Simon Barlow is the managing director and founder of Rye Demolition
In today’s difficult economic climate, it may seem strange to some to spend money on hiring new people, but for companies of all sizes, especially within the built environment industry, acquiring skilled labor is vital, not only for future growth, but for its very survival.
With 225,000 more construction workers needed by 2027, according to the Construction Skills Network, many business leaders and their management teams will naturally consider taking on apprentices with the aim of turning them into employees and plugging gaps of skills This benefits both parties, especially as learners gain valuable skills and experience that will lead them to a rewarding and well-paid career.
“The good news is that 90% of apprentices stay in their workplace”
However, it is important to understand that hiring an apprentice is a serious responsibility and should never be taken lightly, especially when dealing with young people entering the world of work for the first time. That’s why it’s important to understand if you have the time, commitment and resources to hire an apprentice.
By keeping the following points in mind, you can decide whether you are “learner ready” or not. If it’s the latter, delay your hiring plans until you’re ready to do so.
Be a mentor: Can I be available when needed to provide support?
Last year, 20 per cent of apprenticeship starts were for young people aged 19 and under, according to the House of Commons briefing paper, Learning policy in England. Unlike older, often more experienced people, younger learners can act like the proverbial fish out of water when placed in a work environment for the first time. They will require a lot of supervision and support to ensure they meet the high standards of your company and customers.
The responsibility is to take the time to explain how a task should be done and then work closely with them until they are confident enough to do it on their own. This may take you away from other important activities, but if you can prioritize your learner’s needs, you will accelerate their learning and create a stronger bond, which is better for everyone in the long run.
Patience is a blessing: Learners make mistakes but always deserve respect
We all know that working within the built environment can be fun, challenging and rewarding, but on the other hand, there are often times when it is high pressure, time intensive and technical. For a novice learner unaccustomed to the hustle and bustle of a play, it’s easy to misinterpret an instruction, with results ranging from the comical to the dire. When mistakes are made in times of stress and frustration, you may forget you’re dealing with a newbie and react in a way that won’t convert.
Do not do it. It’s unprofessional, intimidating, and will likely lead to lower productivity or even resignation from your learner. From the very beginning, you have to be ready for the trash. Treat them as teaching opportunities, so your learner can learn from their mistakes. Also keep in mind that their inexperience and ability to mold means they can be trained to meet exactly the demands of the job you need. If patience is not one of your character traits, then supervising an apprentice may not be right for you or them.
Advance notice is notice: what should I expect?
Apprentices are not ordinary workers. They are with you to learn and train for a specific job, but are also expected to study for at least 20% of your working hours off-site, usually at a college, university or with a training provider. This is important to keep in mind when scheduling tasks for your work week. You will still have to pay their wages during this time and may even have to consider paying another worker to do their work if you haven’t planned ahead. Finally, you need to pay for the time they spend training and studying for their apprenticeship in addition to their salary, but it is possible to receive government funding to help with these costs. In fact, it could be financed up to 95 percent, depending on your situation.
But this is an investment. In the medium and long term, the return on investment of your time in your training can be remarkable. You’re likely to develop a loyal, well-trained employee who is invested in the business and wants it to succeed as much as you do.
Goodbye is such a sweet sorrow—your apprentice might decide to move on
Unfortunately, there is no guarantee that any trainees you acquire will be retained once they have completed their training. This is frustrating for any business, but for smaller ones, it can be especially difficult given the time and money spent on training that could have been spent elsewhere. The good news is that 90 per cent of apprentices stay in their workplace after completing an apprenticeship, according to the government. Learning websiteso the risk of them going elsewhere is minimal, especially if you’ve paid attention to the tips outlined in the first three steps.
