Apprenticeship Programs Overview

Business leaders are grappling with skills shortages and a lack of candidates with relevant experience for in-demand roles. The problem is clear - but fortunately so is the solution: applied learning (or on-the-job training) through reskilling, upskilling, and early career talent programs. The current misalignment between the supply of skilled talent and the demand of employers is at the heart of my latest piece in Fast Company. Co-authored with Opportunity@Work founder & CEO Byron Auguste, we explore the critical opportunity to provide, "huge boosts to business productivity and to the wider economy through pathways that are built for all workers at all stages in their career and educational journey." In this piece, you can learn more about: - The 30 million STARs (workers Skilled Through Alternative Routes, rather than bachelor’s degrees) in the US who already have the skills for roles with at least 50% higher salaries than their current jobs, if employers #TearThePaperCeiling.  - How, according to Multiverse research with The Burning Glass Institute, apprenticeships could move 830,000 people in the US into higher-wage roles, resulting in $28.5 billion more in annual earnings.  - The emerging in-demand roles, including cybersecurity and data analysis, that are increasingly being filled through apprenticeship pathways. This piece underscores the need for the private and public sectors to collaborate and scale these programs - and with skills-based hiring increasingly prominent and various states offering tax credits for workforce training, we are already making strides. As the US economy looks for innovative ways to build new industries, let’s ensure we also build effective pathways to success for workers of all backgrounds, all ages, and all career stages. #FutureOfWork #SkillsGap #TalentDevelopment

After working with me, Diageo experienced a +32 point increase in manager support rating from grads. Here’s how ⤵️ Before working with me, Diageo’s early careers team were stuck: - Grads were frustrated. - Managers were overwhelmed. - And no one had the tools to fix it. So we built something practical, not theory and not a one-off session... a structured programme that gave managers what they actually needed: → Masterclasses on understanding grads, setting expectations and giving feedback → Guided discussions between sessions to make the learning stick → A private space to share real challenges → On-demand tools they could reach for in the moment The results: → +32 point increase in manager support ratings → 100% of managers felt confident giving feedback → 73% said communication with grads improved → +25 point increase in managers delivering feedback → +19 point gain in managers setting development plans Plus more career conversations and fewer missed connections. That case study is from last year, but after supporting 5,000+ managers and 20,000+ grads and apprentices my work has it’s evolved If you lead an early careers programme, you've probably felt this: learning lands well in the room, but back in the role... Managers aren't reinforcing it, grads/apprentices aren't always applying it and when leadership asks you to prove the impact, you're cobbling together attendance data and hoping for the best (sound familiar?!) That's not a content problem - it’s a connection problem. My work now focuses on fixing that gap. I still help managers build the skills to support and engage grads and apprentices, that hasn't changed. But now that development sits inside a platform that keeps managers actively connected to their development programme as it's happening. So they can see what their grads/apprentices are working on, know where a nudge would help and reinforce learning in real time. The result is behaviour change that's visible, trackable and tied to the programme you're already running, not something you have to justify after the fact. I've built a platform designed specifically for this: connecting learning to real-world application, grads and apprentices to their managers, and programme activity to outcomes you can actually report on. If you're running early careers programmes, I'd love to get your take on what I'm building. It's designed for people like you and your feedback would genuinely help shape it. DM or comment “happy to help” if you’re open to a conversation! 💙 

The most common question I get is: “What is a GTO?”
And no it’s not a new type of group fitness class. 💪 In our world, it stands for Group Training Organisation and it could be the simplest way for businesses to bring apprentices on board without any of the headaches. Many businesses know apprenticeships are a smart way to build a future workforce. But when it comes to actually running an apprenticeship program, the barriers pile up fast. Where do you find the right candidates?
Who manages payroll, super, and workers’ comp?
How do you stay on top of compliance and training contracts? For way too many employers, it feels too hard so the thought gets parked. That’s where a GTO steps in. GTOs like MIGAS Apprentices & Trainees act as the legal employer of the apprentice. You simply become the host, giving them day to day work experience while the team at MIGAS handles the heavy lifting. Here’s what that means for you as an employer:
Recruitment done for you – candidates are advertised, screened, and matched to your trade needs. 
Payroll, entitlements & compliance covered – no headaches with contracts, Awards, or paperwork. 
Regular mentoring & support – helping apprentices succeed (and reducing dropouts). 
Flexibility when workloads change – apprentices can be rotated to another host if things slow down. 
Predictable costs – you pay one agreed hourly rate that covers wages, super, insurance, and admin. What’s the result?
You get the benefits of apprentices with fresh talent, energy, and future tradespeople without the admin burden or risk. When it comes to growing your own skilled talent, partnering with MIGAS makes the path simpler, smarter, and more sustainable. Pictured: Harry Steptoe (Carpentry Apprentice) 2024 MIGAS Apprentices & Trainees Apprentice of the Year. #apprentice #apprenticeship #gto #career #employer #trainee #future

