood product manufacturing 5 13%

322 Paper manufacturing 1 3%

323 Printing and related support activities 1 3%

326 Plastics and rubber products manufacturing 1 3%

327 Non-metallic mineral product manufacturing 1 3%

331 Primary metal manufacturing 1 3%

332 Fabricated metal product manufacturing 4 11%

333 Machinery manufacturing 2 5%

418 Miscellaneous merchant wholesalers 1 3%

541 Professional, scientific and technical services 12 32%

562 Waste management and remediation services 1 3%

813 Religious, grant-making, civic, and professional and similar organizations 1 3%

Figure 2: Economic Regions Covered

Count Perce

nt

Castlegar 4 10%

Creston 1 3%

Fruitvale 1 3%


Grand Forks 1 3%

Nelson 8 20%

Rossland 2 5%

Slocan Valley 1 3%

Trail 18 45%

Cranbrook 4 10%

Total 40 100%

Survey Participants:40

Number Participants Responding To Question:40

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