A report about the importance of the first 100 days of an apprenticeship sheds light on why our apprentices are not finishing, and what to do.

A Guide to Managing the First 100 Days of an Apprenticeship was released last year based on a study by the Australian Industry Group in which they tracked 70 apprentices and compiled the results to produce a best practice guide.

Clear from the report, and stated by Chairman Brian Kerwood, "The first 100 days are the most important to the welfare and development of a new apprentice."

The report outlines that even though we have more than 400,000 apprentices on their way to becoming qualified trades people, there are many who have left the system. This situation makes it even more difficult to attract new apprentices and trainees into the system who, rightly or wrongly, have expectations which are not being met by employers.

Generational perceptions

Interestingly, the report also notes the outcome of several round table sessions in which employers declare that "Y Generation members have expectations that do not match those of the current workforce."

It's well recognised by demographers that Y Generation presents unique challenges. It's also a controversial grouping of people born in the 1980s and 1990s. Obviously, employers have little to gain by over emphasising differences. After all, Generation Y are the children of most baby boomers (those born between 1946 and 1964) and inhabit many households - so they are not complete strangers to most people.

It is more productive to accept differing expectations as a sign of change and a sign that we need to act accordingly and the report outlines valuable ways in which businesses can do this.

Looking closely at the findings of the report, revealed both employers and apprentices had similar needs and expectations.

The report notes on page 15, that apprentices expected supervisors to be patient, knowledgable, have demonstration skills, give guidance, clear instructions and display respect and good understanding in training. One could argue this is the right of any new employee in any job in this day and age.

It then states that supervisors expected apprentices to be able to listen and learn, be reliable, follow basic instructions, not to expect too much at once, and have a positive attitude. Again, it could be argued that all employers seek these qualities in employees whether they be in corporations or small entities. So, are they going wrong in selection?

At this point is it worth declaring that the AIGroup's research project consisted of only male participants and the findings cannot be assumed to represent the needs of many females employed as apprentices, or those who do the employing through their own small-medium businesses or large corporations. But this report is an important start and its recommendations can be applied regardless as a means of achieving best practice.

Employment processes

The most common issues for apprentices and the key threats to completion serve as important lessons for employers. They are low pay and difficult travel requirements. Whilst a work site may often be beyond the control of employers, it is fair to say that pay rates are firmly controlled by businesses employing apprentices. It is well known that decent wages are a key part of motivating and retaining staff in all areas of business and that regarding apprentices as cheap labor may have a damaging effect.

The guidelines stipulate that being clear about these matters is of uttmost importance if employers are to attract and keep quality apprentices - this includes being upfront with wages and overtime requirements when offering the apprenticeship. Stating whether the firm is flexible or not in regards to hours, holidays, travel requirements and training options during the offer is also vital for helping the apprentice make a decision to accept the offer or not.

This is a key factor in managing expectations during the development, selection and coordination of apprentice positions.

For supervisors, several important employment and selection issues were found to impact the quality of apprenticeships in the first 100 days. Many of them said that apprenticeships and trades jobs were outside the normal HR and recruitment functions of their business, there was lack of preparation for the apprentice's start, poor job descriptions and limited or no induction processes.

The guide addresses this by providing tips on how to apply these basic tenents of human resource management to trade-based roles in the same way that job design, induction and preparation are undertaken for office, management and other operational roles in the same businesses.

Whilst the findings may point to an admission that many businesses do not rate trades skilled roles highly enough in their businesses to make it part of HR, the guide is an essential tool to address this in any environment.

I encourage all employers, parents, careers advisors and supervisors to read the report and take part in improving Australia's trade skills opportunities.

Regards,

Brian Wexham
Chief Executive Officer
The Institute for Trade Skills Excellence