apprentice-performance

Stop Losing Good Apprentices — Here’s a Smarter Way to Start

Wed, 28 May 2025 23:00:33 GMT

BUILD YOUR WORKFORCE RIGHT.

Screen Smarter. Reduce Turnover.

When an apprentice drops out, it’s not just frustrating—it’s costly.
Between training, materials, instructor time, and lost opportunity, each apprentice who leaves your program early can cost $15,000 to $30,000 . And with dropout rates reaching up to 50% in some programs, the impact adds up quickly. But here’s the thing: the problem usually isn’t your training. Most programs offer great instruction and hands-on experience. The issue often starts much earlier—with how candidates are selected in the first place.

Why Good People Still Leave

Most programs still rely on traditional tools like basic tests or informal interviews to choose who gets in. But these tools don’t always capture what really matters on the job-site—things like mechanical thinking, work ethic, grit, or how well someone understands what life in the trades is really like. If candidates come in unprepared or not fully committed, it’s no surprise when they leave halfway through the program. That’s hard on instructors, hard on budgets, and hard on your pipeline of future talent.

Small Shift, Big Results

More and more programs are realizing that a smarter, more thoughtful screening process can make a huge difference. By helping applicants understand the demands of the job ahead of time—and by using consistent, structured ways to evaluate readiness—programs are seeing:

Fewer early dropouts
Better classroom and field performance
Less wasted time and money
More engaged and successful apprentices

It’s Not About Changing Your Training—Just Who Gets to Start It

Your instructors are already doing great work. The question is: are you giving them the right people to work with?

Improving how you screen applicants helps set everyone up for success. And it protects your investment—financially and culturally.

Want a Better Way to Start Strong?

That’s what we do at Apprentice Performance Solutions (APS) . We help union apprenticeship programs screen smarter, so you can reduce dropout rates and make sure your candidates are truly ready for what’s ahead.

Download our free ROI Calculator to see how much your program could save each year.

Let’s help you build your workforce right—starting at the very beginning.

Have questions? Reach out to Jackie Dixon anytime at
�� JDixon@Breslin.biz | �� 510-329-6499

The Invisible Job Hazard

jainsworth@breslin.biz (Jaime Aainsworth ) — Mon, 13 May 2024 16:58:14 GMT

NO MORE SUCK IT UP

A LITTLE MORE BY ALL OF US

A LITTLE MORE FOR ALL OF US

I have one. And I bet you do, too. Someone in our family and friend circles who is struggling. Someone who is up against it. Someone who is dealing with some form of mental illness and is either working on it or it is working against them.

In our industry, nobody wants to talk about it. "How about those Niners?" is as deep as we want to go, especially on the job site. A male-oriented industry where wearing your ego on your sleeve and your body armor over your emotions is the norm. Tough business. Tough people. Tough times? Tough shit. Suck it up.

The numbers on this challenge tell a story that we as leaders must act upon.

19% of US workers surveyed rate their mental health as poor or fair.
Employees with marginal mental health miss 4x as many days of work
The highest concentration of those with mental health issues, particularly depression and anxiety, are those under 30.
According to the National Alliance for Mental Illness, these issues cost employers $47.5 billion in lost productivity each year.

And that is why construction is always ranked either number one or two each year for occupations where people commit suicide. I find that fact disturbing and tragic. So, let's break it down: This industry proclaims safety as its number one foundational value. We spend time, effort, and a lot of money on it. Wear your PPE. Lift with your knees. Wear your harness. Secure your ladder. Get that chinstrap for your hard hat. But where is the emotional fall protection? Where are the care and empathy for an industry where so many people are so obviously struggling? Is safety about rules, compliance, and Cal-OSHA, or is it about doing the right thing for the man or woman in the workplace? What if the most dangerous hazards are not the ones easily seen or heard? It is no wonder that construction is up there on the scale of suicide and mental illness. Right at the top with military combat veterans and first responders. Why? Similar cultures. Similar challenges.

Don't show weakness.

Don't ask for help.

Hide vulnerability with humor or silence.

Numb it with alcohol or drugs.

Pretend it doesn't exist.

Jobsite safety without psychological and emotional safety is hypocritical at best and bad business at worst. But the truth is that this is not a business issue, impact, or cost. It is a matter of human impact and cost. It is incumbent on us as leaders to foster workplace cultures that are more open, considerate, and proactive. It is vital that the employees of our organizations know that they can be open to discussing their challenges, asking for resources or help, or offering the same to those with whom they work.

Yes, I have one in my own family. And you likely do, too. It is even likely that many of you reading this yourself have had times of personal struggles. So how about we don't turn a blind eye to it anymore? How about we accept that safety needs to be more encompassing and humanistic? A focus on mental health in the workplace and the job site is not a heavy lift; it is truly just a little extra effort by all of us, for all of us.

The Crucial Role of Financial Literacy in Completing Apprenticeship Training

Tue, 26 Mar 2024 20:49:09 GMT

Apprenticeship puts talented young people on the fast track to a great career without college debt, right? But we've all seen it happen: Good young talent gets a few dollars in their pocket, but before long, they find themselves over their heads.

Let's consider some typical examples…

Can't Scrape By. The first hurdle for apprentices is the lower wage early on. The challenge of managing living expenses on a limited budget has led many apprentices to drop out simply because they couldn't make ends meet.
Temptation. Hey, wouldn't it be great to get a new (or at least a new-to-you) truck?
The Lull. Big projects finish, things are quiet for a while, but the savings aren't there to pay the rent and see them through to the next job.

Poor financial management is not a one-in-a-million fluke – it's a real trap that many apprentices fall into. But the industry can do something about it by training apprentices on the basics of financial literacy.

Here are the core elements to help your apprentices manage their money to make the most of their careers.

1. Budgeting Basics

Mastering the art of budgeting is foundational for anyone, especially apprentices managing limited cash flow. It involves tracking income and expenses, identifying areas for savings, and setting spending limits to ensure financial stability and growth. By budgeting for essentials and using a budgeting app to track spending, apprentices can save up some money while still being able to do their leisure activities.

Resources: You Need a Budget (YNAB) is an excellent online tool offering practical advice and effective digital assistance for budgeting. Empower also handles investments.

2. Smart Saving

Saving money is crucial for preparing for future needs. Smart saving strategies help apprentices set aside a portion of their earnings regularly, no matter how small, which eventually grows into a substantial financial cushion.

Resources: The 52-Week Money Challenge is a popular and easy way to get started with saving money and seeing how quickly it grows. The 15% rule – allocating 15% of each paycheck to savings and spending the rest as necessary – is also simple and highly effective.

3. Understanding Credit

A good understanding of how credit works enables apprentices to use it to their advantage — building a credit history while avoiding the pitfalls of debt accumulation by making small, manageable purchases and paying off the balance monthly.

Resources: The Consumer Financial Protection Bureau (CFPB) and Credit Karma are invaluable for learning about credit management and monitoring credit scores.

4. Investing in the Future

Investing is not just for the wealthy or people trying to get rich on meme stocks and Bitcoin; it's a powerful tool for anyone looking to grow their wealth over time. Apprentices can benefit from understanding basic investment principles, starting early to take advantage of compound interest.

Resources: Investor.gov and financial management websites like NerdWallet provide beginner-friendly guides on investing, highlighting the importance of early contributions to retirement accounts.

