Packaging Forward 2026: Supporting the Next Generation of Packaging Leaders

By Kalie VanDewater

Education and training in the packaging industry is not what it used to be, Rob McCann, tooling director for Bobst and president of the International Association of Diecutting and Diemaking (IADD), said during a panel conversation at Bobst’s Packaging Forward 2026. The event, held May 19 at the company’s Atlanta Competence Center, was geared toward connecting young professionals in the folding carton and corrugated segments, and elevating them in their careers.

McCann said that a lack of apprenticeships is among the issues this generation of packaging industry employees is facing, often resulting in them being thrust into their roles before they are ready. At best, this leads to reduced production quality; at worst, it increases safety risks.

“What we see now is on-the-job training, which most of the time just means you shadow somebody for two weeks and then it's your time to shine,” he said. “... So the problem there is, if the person that's giving the training has never received formal, actual training, then we know that with each generation we lose a bit. If they never had full formal training — and even if they did — then whatever they pass on, they lose 10%, 15%, 20%.”

The Awareness Problem

Before addressing issues on the shop floor, package printers must overcome the industry’s lack of visibility. According to Caitlin Salaverria, president of the International Corrugated Packaging Foundation (ICPF), young people entering the workforce are often unaware of career paths in packaging production or office roles, resulting in low recruitment.

“One of the biggest problems that our industry has is that awareness,” Salaverria said. “They don't know that it's even an option for them. And they don't know that you can still work in this industry as an accountant.”

Solving the Recruitment Issue

What’s needed, then, is a new approach to finding new employees and keeping them engaged in the industry.

“The source of hiring has started to shift a little, and successful employers are out there looking at maybe some unconventional places,” said Lisa Lockwood, senior engagement manager at TAPPI.

For example, Lockwood said recruitment can target recently discharged military members, who often bring strong leadership skills and teamwork experience.

Consistent targeting of trade schools and secondary schools is also crucial, Salaverria said, adding that it should never be a one-and-done approach.

“Everyone knows that they need to get into classrooms, they need to work with trade schools, they need to work with colleges,” she said. “But I think where things tend to break down is consistency and execution. … Because you'll go once, but then the relationship kind of falls apart from there. So, I think that the most important part about execution is a long-term strategy to really build that relationship.”

Addressing Retention

Once a new hire comes on board, companies must consider what they are offering to keep that employee engaged for the long term.

Rebecca Rendon, senior manager of education at AICC, The Independent Packaging Association, said it’s critical that employers tune in to what prospective employees are looking for out of their job.

“I think a lot of younger new hires are getting very intentional about asking the question when they're getting hired: Is this going to be a company that invests in me?” Rendon said. “They're looking for that longer term career versus just a job right out of college or high school or trade school. They want a path, and I think it's important that employers are providing that path.”

She noted there are several ways companies can do this, including implementing a job shadowing program, offering internships, and taking advantage of resources offered by industry associations, such as AICC’s Leadership Pathways.

Lockwood agreed that giving new hires people and resources to lean on as they get settled into the job is essential.

“It is always more expensive to hire new, so once you get somebody hired, do it right,” she said. “Spend time on them. Set them up with mentors — not just the person that's training them how to use the machine they're going to be working on, but help them find other mentors. Help them get involved in associations that are going to give them different resources than what you are providing them.”

The Role of AI and Automation

Among those resources is artificial intelligence (AI). Rendon stressed that learning to use and work with AI tools is becoming more important as the technology becomes embedded in daily life.

McCann also pointed out that AI and automation can help close some of the gaps in training. However, he said that this approach isn’t foolproof.

“The thought is that if we don't have a trained, skilled workforce, the machine can do it for us,” he said. “On one hand, there's a slight bit of truth to that, but the flip side is the maintenance and programming and the building … . If we come with a more complex machine that can do all of these things to take the place of direct labor, that's a more complex machine that's more likely to need more maintenance, which means you need a more skilled maintenance staff.”

Though technology can help support workflows where new hires may not be experienced, Rendon emphasized people remain the keystone of a successful packaging operation.

“You can invest as much as you want in technology and new equipment, but if you're not investing in the people, then that strategy is going to stall and you're not going to get the full effect,” Rendon said.