Inspiring the next generation of apprentices

13 March 2015

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To have a sustainable pipeline of successful apprentices it is vital that we make apprenticeships meaningful, says Sweett Group' James Grinnell.

The well documented skills shortages across the construction industry, have given rise to more and more organisations exploring the route of apprenticeships. The National Apprenticeship Service state that in 2014 28,640 individuals were on an apprenticeship in construction, planning and the built environment.  

The attraction of apprentices into the industry is only the first stage of closing this skills shortage. Of far more significance is the way in which organisations structure and deliver their apprenticeship programmes. If we are to inspire the next generation, and have a sustainable pipeline of successful apprentices, it cannot be underestimated the importance of making the apprenticeship meaningful. 

"The key for any apprenticeship is meaningful work. Having an apprentice should be seen as an opportunity for a company to promote rounded knowledge that does not exist in the rest of the workforce."

Our Millennial generation are confident and ambitious in their careers, and organisations must manage this carefully. Giving work opportunity is not enough in itself to motivate and retain apprentices. Organisations must be able to clearly map out longer term career paths, whether in technical or leadership routes.

The apprenticeship is the time to do this, ensuring that from the earliest stages apprentices can see their long term future in the business, and take time to consider the options available.

Providing a framework to support them on this journey is pivotal to maintaining engagement and commitment. The Millennials, now more than ever, are a generation where constant feedback and support is needed. Having a dedicated and trained mentor for each apprentice, is a way in which they can receive the support and guidance they need throughout the formative stages of their career, helping to shape their understanding of the career pathway they may wish to take. 

In itself however, providing a career pathway, and a mentor, is a lonely existence for an apprentice. There is no peer group to share learning, to share frustrations, or to test ideas. Organisations should consider carefully how they will cultivate a cohort environment.

A collaborative approach is high on the agenda for younger people, and providing a platform, such as regular group training, Q&As with senior practitioners, fellow apprentice networking, or group site visits are ways in which a bond can be formed across the apprentices. 

The key for any apprenticeship is meaningful work. Having an apprentice should be seen as an opportunity for a company to promote rounded knowledge that does not exist in the rest of the workforce.

"Organisations should consider carefully how they will cultivate a cohort environment."

Secondments or placements in different departments, the chance to shadow different roles, and the chance to work on different projects does not just boost their engagement, but also makes them a more rounded employee.

Having a workforce that understand the complexities and challenges of each department can only stimulate innovation and collaboration, and can only be good for continued business success. 

James Grinnell, Head of Human Resources at Sweett Group, Europe