5. Debt Management

Effective debt management is key to financial health for apprentices who've spent beyond their means. Learning to manage debt wisely can help avoid the stress and financial strain that comes with overburdening debt loads.

Resources: Non-profit credit counseling services and financial websites like Bankrate.com offer strategies for managing and reducing debt. They provide tools for calculating debt repayment scenarios and advice on managing debt without sacrificing other financial goals.

Incorporating basic financial training into apprenticeship programs is a win-win for training centers and apprentices. Even just a one-hour curriculum on financial literacy can make a significant difference. By fostering financial literacy, we're not just building solid tradespeople but also financially savvy individuals prepared for both professional and personal success.

Are You Supporting Your Apprentices' Well Being?

Fri, 20 Oct 2023 16:46:18 GMT

Every training director knows that the best apprenticeships go beyond the basics. But what if we told you that there's a dimension often overlooked, one that could elevate your program from good to outstanding? Between learning the tools and techniques, there's another key factor: the well-being of the apprentice. Training centers not only create skilled workers but also cultivate well-rounded individuals. Let's explore how training centers can merge personal well-being with building professional skills:

More Than Just Skills: The Two-Fold Duty of Training Centers

Let's take a look at two apprentices: Tom and Steve. Tom has steadily improved his skills on the tools. But there’s a noticeable drop in performance when he gets stressed or feels down. On the other hand, Steve is naturally skilled but often feels overwhelmed by team dynamics. This is where the importance of well-being comes in. If training centers also focus on helping them learn to balance their mental and emotional states, Tom and Steve can thrive. Helping them learn this balance is a pivotal role of training centers.

Blueprints for Success: Building Better Apprentices

Here's a deeper dive into key strategies that can make a marked difference for your apprentices:

Regular Check-Ins

Periodic checks aren't just about assessing progress in getting the skills and experiences they need. For instance, consider a monthly "What About You Wednesday" where trainers sit down with apprentices check in with apprentices and see what’s going on in their lives. Such conversations can unearth important concerns, like serious challenges in balancing work, studies, and personal life. That provides the opportunity to jump in and provide timely support and guidance before concerns become problems.

Work-Life Balance Workshops

Balance is key for sustained productivity and health. Organizing workshops featuring guest speakers who've mastered balance in the demanding construction world can be enlightening. These sessions can offer practical tips, like how Skyler manages his demanding work schedule to ensure quality time with his young family.

Conflict Resolution and Communication Skills

Building structures is one thing; building relationships is another. By hosting role-playing sessions, apprentices can practice navigating workplace conflicts. Imagine a scenario where two apprentices, Jose and Aisha, disagree on hhow to handle an important task. This gives them a safe space to practice resolving issues while fostering better communication skills.

Mental Health Resources

Providing access to professional mental health resources can be a game-changer. Say an apprentice like Sam is grappling with serious personal issues; making sure that he has an easy way to get the help he needs can provide immediate relief and guidance, ensuring his personal struggles don't block his path to professional success.

Wrapping It Up

In training apprentices, it's not just about teaching the trade. It's equally about teaching people to live their best lives within the trade. By focusing on their skills and well-being, we're crafting a stronger, more resilient future for the construction industry.

Apprentice Programs: Beyond Craftsmanship. Creating Well-Rounded Individuals for Life's Challenges

Thu, 21 Sep 2023 20:51:01 GMT

Apprentice training programs are renowned for shaping the next generation of builders and craftsmen. They provide aspiring apprentices with the technical know-how, hands-on experience, and mentorship they need to excel in the industry. But have you ever wondered about the broader impact of these programs beyond construction sites? It turns out that apprentice programs don't just build structures; they also mold individuals, equipping them with valuable personality traits that pave the way for success in their professional careers and personal lives.

In this blog, we'll explore how apprentice programs foster six key personality traits and how these traits transcend the workplace, benefiting apprentices in managing their personal lives.

1. Adaptability: Mastering the Art of Flexibility in a Changing Landscape

Imagine standing on a construction site, poised to begin your workday, only to have it interrupted by a sudden deluge of rain. Situations like this are commonplace for construction apprentices, serving as a real-world classroom for adaptability. This skill is just as applicable in everyday life, where plans can change in the blink of an eye, requiring you to adapt without missing a beat.

2. Teamwork: The Cornerstone of Cohesive Relationships

The construction industry thrives on successful collaboration. Apprenticeship programs teach the art of teamwork through experiences like jointly erecting a scaffold. Such teamwork skills are equally vital in interpersonal relationships, be it at family functions or group activities, where harmonious interactions and shared responsibilities are key to success.

3. Problem-Solving Skills: Tackling Life's Complexities with Ease

When construction apprentices face unexpected equipment failures, their problem-solving skills come to the forefront. This skill is transferable to various aspects of personal life, empowering individuals to navigate challenging situations—whether repairing a malfunctioning home appliance or gracefully resolving conflicts in relationships.

4. Communication: Fostering Authentic and Effective Interactions

Clear and precise communication is not just a job requirement—it's a lifesaver in construction. Similarly, effective communication is the linchpin of strong personal relationships. The ability to articulate complex tasks or ideas at work translates into the equally important skill of expressing feelings and listening attentively in intimate conversations.

5. Work Ethic: A Steadfast Commitment to Personal Excellence

Punctuality, dedication, and proactive behavior are the hallmarks of a strong work ethic in the construction industry. These traits resonate in personal pursuits like maintaining a consistent exercise regimen or investing in lifelong learning. A strong work ethic is the foundation upon which personal growth is built.

6. Initiative: Proactively Navigating the Path to Personal Development

Apprentices are encouraged to take the reins on their own development, seek out opportunities, and learn from experienced mentors. In one's personal life, this resembles the proactive pursuit of self-improvement, be it through adopting a new hobby, setting personal milestones, or fulfilling life ambitions.

In Summary: Apprentice Programs Build Complete Individuals, Not Just Skilled Craftsmen

Apprenticeship programs in the construction industry don't just manufacture skilled workers; they mold individuals with exceptional qualities. These attributes, honed through rigorous training and guided mentorship, are universal life skills. They serve as invaluable tools in building resilient, well-rounded personalities capable of conquering a range of professional and personal challenges. As apprentices graduate from their programs, they take with them more than just job-ready skills. They carry the invaluable traits of adaptability, teamwork, problem-solving, communication, work ethic, and initiative. These are life's Swiss Army knives, aiding individuals in navigating the multifaceted challenges that life inevitably throws their way. Apprenticeship programs, therefore, offer more than vocational training—they provide a comprehensive education for life.

The Greatest Lesson You Can Teach Your Apprentice

Tue, 29 Aug 2023 23:12:06 GMT

P icture this scenario:

John is a construction apprentice who’s been given a new task he’s never faced before. It’s a big challenge for him and he doesn’t really know how to get it done.

Now let’s take a look inside John’s head. We might find him thinking one of two ways: Using a fixed mindset or a growth mindset. People typically tend to use one or the other – and the difference has a lot to do with our success in training great apprentices.

People with a fixed mindset believe that their capabilities are set. In other words, everyone has their strengths and weaknesses and there’s no real way to change that. Bad at math? Nothing’s going to make you not be bad at math for the rest of your life.

People with a growth mindset believe they can level up. They think if they can practice and get help, they’ll get better at math even if they’ve struggled before.

Enough with the definitions. Let’s go back to what’s going on in John’s head and look at the impact of the fixed and growth mindsets.