Can I take a minute of your time? Would you have made it without financial support or professional #connections?💭 Young adults from higher #professional class backgrounds are 4 times more likely to enter top professional roles (32%) than those from lower #WorkingClass backgrounds (7%). This is not just about individual effort. The data shows that access to #opportunities - especially in #elite professions like #law, #finance, and #accountancy is often determined long before #talent or hard work come into play. Without financial security, industry #connections, and structured pathways into the #profession, many simply never get through the door. 🚨The Role of Level 7 Apprenticeships🚨 Traditionally, routes into law and other high status professions have favored those who can afford university fees, unpaid internships, and years of professional training. But Level 7 #apprenticeships have started to change this. These apprenticeships offer an #alternative pathway into high-skilled professions, allowing individuals to qualify while earning a salary and avoiding #StudentDebt. For those from lower-income backgrounds, this is often the only viable way to enter the legal, financial, and professional services industries. Yet, there are increasing calls to restrict funding for Level 7 apprenticeships, based on concerns that they primarily benefit existing employees rather than opening doors for new talent. Why This Matters⁉️ If we cut off funding for these apprenticeships, we risk reinforcing the very #barriers that legal and professional firms are working to break down. ❗️ #DiversityAndInclusion efforts will suffer if we remove a key route into the profession for those without financial privilege. ❗️ #Talent pipelines will narrow as fewer people from non-traditional backgrounds can access professional careers. ❗️ Firms will #MissOut on highly capable candidates who simply cannot afford to take on debt to qualify. Instead of cutting funding, we should focus on ensuring Level 7 apprenticeships are used effectively to drive genuine social mobility. The Bigger Picture 🔎 If we want to create a truly #diverse and #meritocratic legal and professional sector, we must protect and expand pathways that remove financial barriers to entry. What are your thoughts? #SocialMobility #LegalProfession #Apprenticeships #DiversityAndInclusion #FairAccess

Remember when learning a craft meant working alongside a master, not just watching YouTube tutorials? Apprenticeships are making a comeback - this time, inside fast-moving tech and professional services firms. Recent studies show that companies with formal mentorship and apprenticeship programs see up to 40% higher retention among early-career hires (Deloitte). But it’s not just about retention. These hands-on models bridge the digital generation gap, allowing junior talent to learn real skills and senior pros to stay sharp through reverse learning. At firms like Accenture and Infosys, structured apprenticeship pathways are now as vital as digital onboarding. The lesson? In a world obsessed with speed, deep learning still matters and real experience can’t be shortcut by slides or Slack. Is your company reviving apprenticeship for the digital age? #PASH #WorkplaceLearning #Apprenticeship #Mentorship #DigitalTransformation #TalentDevelopment #ProfessionalServices #TechCareers #GenZatWork #FutureOfWork #Upskilling #LearningCulture

