Make the most of your apprentices

How do you run a business and train an apprentice without reducing your output or compromising your profitability?

Think back to when you were an apprentice. Would you be where you are today if someone hadn’t given you a chance? Were you teachable? Did you learn fast? Did you make the most of the opportunities you were given?

It is highly likely there are young people just like you were, waiting to be given the opportunity. But before you take on an apprentice, consider the following.

Take a long-term view

Apprentices will never bring you immediate income. It’s likely that the opposite will be true – they’ll cost you.

You might be tempted to use them as cheap labour for as long as possible, to reduce costs, but doing so is actually counterproductive. It simply lengthens the time it takes for them to get up to speed and be of value to your company. Also, the right kind of apprentice won’t want to spend their days doing menial tasks, such as cleaning up, fetching and carrying; they’ll want to get on to real building as soon as possible.

They’re likely be ambitious and want to learn fast. It’s a good idea to look for this kind of person when employing an apprentice – employ for attitude, train for skill!

Training them may be more challenging and cost more initially, but they will be of much more value to you in the long-term.

Invest in teaching your apprentices on real building skills from the beginning. Don’t see them as a source of cheap labour, look to their longer-term value.

Teach your team to train

Just because a builder is trade-qualified, doesn’t mean he is competent to train an apprentice. Some are naturals, but others find it difficult.

Training and mentoring is a skill that requires practice. Before you race out and hire an apprentice, talk it over with your builders. Find out where they feel competent and where they feel inadequate conducting training. Make training resources available to them, and ensure they have enough time to handle your apprentices well.

If you have several apprentices, hold special training meetings with the builders primarily responsible for them and discuss some common experiences. Invite training organisations to send reps, as they can field questions and make suggestions.

 

“Invest in teaching your apprentices on real building skills from the beginning. Don’t see them as a source of cheap labour, look to their longer-term value

 

Be aware that many apprentices coming straight from school are adapting to the adult world, and some will find it difficult adjusting to life on a building site. Older builders, who are parents themselves, may be better suited to mentoring apprentices straight out of school.

Don’t underestimate career-changing adults

Some of the best apprentices are adults looking for a new career. The current shortage of builders and the attractions of good pay rates (especially in Christchurch and Auckland) have no doubt made the switch attractive. Adult apprentices have already adapted to working life, can train faster and are often able to take responsibility for their own and others’ work.

Some will bring additional skills that can enrich the company. They may have managed teams or contracts and organised events.

Find ways that enable them to use these skills to the benefit of your company. You are likely paying them more, so make the most of their experience. It may be that you find your next project manager in such a person.

Don’t treat them like a school leaver, just because they are starting at the bottom of the building ladder.

Looking ahead

When hiring apprentices, ensure that you create an environment that gets them working effectively sooner rather than later. When you put effort into the early stages, they learn the basic skills more quickly. This will give you a better return during their apprenticeship. Then, should they leave at the end of their apprenticeship, you’ve still gained value for your effort.

Have a career pathway

Young people are often ambitious. Not many want to be stuck with one guy all the time. It’s quite normal for them to want new experiences and challenges and to know they can progress in the company. Ensure that you have a documented career pathway, and let them know they can move up within the company.

 

About The Successful Builder

Graeme Owen, based in Auckland, is a builders’ business coach. Since 2006, he has helped builders get off the tools, make decent money, and free up time for family, fishing, and enjoying sports. Get his free ebook: 3 Reasons Builders Lose Money and How to Fix Them for High Profits at http://TheSuccessfulBuilder.com.