If John has a fixed mindset, he’s going to get frustrated with his new task as he struggles with it. His confidence drops. “Maybe I’m just not cut out for this,” is something that’s going to go through his head. Maybe, if that thought occurs to him often enough over the weeks and months, he loses heart and quits. If he doesn’t quit, he’ll probably always want to work on the tasks he thinks he can do well and do his best to avoid those where he’s not confident.

If John has a growth mindset, he’s going to look at this new task as a challenge and be eager to take it on. He recognizes that he’ll make mistakes but knows that he’ll learn from them and grow his overall skill set. He’ll see it as a chance to get better and seek help from more experienced people around him. He’ll be resilient to the difficulties he encounters along the way.

Anyone choosing between the two is going to want “growth mindset” John. And here’s the key: Mindset isn’t fixed. Apprenticeship programs can help their apprentices adopt a growth mindset with all the benefits that it brings.

Here are some simple approaches you can use to create a growth mindset in your program:

Learning from Expert Mentors

We’ve talked about the value of mentorship before. Mentors aren’t just another kind of instructor, but someone who can provide support and share their own experiences with setbacks and how to adapt to them. They can talk about challenges they’ve faced and the solutions they learned, helping apprentices quickly learn valuable lessons secondhand.

Sharing Real-Life Stories from the Program

Your program has no shortage of apprentices who started off slowly but worked hard and became great construction professionals. Have them tell those stories or have your instructors do it. Highlight how determination and guidance helped them get to where they are. The message of the growth mindset is that anyone can succeed if they’re willing to try hard, make mistakes, and learn – and the living examples are all around your apprentices today.

Turning Mistakes into Insights

Share stories of overcoming early mistakes. For example, Sir James Dyson had an idea for a vacuum cleaner and built 5,127 prototypes before getting it right. Encourage apprentices not to dwell on the “messing it up” aspect of their mistakes, but to identify lessons to be learned and strategies for improvement. This builds resilience and a habit of learning from experience.

Setting Goals and Tracking Progress

Encourage your apprentices to set long-term goals and break them down into shorter-term goals and steps. Track their progress with them and celebrate their achievements. This helps apprentices make the connection between effort, growth, and success in their own careers.

Embracing Challenges and Feedback

Finally, encourage your apprentices to take on different challenges and expand their range of skills and experiences. Have them seek constructive feedback from mentors and colleagues along the way. Building a habit of taking on new challenges and learning from feedback now will ensure that they continue to grow and develop as they mature into construction professionals.

Mindset is a powerful force that apprenticeship programs can harness for tremendous benefit. Want a can-do attitude and a culture of persistence? Build a growth mindset in your apprentices and watch it happen.

Breaking Ground

Mon, 24 Jul 2023 19:03:41 GMT

Helping More Women Begin Careers in Construction

Imagine a snowball at the beginning of its journey downhill: the growth is small at each turn, but the potential is huge.

That’s what we’re looking at with women in cons truction. Not even three years ago, 13.4% of construction workers were women. Fast-forward to June 2023 and the proportion is 14%. Now, some might argue that a 0.6% increase isn’t huge, but in terms of raw numbers, we’re looking at thousands of women choosing a career in the trades.

That’s a good thing. The more talented people applying for apprenticeships, the easier job we have of bringing in great workers and raising the quality of our workforce.

So, how do we get that snowball rolling faster? Since we’ve all heard the old advice, let’s look at three newer strategies to get more women into construction.

Creative Sourcing. While no job is exactly like construction work, some have useful similarities. For example, farm work requires hard, physical labor, working with machinery, and a willingness to get dirty.

One apprenticeship director we know noticed similarities in nursing home aides’ jobs, too: These workers start their days early, work in loud environments, and do a lot of heavy lifting, as well. The list of similar jobs goes on – it just requires some creative thinking.

Once you know what you’re looking for, search jobs websites like Indeed or ZipRecruiter for people in your area who have these experiences. You may find a lot of people receptive to your pitch.

Outreach. We know many apprenticeship programs that are trying get the word out everywhere they can about the opportunity of a Union construction career.

The good news is that it works: a study by the National Association of Women in Construction found that 72% of women in construction said they were first exposed to the industry through outreach programs.

If your outreach programs aren’t attracting women, consider tailoring your messaging and initiatives to spread the word more effectively.

Tailored Programs. This strategy is a deeper dive… If you’re not getting enough women into your apprenticeship program, try to learn why that is. An easy start is to survey the women currently in the program and get a sense of what changes might make it easier for other women to join in.

It could be as simple as better outreach. It could be providing options for online, hybrid, or part-time courses that better fit women’s schedules and challenges. We’ve seen programs make lots of different types of adjustments and see positive results.

You may not have to make big changes for your changes to have big effects, but you do need to know where to start – and that comes from asking the questions.

There’s great talent out there, looking for the right opportunity. And we all know the incredible opportunity of a career in Union construction.

As more women build careers in construction, more women will see their success and consider the possibilities for themselves. Our job as an industry is to get that snowball rolling faster – for everyone’s benefit.

Setting Expectations and Saving Apprentices

Thu, 22 Jun 2023 21:26:31 GMT

In our recent survey of apprenticeship programs, we found that approximately 20% of apprentices quit or get expelled in the first two years. That’s a big hole in the buc ket for an industry that is desperate for all the good, young talent it can get.

Is it because the job is so tough? Possibly. But it’s not like apprentices didn’t know that going in, right? Maybe… But maybe not.

You Want the Truth? You Can’t Handle the Truth!

In the rush to attract applicants, it seems foolish to bring up all the reasons someone might not like a job. Why say anything to dissuade anyone when it’s so hard to attract them in the first place? There are much more exciting things to talk about.

Applicants have their own ideas about what’s important to them in a job. We’ve all spoken to applicants who have a million questions about health insurance, retirement plans, and all the benefits of a career in union construction – yet they don’t have a particularly clear idea of what the trade actually does.

And then there are the ones who make it to the end of the interview and say, “So I’m not so good with heights. Is that a problem?” Or, worse, the ones that don’t even own up to it. They figure they’ll find a way out if and when someone hands them a harness and points up… way up.

Why Not Let Them Figure It Out for Themselves?

We all know that a career in construction requires hard work, long hours, and working through harsh and challenging conditions. Working outside in the worst weather? Yes, it happens. Getting yelled at on the job? We’ve all been there. And we’ve all been through much worse, too.

But how much do your apprenticeship applicants really know about that side of construction work? And how much does it really matter?

Setting realistic expectations during the apprentice selection process matters a lot. Why? Because if someone has unrealistic expectations, they’re going to react strongly when they get hit hard and weren’t warned about it. And when those unexpected hits keep stacking up, that’s when they start to think, I don’t need this.

Across industries, statistics on people who quit jobs show that nearly 50% do so within the first six months. That’s when they’re new at the job and are deciding whether they should stick with it or move on. And in a time of historically low unemployment, they know they’ve got options.

The Solution: Level with Your Applicants, but Do It the Right Way

Here's the fix: Just tell them what to expect, both good and bad. In the hiring industry, it’s called giving applicants a realistic job preview (RJP, for short). As long as we fail to do this with our apprenticeship applicants, it will haunt us.

