ROUNDTABLE | NEXT GENERATION
Transparent development paths, regular development discussions, and learning and development opportunities are important.
How can companies structure mentorship programmes that actually work in the real world? CG: It requires a level of commitment from mentors because it takes time out of their day. Mentors have to be in good performance standing and want to help others grow. You need a structure for how mentoring goes, including a cadence to meetings, and mentors must be trained in what a good mentor looks like and know what are good things to share. The process also needs to be monitored through regular check-ins and there needs to be a clear goal. KB: Commitment on both parts is a necessity. There must be a defined structure for what they will be learning, and guidelines on how they will learn it. Without that, there is no way it will work. You need to know what road to drive down, or you’ll never get to where you’re going. And a management review or a scorecard is required so that the effectiveness of mentorship is based on more than just an opinion. MN: The best programmes are simple ones: clear expectations, the right mentor match, time set aside for learning and honest, open conversations. When mentors share their own stories and walk mentees through practical situations step-by-step, learning becomes much more meaningful. And that works both ways! JD: Effective mentorship programmes combine multiple training approaches rather than relying
52 Summer 2026 |
ochmagazine.com
on a single method. Blended learning paths are one of the most effective ways to structure training and mentorship. That can include online learning, simulation-based training and instructor-led instruction. Online learning helps build foundational knowledge, simulators can reduce risk while people develop skills and instructor-led training gives companies flexibility to address individual needs and specific skill gaps. CL: Mentorship works best when it’s structured and intentional. Clear expectations, suggested meeting schedules, discussion topics and goal-setting templates help keep both mentors and mentees on track. Check-ins and feedback loops also make a big difference. When done thoughtfully, mentorship not only develops talent but also strengthens company culture and builds future leaders.
How are automation, remote monitoring and smart controls changing skill requirements? KB: We are starting to feel the impact of AI in this industry, and I think we are just seeing the tip of the iceberg. Over the next five years that landscape will completely change. We need people with soft skills and an understanding of how AI works and how it can help them to do their job more effectively. Those people will have an advantage over those who don’t.
We are not seeing equipment specifically using AI necessarily, though some manufacturers use AI in cameras and monitoring, with some influence on processes and workflows. We are seeing more entry-level automation. The technology is a lot more affordable now, so we are seeing base level collision avoidance, zones in production facilities that can be blocked off to prevent cranes carrying loads over them, and some fully automated systems where someone just enters data and tells the crane where to go and what to do. MN: Technology is becoming a bigger part of everyone’s job, but you don’t need to be an engineer to succeed. What’s important is being open to learning digital tools and understanding how data helps us make better decisions. Automation and remote support simply mean that teamwork and communication are even more important than before.
What are the biggest retention challenges for young professionals in this industry? KB: There is not a lot of patience in the current workforce for growth. They won’t work for 15 years and wait their turn, they want growth quickly, they want a defined career path with a clear direction and they want clear steps to reach the next level. CG: One sticking point is that people want to be able to grow and move around the company fast. It is hard to get people in the first place,
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