A realistic job preview is a balanced look at a career in construction and life as an apprentice. It tells your applicants, “Here’s what to look forward to and what to be ready for.” In the end, it’s treating them like adults who should be fully informed before they make a career decision – a decision that also impacts the trade.

At APS, we believe in providing an RJP early in the process, before testing or interviewing. Why? Because if someone is going to recognize that this isn’t the career for them, it’s best if they do it before they have any skin in the game. In other words, before they’ve put significant effort into getting hired.

Will you lose applicants? Yes… a few. But those are mainly going to be applicants who recognize that they’re not right for the job. The vast majority of applicants will really appreciate you leveling with them and see it as a positive sign of your professionalism.

Everyone W ins

So, does it work? Yes, it does. Apprenticeship programs we’ve worked with find that the RJP makes a real difference, and not just in turnover rates. Program directors report that applicants enter interviews better informed about the apprenticeship and what to expect. They’re also more serious about the program in general.

Lower turnover and better-prepared apprentices deliver a significant plus for an industry that desperately needs fresh talent. And all it takes is setting the right expectations.

Supporting Mental Health in Apprentice Training

Fri, 26 May 2023 18:06:00 GMT

Construction work demands physical strength but let us not overlook the significant impact it can have on the mental well-being of apprentices. It's time to highlight this crucial aspect of their well-being and explore why it should be a top priority. The Centers for Disease Control and Prevention found that construction has one of the highest suicide rates by population, with a staggering rate of about five times higher than the general population. This translates to 53 suicides per 100,000 workers. These statistics serve as a wake-up call to the mental health challenges prevalent in our industry.

In this blog, we will delve into the mental toll that construction work can take on apprentices, discuss the implications of unaddressed mental health issues, and present compelling reasons why providing mental health resources and initiatives should be a cornerstone of apprentice training schools.

Building Support Systems: Just as sturdy scaffolding supports a construction structure; apprentice training schools must establish robust support systems for their students. Creating a safe and nurturing environment where apprentices feel comfortable discussing their challenges and seeking help is essential. Mentorship programs, counseling services, or peer support groups can serve as pillars of support. These systems will provide apprentices with the necessary foundation to address their mental health concerns effectively. When apprentices feel supported, they can better manage stress, anxiety, and other mental health issues, ultimately leading to improved well-being and increased productivity.

Raising Awareness: Construction projects often involve high-pressure deadlines, long hours, physically strenuous tasks, and a demanding work environment. These factors can contribute to stress, anxiety, and other mental health challenges. By organizing awareness programs, apprentice training schools can shine a spotlight on mental health, reducing the stigma and encouraging apprentices to seek help when needed. Workshops, guest speakers, and informative resources can empower apprentices with knowledge and open the doors to meaningful conversations. By fostering a culture of understanding and support, we can create an environment where apprentices feel safe and comfortable discussing their mental health concerns.

Providing Access to Resources: Just like a well-equipped toolbox helps us tackle any construction task, apprentice training schools should ensure that apprentices have access to mental health resources. This could include offering counseling services, providing online platforms with mental health resources, and sharing information about local support networks. By making these resources readily available, we equip apprentices with the tools they need to proactively manage their mental well-being. Providing access to mental health resources demonstrates a commitment to the ho listic development of apprentices and sets them up for success both personally and professionally.

Prioritizing mental health in apprentice training schools is not just an option; it's a necessity. The high suicide rates in the construction industry serve as a stark reminder of the mental health challenges faced by apprentices. By acknowledging and addressing these challenges, we can create a supportive and resilient construction workforce. When mental health is valued, apprentices can perform at their best, learn effectively, and contribute to a positive and thriving work environment.

Let us commit to building a culture that values mental health, where apprentices can thrive and succeed personally and professionally. By implementing robust support systems, raising awareness, and providing access to mental health resources, we pave the way for a brighter future in the construction industry.

Leadership Basics For Gen Z (And You)

Mon, 24 Apr 2023 23:08:03 GMT

As an apprentice leader, it's important to invest time in training your apprentices in basic leadership tactics. Gen Z is fantastic at communicating and connecting with technology, but they may lack the necessary skills for interactive leadership in person. By sharing these strategies with your up-and-coming millennial leaders, you can help them develop the basic leadership behaviors and tactics that are often overlooked by young people.

First things first - good leadership is about more than just title, power, education, or authority. It's also about how you carry yourself and how people see you interact with them and others. Here are some tips you can share to start your leadership training:

Remember that good leadership behavior is sometimes subtle. It can be a combination of manners, style, communication, body language, and self-awareness.

Take the time to greet everyone by name when you enter a room or come to a job site. Stand up and greet people when they enter a room and have a firm, straightforward handshake.

Maintain excellent eye contact with people and try to avoid looking at your cell phone every two minutes.

Make people feel good about themselves when they're around you. Ask lots of questions and listen actively instead of trying to prove you're the smartest person in the room.

Don't overreact too strongly to anything good or bad, and try not to interrupt others when they're speaking.

Be positive and encouraging in your interactions with others, and give praise and recognition whenever it's warranted.

Developing good leadership skills is a journey, not a destination. By training your Gen Z apprentices in basic leadership tactics and behaviors, you can help them become effective and respected leaders in their own right. Investing in their development now will pay dividends down the road as they take on increasing responsibilities and become a driving force for success in your organization.

Raising the Bar for Apprentice Interviews

Mon, 27 Mar 2023 20:40:05 GMT

Best Practices for Avoiding Bias

So, you're gearing up to interview some apprentice candidates - That's awesome! But before you jump right in, let's talk about why being fair when interviewing is so important.

Listen, we all have biases, whether we realize it or not. But, when it comes to interviewing, those biases get in the way of fairly evaluating the candidates. It's not just about finding a good person - it's about finding the best person for the job. And, if you're not being fair, you might miss out on some truly talented individuals while also creating unwanted liability issues for a program trying to do its best.

Let's look at some interview and hiring studies - One study found that resumes with "white-sounding" names were more likely to get a callback than those with "black-sounding" names. And "male-sounding" names were more likely to get a callback than "female-sounding" names. That's pretty messed up. But it's also a reminder that our biases can often affect important decisions, even when we're not aware of them.

So, what can your program do to be fair w hen interviewing apprentice candidates?

Tip #1: Use structured interviews. Structured interviews are like a recipe for fairness; you ask the same questions in the same order for every candidate. This helps avoid unfair comparisons between candidates and prevents personal biases from sneaking in. On the back end, you have to have objective scoring, and it cannot be "hey, I really like that candidate" without some idea of the foundational elements that go into the evaluation process. 

Tip #2:   Ask open-ended questions. Avoid leading questions that steer candidates towards a particular answer. Instead, ask open-ended questions that encourage candidates to provide detailed answers in their own words. This will give you a better sense of their skills, potential, and personality. Think of it like fishing – give them a line and let them reel in the answer.

Tip #3:  Establish clear evaluation criteria and use this in discussing the final determinations of candidate eligibility. Before the interview, establish clear criteria for evaluating candidates before the interview, and share them with the panel. This can help ensure that all candidates are evaluated on the same criteria. Think of it like setting up a game – everyone knows the rules, so everyone has a fair shot at winning. And when making final decisions, have the discipline to stay on that criteria .

Tip #4:  Avoid stereotypes. Don't make assumptions based on the candidate's gender, race, or socioeconomic status. Everyone deserves a fair chance to succeed, regardless of their background. Think of it like a box of chocolates (said Forrest Gump) – you never know what you're going to get, but every piece is worth trying.

Tip #5:  Train interviewers. Make sure all interviewers are trained on best practices for avoiding bias and provided with guidance on how to conduct fair and unbiased interviews. Think of it like training for a marathon – with practice and preparation; you can improve your skills and perform at your best.

By being fair in your interviews, you're not just doing the right thing - you're also helping to build a more diverse and skilled workforce. And that's something we can all get behind.

Setting Gen Z Up for Success in Construction: The Importance of Clear Expectations

Tue, 28 Feb 2023 00:04:16 GMT

With unemployment rates at historic lows and Baby Boomer retirements continuing, the construction industry is in a battle to bring in Gen Z workers. It’s about more than just getting warm bodies onto the job site – Gen Z has unique skills and fresh perspectives that can help the industry thrive if given the right opportunity. But with the high turnover rate in the industry - a whopping 26.7% - attracting and retaining these young workers has become increasingly difficult.

So how do we do it? We don’t necessarily need complex strategies and a TikTok presence. One simple approach is setting clear expectations for Gen Z workers. Let’s dive into why such an obvious idea is so important.

Gen Z workers crave structure and guidance. So when expectations are unclear, it can lead to confusion and misunderstandings – and we know that can be problematic for this group. By being clear about what we expect, what they’re doing right and wrong, and encouraging two-way communication, we can help them feel more confident and empowered in their roles. And that will keep them happy and productive.

Let's explore three simple approaches that expand on this idea.

Clearly Define Roles and Responsibilities - Think of it like a recipe - the job description is your ingredient list, and it outlines everything the Gen Z worker needs to know to be successful in their role. By providing a detailed list of responsibilities upfront, you're giving them a roadmap to follow, which can help them stay on track and feel more confident in their abilities.

Provide Regular Feedback - Gen Z has a bad reputation for seeking out praise. While they appreciate praise (who doesn’t?), what they really want is feedback. It can help your Gen Z workers understand how they're doing, what they're doing well, and where they can improve. Gen Z is highly adaptable, tech-savvy, and driven to succeed, and they understand that feedback is an important part of personal and professional development. Keep it constructive and positive, and your Gen Z workers are more likely to feel motivated and engaged.

One key is to focus on specific examples of what they're doing well and what they can improve on. If they're doing something wrong, don't just tell them - show them how to do it right. And praising them for their hard work and progress will help your feedback go that much further.

Encourage Questions and Open Communication - Encouraging Gen Z to ask questions and voice their concerns can help them feel more comfortable and confident in their roles. When they feel like they can come to you with anything, it can help them better understand your expectations and what they need to do to succeed in their job.

This idea is bigger-picture than just being open to their questions: By creating an environment of open, two-way communication, you’ll foster a sense of teamwork and collaboration that can lead to better business outcomes. When your Gen Z workers feel like they can contribute to the success of the organization, they'll be more engaged and motivated to do their best work.

The Bottom line - Setting clear expectations is a simple but critical strategy for attracting and retaining Gen Z workers. By providing a structured and guided work environment, companies and unions can help this critical group feel more empowered and confident in their roles and make everyone more successful in the end.

The Power of Mentorship: How Construction Apprentices can Benefit from Guidance and Support

Fri, 27 Jan 2023 22:40:07 GMT

Hiring and retaining apprentices who have what it takes to succeed in the construction industry has never been easy. Now, however, the challenge is much harder: With an average turnover rate of 25%-30%, the competition for top talent – even just decent talent – is fierce, and many companies struggle to find and keep the apprentices they need to grow their businesses. One way to stand out from the crowd and attract more and better talent is to be the organization that shows a personal interest in developing apprentices and helping them launch their careers.

Apprenticeships are all about teaching: teaching the trade, teaching leadership, teamwork, safety, and more. But mentors create a personal connection that help people to shine: You may not remember everything about your apprenticeship, but you remember the people who took an interest and gave you the advice and opportunities that made a difference.

What do mentors do for apprentices? Here are a few important examples:

A mentor can offer the guidance, support, and valuable industry insights to help apprentices navigate the challenges of the construction field and develop the skills they need to succeed. Sometimes it’s offering guidance on the technical aspects of the trade, but more often it’s about helping them understand and make their way through the complexities of the job and the workplace. A seasoned mentor can help an apprentice see the big picture, connect it to what they’re experiencing, and figure out what to do.
Mentors help apprentices develop the soft skills they need to succeed in the industry. For example, mentors can teach apprentices how to communicate effectively with other team members and management. They teach how to problem solve and how to manage conflict. Most apprenticeship programs teach these skills too, but having an experienced mentor to help work through the apprentice’s own real-life challenges makes a big difference.
Mentors can also provide apprentices with a sense of belonging and camaraderie. Construction can be a challenging and often a solitary profession. Mentors can provide apprentices with support and a sense of community that can help them through the tough times. In turn, apprentices help mentors stay connected to a younger generation that can often seem different and mysterious.
Mentors can also provide apprentices with networking opportunities that can be crucial to their long-term career success. A mentor can introduce apprentices to other professionals in the industry, which can lead to valuable connections and opportunities.
Last, mentors give apprentices someone to work harder for. Many of us had a teacher or family member along the way who believed that we could do better, and we did everything we could to prove them right. Having that personal and professional connection to someone who only wants the apprentice to succeed is a powerful motivator.

With all of this said, mentoring programs are not something you can make happen just like that. But it’s easy to start small and grow your program from there:

Start by surveying apprentices and experienced Union members (as well as retirees) to see who would be interested in meeting once every week or two (in person/Zoom/phone, etc.) for an hour.
If you can, allow prospective apprentices and professionals to have short “chemistry” meetings to see if they match up well before you formalize the relationships.
Provide some simple ground rules on what kind of support mentors can and can’t offer.
Offer some ideas on how to connect and get the mentoring relationship off the ground.
Once the relationships are established, have brief check-ins every so often to make sure that meetings are happening and that both sides are finding them valuable.

To sum up, we believe that mentorship is a vital component of career development for construction apprentices – and we think that anyone who’s had a good mentor will agree. Apprentices who have access to mentoring programs are better equipped to meet the challenges of the construction industry and build a strong foundation for their careers. That means that they will stay on, catch on faster, and perform at a higher level than those without this kind of support. Just as importantly, maintaining a strong mentoring program will create a reputational difference that will help your organization become the choice instead of a choice when people are looking to start their careers.

The Abuse of Apprentices Stops Now

Thu, 08 Dec 2022 23:41:31 GMT

“I can’t believe I signed up for this s***.”

And so began a tale of stupidity, short-sightedness and tradition that reflects a broken culture and wasted talent.

The words were spoken to me by a young man after I gave a presentation to 400 young people serving their union apprenticeships. During my talk, I asked a question that I have been asking for over 10 years to well over 100,000 union craftsmen and women: “How many of you during your apprenticeship were hazed, teased, called names, given meaningless work, ignored or not taught because the guy in front of you was afraid for their job?” And in that room, like the other 200 times before, 95% of the hands slowly rose into the air.

Ninety. Five. Percent. In the year 2022. Not 1970 or 1990. Today. Now.

The young man in question approached me at the end of my presentation. He waited until everyone else had left. He told me he had military leadership experience. He had seen and done more than any of his apprentice peers. He had joined a union and the apprenticeship to again be part of a team that cared about each other – but he found something entirely different.

His experiences included being degraded; given little to no mentoring or instruction; seeing his peers called names(though no one would do it to him as he had that look in his eyes); and watching poorly performing journeymen be treated with more attention and respect because they were friends with the foreman. He felt he was part of a team only when it was funny to treat the low man on the food chain poorly.

Here is the future of our business. The ideal candidate, signing up with exactly the right reasons and a perfect foundation for success…but it had only taken him two years to go from enthusiasm and belief to “I can’t believe I signed up for this s***.”

This legacy practice of mistreating and degrading apprentices needs to end now , and it is the contractors first — and the union second — who have to start taking a stand. The current crop of apprentices needs to be the very last that are ever abused in the apprentice system as a stupid excuse for developing our young talent. It is being done by insecure people who had it done to them. And it is, decidedly, over.

I know some old-school guys are going to tell me that if you don’t have thick skin, don’t sign up; if you can’t hack it, then you don’t belong. I disagree. Talent development is not about hazing or mistreatment. It is about instilling confidence, skills and belief through mentoring, guidance and coaching. This is not always common behavior in an industry that prides itself on toughness and independence. As well, many are going to say that the Millennial Generation is soft and has received too many trophies for too little effort. While some of that may be true, it doesn’t justify poor behavior at the jobsite on the part of journeymen whose pensions will someday be paid by those very same apprentices.

I would like to suggest three solutions to this challenge — one for the apprentice training staff, one for the contractors and one for the union leadership — so each can play a part in a constructive evolution going forward.

First, apprentices must be given a true picture of what they are going to face. We cannot ignore the fact that this is going to be part of their experience. In my book Survival of the Fittest (and especially in the accompanying workbook), I outline role-playing behaviors for classes to engage in and discuss. Spend ten minutes at the end of classes doing role-playing. Stand back and watch the wheels turn. How does an apprentice deal with hazing? How do they respond when told to “slow it down”? How do they ask for assistance or mentorship? How should they go about earning respect on the job? These are not technical skills but jobsite survival skills that every apprentice needs so they can get through the wringer until we change the culture.

Secondly, contractors need to draw the line: if you abuse, haze or mistreat an apprentice, you are fired. Foremen are expected to develop apprentices or at least match them to journeymen capable of maximizing their ability. Companies need to move away from the idea that apprentices are cheaper labor with limited skills and begin developing them as our future leaders and workforce. A change in mindset needs to precede a change in behavior.

Finally, unions can help by standing up for apprentices and giving them the camaraderie they were first offered. The best part of being in the trades isn’t the money; it’s the people and the work and the pride that comes with doing something that you feel is important. Sharing that with others and seeing it play out every day, with everyone having each other’s backs, is what it’s all about. Every union in North America might consider an annual “Mentor of the Year” award for the journeyman who is tops in development of apprentice talent. Make it visible. Talk about it at the hall. Put it in the newsletters. Bring the brotherhood (and sisterhood) back to union affiliation.

In summary, it is time for a change. Not every apprentice is going to make it, and we aren’t running a babysitting service. If an apprentice doesn’t have the heart and passion to be a tradesperson, maybe they need to do something else. But for every young man or woman who comes to us offering us the next 25 years of their life – their blood and sweat and best effort – we deserve to give them more. And the time is now.

HOW TO SELECT APPRENTICESHIP CANDIDATES DURING THE GREAT RESIGNATION

Fri, 11 Nov 2022 01:07:04 GMT

As the Great Resignation continues, job openings in the construction industry remains extremely high. Construction workers are quitting at a fast rate, retiring, and shifting to other industries. Unfilled job openings affect building of critical infrastructure.

Now is the time to get rid of the bad hiring habits we acquired during the past decade before they sink the union construction industry. We need to seriously reconsider recruitment and talent selection.

The key area to improvement is how we bring in apprentices. A huge effort is underway to get young people interested in our industry. Great. But I’m more interested in getting the right young people, because every new apprentice we accept will become a part of our union industry family for the next 25 to 30 years. We need to take selection much more seriously. To the extent we have standards for choosing apprenticeship candidates, they are often lax and informal.

The failure of unions and contractors to address this problem is a staggering head scratcher, especially when you consider the following:

In most cases, unions and employers will spend anywhere from $40,000 to $100,000 over the course of four or five years to train a single apprentice.
Anywhere from 10% to 40% of accepted apprentice candidates end up washing out. That amounts to tens of millions of dollars wasted on failing candidates every year.
The threshold for acceptance into a fully paid apprenticeship program is low. There might be a math test or a short interview at some point, but that’s about it. In other words, we commit to spend several years (and six figures) training someone we know hardly anything about. Contrast this with how most colleges recruit students. Every candidate must take essay explaining why they deserve the opportunity to attend school –- and if they’re accepted, they (or more likely, their parents) are on the hook for four years of tuition!
Contractors are usually not involved in selecting apprentices — the men and women they will end up hiring for the next 25 year. They sub out this crucial task to the unions. Really?!
Union construction projects typically cost 15% to 25% more than nonunion jobs. Given this sizable delta, doesn’t it make sense to select only “Top-Gun” candidates for high-quality, cost-free apprenticeship by testing, evaluating, interviewing, and screening them to the extreme

Before I give a few recommendations on how to improve recruitment, I would like to provide a case study in best practices. Here is a stark example of what it takes to succeed in today’s high-stakes business world.

My daughter’s fiancé is a nerd — a really, really smart one. He is currently working for Google. His application process at Google has included 12 interviews and countless hard-ass problem-solving exercises. When he finally reached what they call the “hiring committee” stage, Google execs grinded through the “best of the best” to decide who gets hired. That’s how it’s done. That’s the discipline and requirement to be a world-class organization. Google owns the world’s intellectual capital market, and it doesn’t settle. Ever. And neither should we.

My suggestions are short and sweet. This temporary moment of industry contraction gives us a perfect opportunity to redesign recruitment from scratch. Let’s start by doing the following:

Every candidate entering a union apprentice program should undergo extensive, fair and ranked testing and evaluation. If it’s good enough for colleges in the U.S., it’s good enough for us.
Our evaluation process should be similar to ones used by police and fire departments. Each candidate should be interviewed for at least half an hour by a team of professionals — including union contractors.
Apprentices who quit the program (not removed for cause) would be interviewed to find out what persuaded them to drop out. This information can be used to improve training and implement changes where necessary, ultimately saving hundreds of millions of dollars over the next decade.

The union construction industry can’t afford average candidates to become our foundation of talent. Not everyone deserves the “free ride” treatment that our world-class training programs provide. We need to take a more proactive approach and get contractors much more involved in the evaluation process. In today’s job seeker’s labor market, compromising on talent is still flat-out unacceptable. It’s all up to us to commit a new path forward.

LEARNING FROM FIRST RESPONDERS

Wed, 17 Aug 2022 19:11:16 GMT

How to Pick the Next Generation of Carpenters, Operators, Fitters, Electricians, Sheet metal & Iron Workers...

If it is good enough for picking first responders, it should be good enough for us. ..

Apprentice selection is time consuming, expensive, and vitally important. Selecting the right talent might be the most important way to secure union market share in the future. The financial investment of tens of thousands of dollars in each apprentice is worthy of only the best of the best. So, how do we pick winners for the unions, the employers, and the industry? By selecting candidates with focus, discipline, and a fair and equitable system.

Introducing Apprentice Performance Solutions (APS) as the most fair, validated, proven and effective way to screen apprentice candidates in the United States and Canada. The APS screening system is now used by not only unions, but top performing organizations such as the Department of Defense, National Basketball Association, the FBI and dozens of law enforcement and first responder organizations around the nation.

A combination of fair, uniform, validated and equitable screening/testing, a solid preview for candidates on what they are getting into and a brief, but highly disciplined interview process makes APS the best option for your apprenticeship candidate evaluations. Also, in an era where fairness and diversity of candidates is critical, the APS assessment has won awards for its non-biased design and results. It is time for an upgrade to make a difference in candidate sourcing.

The benefits of APS in short are the following:

Fast, online, accurate and relevant assessments predicting with high probability candidate success.
Lower drop or removal rates with training cost savings.
Better candidates with better attitudes, work ethic and jobsite behaviors.
Easier system model for Training Directors and Staff.
A validated, legal, uniform, and fair system that meets the needs of today’s hiring environment.

Leading organizations use APS. Top first responder organizations use the same assessment tools. Top law enforcement, professional sports leagues and even federal agencies all look at the same tools to screen their talent pool. If it is good enough for them, why not your organization?

Learn more by clicking here to learn more or make an appointment with our team below:

Schedule an Appointment

HOW TO SELECT APPRENTICESHIP CANDIDATES IN A CHANGING MARKET

Thu, 21 Jul 2022 21:02:02 GMT

I t is always hard to know how many apprentices to bring into the industry in changing market conditions. How many do we need? Will there be jobs for them for the next four years? How many might we lose in a market downturn? Job openings in the construction industry remains extremely high. Construction workers are still retiring and shifting to other industries. Unfilled job openings continue to impact contractors and unions building of critical infrastructure.

Now is the time to get rid of the outdated selection apprentice hiring habits we acquired during the past decades before they sink the union construction industry. We need to seriously reconsider recruitment and talent selection.

The key area to improvement is how we bring in apprentices. A huge effort is underway to get young people interested in our industry. Great. But we need to be more interested in getting the right young people, because every new apprentice we accept will become a part of our union industry family for the next 25 to 30 years. We need to take selection much more seriously. To the extent we have standards for choosing apprenticeship candidates, they are often too informal.

The failure of unions and contractors to address this problem is a staggering head scratcher, especially when you consider the following:

In most cases, unions and employers will spend anywhere from $40,000 to $100,000 over the course of four or five years to train a single apprentice.
Anywhere from 10% to 40% of accepted apprentice candidates end up washing out. That amounts to millions of dollars wasted on failing candidates every year.
The threshold for acceptance into a fully paid apprenticeship program is low. There might be a math test or a short interview at some point, but that’s about it. In other words, we commit to spend several years (and six figures) training someone we know hardly anything about. Contrast this with how most colleges recruit students. Every candidate must take the SAT or ACT and write an essay explaining why they deserve the opportunity to attend school –- and if they’re accepted, they (or more likely, their parents) are on the hook for four years of tuition!
Contractors are usually not too involved in selecting apprentices — the men and women they will end up hiring for the next 25 year. They sub out this crucial task to the union professionals who need their support.
Union wages and fringes combined are often 15% to 25%+ more than nonunion compensation. Given this sizeable delta, doesn’t it make sense to select only “Top-Gun” candidates for high-quality, cost-free apprenticeship by testing, evaluating, interviewing, and screening them to the extreme?

Before I give a few recommendations on how to improve recruitment, I would like to provide a case study i n best practices. Here is a stark example of what it takes to succeed in today’s high-stakes business world.

My suggestions are short and sweet. This temporary moment of industry contraction gives us a perfect opportunity to redesign recruitment from scratch. Let’s start by doing the following:

Every candidate entering a union apprentice program should undergo extensive, fair, a nd ranked testing and evaluation. If it’s good enough for colleges in the U.S., it’s good enough for us.
Our evaluation process should be similar to ones used by police and fire departments. Each candidate should be interviewed for at least half an hour by a team of professionals — including union contractors.
Apprentices who quit the program (not removed for cause) would be interviewed to find out what persuaded them to drop out. This information can be used to improve training and implement changes where necessary, ultimately saving hundreds of millions of dollars over the next decade.

PICK APPRENTICES RIGHT: THE RAW TALENT MATERIALS MATTER

Tue, 07 Jun 2022 17:16:14 GMT

A union construction apprenticeship has the value of most college educations. And it is provided free of charge – a major investment in the individual and industry. Unfo rtunately almost every program reports a drop rate of 10-40% hitting mostly in the first two years.

A typical program with 100 apprentices loses $150,000+ annually due to dropouts or expulsions according to APS survey 2021. For larger programs it ends up being millions of dollars in a few short years.

The top primary reasons why apprentices self remove or are bumped out out their apprenticeship:

Poor life skills
Got into it without knowing what they were in for
Lack of focus or discipline
Inadequate supervision
Harassment (New apprentice hazing and similar)
Poor performance
Difficulty balancing work and family
Not the right career
Substance abuse issues

What can you do to minimize apprenticeship drops and millions of dollars in wasted training funds? Well you have to start with the right people as the “raw material talent” for the business and then create a workplace for them to thrive.

Foster a culture that does not tolerate (the usual) apprentice hazing and harassment.
Set a strong tone from the top as to what is acceptable & what is not acceptable
Develop an anti-harassment policy
Implement an internal complaint process
Conduct regular, interactive training
Promote diversity & inclusion
Prepare apprentices for real life jobsite issues they are likely to encounter
Implement a serious screening, testing assessment and interview process at the same level of law enforcement and fire departments. Make it a real predictor of their likely performance versus finding out after the money has been spent.
(See the APS solutions for this in the links).
Develop a mentoring program especially the first year of their apprenticeship when removals or drops are most likel y
Define the program’s overall goal
Outline the mentoring process in the workplace
Select the program participants
Match mentors & mentees (and recognize the mentors with credit, awards or similar)
Provide mentorship training
Create more accessable and flexible apprenticeship training by supplementing with:
Virtual Training Options:
Microlearning - Short Burst of Training
Gamification - quick & easy
Videos - people remember 80% of what they see & do vs. 20% of what they read \
In Person Options for training:
Focus on Action Based Learning - I Do, We Do, You Do all related not only to skills training but behaviors that are going to be successful on the jobsite.
Place a strong emphasis on leadership training to encourage peer to peer support and success
Focus on Core Leadership Practices
Being a role model
Making an impact
Focusing on following a vision
Encouraging collaboration
Being positive even when the journeymen are not

While there is no one firm reason why apprentices sometimes drop out, professional screening combined with a well-rounded & engaging apprenticeship program can help reduce drops and removals. By investing resources to support these efforts, you can continuously evaluate what is most effective in supporting the success of apprenticeship completion.

The Biggest Game Changer in Recruiting Apprentices

Fri, 13 May 2022 18:00:43 GMT

More than 80% of Apprentice Programs use job fairs and their websites as their primary means to recruit apprentices. As finding talent becomes more challenging these days, it is important to expand strategies. From tapping Facebook to engaging with your current social following, social media can be helpful in talent acquisition. In fact 80% of employers use social media as a recruitment tool to reach the widest audience according to Monster Inc.

Here are four ways to leverage social media for recruiting apprentices:

Advertise openings on your Apprentice Training School website and incorporate job posting into media channels including LinkedIn, Facebook, and Twitter. You can post openings and have people apply directly through those gateways.
Use Facebook ads to help extend your reach.
Encourage current apprentices to share the post and firsthand experiences
Use social channels to show off different aspects of your apprentice school:

Twitter to educate
LinkedIn to build a brand voice and show you are a great trade training school to work with
Facebook to highlight current apprentices and work culture
Instagram to communicate workplace experiences

To learn more about other ways to recruit effectively and get support with your selection process using data driven talent selection decisions, reach out to Jackie Dixon at jackie@apprenticeperformance.com .

National Apprenticeship Talent Survey Results Are In

Wed, 20 Apr 2022 23:27:46 GMT

COMPELLING. INSIGHTFUL. RELEVANT NOW.

The National Apprentice Survey results have a lot to say about where we are as an industry – and the challenges and opportunities that we have ahead. Demand for talent but highly variable quality of candidates. Need for high retention for both talent investment and training costs controls. Need to fill open dispatch requests, but concerns about taking on B or C players. Old school ways of screening that don’t quite meet today’s standards for fairness, diversity and uniformity. And more. Apprentice Performance Solutions (APS) provides this information in service of the industry, and also offers ways to meet these challenges in a proven, cost effective, fair and equal manner. Read the report and see where your program lands. Review APS services and see if we can’t help improve your candidate selection, retention and success metrics.

7 Construction Labor Market Challenges

Thu, 17 Feb 2022 19:28:57 GMT

Influencing Factors for the Labor Shortage in the Construction Industry

The threshold of pain of recruitment is not the only leading indicator contractors need to be aware of in this market. It seems most data shows it’s going to get harder before it gets easier. Knowledge now supports action and results later...

How Apprenticeship Programs Can Build a Skilled and Diverse Workforce

Wed, 26 Jan 2022 16:24:05 GMT

In today’s tightening labor market, construction companies are relying on apprenticeship programs not only to build a highly skilled workforce but also to provide equal access to all Americans including women, people of color, and others who have encountered barriers in entering training programs. So, let’s talk about how apprenticeships can get there.

Making the workplace fair to everyone revolves around three related ideas:

Diversity focuses on working to ensure that the mix of people you see inside the organization is similar to those you would find in public, on the outside. Specifically, diversity focuses on race, ethnicity, gender, sexual orientation, and more.
Equity makes sure that everyone has the same opportunity to succeed and get ahead. That means that factors such as race, color, national origin, age, gender, sexual orientation, and so on don't play any role in whether people are hired or promoted.
Inclusion is about giving everyone an equal opportunity to contribute. The idea is that different ideas and perspectives lead to better solutions overall and should be encouraged. If everybody feels like they can speak up, be heard, and have their opinion be valued and considered, then you’re sending a message that everyone there is important.

The Importance of Diversity, Equity, and Inclusion in Apprenticeship Programs

Talent is getting harder to find. Starting in 2011, the Baby Boom generation began to retire in force. Until 2030, around 10,000 Baby Boomers will turn 65 every day. That's a major drain on the workforce that will need to be replaced with the best talent available. Add on a historically low unemployment rate and the advantage goes to those who can successfully find, develop, and keep talent.
Applicants want DEI. A survey by Glassdoor reports that three quarters of respondents said that they considered a diverse workforce as an important factor when evaluating companies and job offers. About 1 in 3 employees and job seekers (32%) wouldn't even apply to a job where they perceive a lack of diversity in the workforce.
DEI makes business sense. Research into companies that are more diverse versus less diverse reveals that diversity leads to profitability. McKinsey , for example, found that the top 25% most racially and ethnically diverse companies were more likely to financially outperform their national industry medians. A larger study of 1,700 companies by Boston Consulting Group found that those that were more diverse (especially at the top) had higher profit margins and were more successful at innovating.

The Problem

Apprenticeship programs in North America have long been challenged in building diversity. The majority of apprentices being white, and male does not reflect the demographic makeup of the U.S. workforce.

The good news is that construction isn’t the only industry facing this issue. Read on to learn about how professional sports are dealing with the same problems.

I'm a fan of the Montréal Canadiens, the most successful franchise in all of professional sports. So, when Geoff Molson, owner and president of the team, announces an overhaul to how he's going to staff the organization, I'm interested.

The team is a mess. Bad decision making by management has weakened the team on the ice and embarrassed it off the ice. They're dead last in the standings this season, a shocking fall after playing in the finals for the Stanley Cup (the NHL's championship trophy) less than a year ago.

Mr. Molson's solution to turning things around? It starts with bringing more diversity into the organization. He believes that different voices and different backgrounds in the front office will lead to better decisions.

While that might be a straightforward conclusion, it’s going to be hard to make it happen in terms of recruiting and hiring. The pool of potential candidates goes from a well-known and well-defined group (former hockey players) to theoretically anyone who has the knowledge and skills to make the team better. Where do you recruit for that? And how do you hire for a job when people could be coming from radically different backgrounds?

The Solution

If I were guiding Mr. Molson and employers of apprenticeship programs, here are some starting points I would suggest:

Don't make diverse applicants quit before they even apply. It's common to see inflated job postings that describe ideal candidates. That's a problem because a long list of lofty qualifications makes it more likely that people won't apply. Why? Because they feel they don't match up. For example, women may feel that they need to meet 100% of the listed qualifications to apply for a job, according to a commonly cited internal Hewlett Packard report . (The contrasting threshold for men is to meet 60% of qualifications.) And minimum GPA requirements may limit applications from some groups . Avoid discouraging potential applicants by narrowing job requirements down to the most critical minimum qualifications for a new hire to be ready to go on day 1.
Play the long game. Build relationships with local and national organizations such as local community-based organizations, high-schools, universities, government agencies, and non-profit organizations that are centers for diverse applicants. Build trust, send a consistent message of inclusiveness, and provide support. Ultimately, you’ll get to be a trusted partner and will move beyond taking part in scheduled hiring events to become a top-of-mind target for ongoing referrals.
Use a systematic selection process and make the most of scientific assessments. In the end, you want to select the best person for the job and remove unconscious bias from the process. Make it a lot easier by:

Having the same information and data for all candidates.
Making sure that the data you have are as objective as possible; and
Getting scientifically designed evaluations on job skills, decision making, and other personal qualities related to success in a job. This is where assessments come in.

Assessments such as aptitude tests can really level the playing field, especially for people who may have less experience or not fit a common mold but otherwise have the makings for great success. With a little help from a qualified practitioner to design and set up the assessment process, you’ll greatly increase your efficiency in hiring across candidates who would otherwise be hard to evaluate and compare.

Conclusion

Building a highly skilled and diverse workforce is a big challenge that starts with changing the way recruitment and selection has typically been done. Improved outreach and marketing efforts to underrepresented populations is a big piece of the solution. The other piece is to use a science-based selection process that focuses both on fairness and on identifying better talent.

At Apprentice Performance Solutions, we collaborate with apprenticeship programs in implementing our proprietary Success Profile System to evaluate apprentice candidates. Clients using our validated assessment along with our other tools report improvements to diversity, incoming class quality, and the rate of apprentices quitting or being expelled.

Building workforce diversity is an important goal that’s challenging many industries. Using the right approaches and tools for recruitment and selection can make that effort much easier and more successful.