🚨 𝗧𝗵𝗲 𝗔𝗽𝗽𝗿𝗲𝗻𝘁𝗶𝗰𝗲𝘀𝗵𝗶𝗽 (𝗔𝗺𝗲𝗻𝗱𝗺𝗲𝗻𝘁) 𝗥𝘂𝗹𝗲𝘀, 𝟮𝟬𝟮𝟱 𝗷𝘂𝘀𝘁 𝘄𝗲𝗻𝘁 𝗹𝗶𝘃𝗲. India just rewrote the apprenticeship rulebook. 𝐀𝐧𝐝 𝐢𝐭 𝐜𝐡𝐚𝐧𝐠𝐞𝐬 𝐞𝐯𝐞𝐫𝐲𝐭𝐡𝐢𝐧𝐠 — 𝐟𝐫𝐨𝐦 𝐡𝐨𝐰 𝐦𝐚𝐧𝐲 𝐚𝐩𝐩𝐫𝐞𝐧𝐭𝐢𝐜𝐞𝐬 𝐲𝐨𝐮 𝐦𝐮𝐬𝐭 𝐡𝐢𝐫𝐞… 𝐭𝐨 𝐡𝐨𝐰 𝐦𝐮𝐜𝐡 𝐲𝐨𝐮 𝐩𝐚𝐲 𝐭𝐡𝐞𝐦… 𝐭𝐨 𝐡𝐨𝐰 𝐦𝐚𝐧𝐲 𝐲𝐨𝐮 𝐬𝐞𝐧𝐝 𝐨𝐯𝐞𝐫𝐬𝐞𝐚𝐬. ➤𝐋𝐞𝐭’𝐬 𝐛𝐫𝐞𝐚𝐤 𝐢𝐭 𝐝𝐨𝐰𝐧: → 𝟐.𝟓%–𝟏𝟓% 𝐚𝐩𝐩𝐫𝐞𝐧𝐭𝐢𝐜𝐞 𝐛𝐚𝐧𝐝 is now based on 𝐭𝐨𝐭𝐚𝐥 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞 — including *𝐜𝐨𝐧𝐭𝐫𝐚𝐜𝐭𝐮𝐚𝐥 𝐬𝐭𝐚𝐟𝐟*. → 𝟓% 𝐬𝐞𝐚𝐭𝐬 must go to *𝐟𝐫𝐞𝐬𝐡𝐞𝐫𝐬 𝐚𝐧𝐝 𝐒𝐤𝐢𝐥𝐥 𝐈𝐧𝐝𝐢𝐚 𝐠𝐫𝐚𝐝𝐬*. → 𝐏𝐰𝐁𝐃 𝐫𝐞𝐬𝐞𝐫𝐯𝐚𝐭𝐢𝐨𝐧 is mandatory. You must identify suitable trades and create real opportunities. → 𝐃𝐞𝐠𝐫𝐞𝐞 𝐚𝐩𝐩𝐫𝐞𝐧𝐭𝐢𝐜𝐞𝐬𝐡𝐢𝐩𝐬 are now live — built with universities, approved by AICTE/UGC. → 𝐘𝐨𝐮 𝐜𝐚𝐧’𝐭 𝐫𝐞𝐭𝐫𝐚𝐢𝐧 𝐬𝐨𝐦𝐞𝐨𝐧𝐞 𝐭𝐰𝐢𝐜𝐞 unless rules allow. Stipend share only for first-timers. → 𝐒𝐭𝐢𝐩𝐞𝐧𝐝𝐬 𝐚𝐫𝐞 𝐮𝐩 — ₹12,300/month for graduates, plus 𝐚𝐮𝐭𝐨-𝐡𝐢𝐤𝐞𝐬 of 10% in year 2, and 15% in year 3. → 𝐖𝐨𝐦𝐞𝐧 𝐚𝐩𝐩𝐫𝐞𝐧𝐭𝐢𝐜𝐞𝐬 can now be re-engaged immediately. No cool-off period. → 𝐁𝐥𝐞𝐧𝐝𝐞𝐝 𝐚𝐧𝐝 𝐫𝐞𝐦𝐨𝐭𝐞 𝐭𝐫𝐚𝐢𝐧𝐢𝐧𝐠 is officially legal — within time limits. → 𝐂𝐥𝐢𝐞𝐧𝐭 𝐬𝐢𝐭𝐞 𝐚𝐧𝐝 𝐨𝐯𝐞𝐫𝐬𝐞𝐚𝐬 𝐚𝐩𝐩𝐫𝐞𝐧𝐭𝐢𝐜𝐞𝐬𝐡𝐢𝐩𝐬 are allowed — but come with double pay, insurance, travel, and housing. → 𝐒𝐭𝐢𝐩𝐞𝐧𝐝 𝐝𝐞𝐥𝐚𝐲 = 𝐧𝐨𝐧-𝐜𝐨𝐦𝐩𝐥𝐢𝐚𝐧𝐜𝐞. Must be paid before the 10th of every month. 𝗛𝗲𝗿𝗲’𝘀 𝘄𝗵𝘆 𝘁𝗵𝗶𝘀 𝗺𝗮𝘁𝘁𝗲𝗿𝘀: → You will spend more per apprentice. → You’ll be judged on diversity and inclusion, not just headcount. → You must align with new contract, reporting, and payment systems. → But you’ll also unlock a path to deploy skilled talent — locally and globally. 𝐓𝐡𝐢𝐬 𝐢𝐬 𝐧𝐨𝐭 𝐚 𝐜𝐨𝐦𝐩𝐥𝐢𝐚𝐧𝐜𝐞 𝐡𝐞𝐚𝐝𝐚𝐜𝐡𝐞. It’s your chance to lead. To build inclusive pipelines. To collaborate with academia. And to show that industry readiness can start with dignity, structure, and skill. #ViralInfo #ViralPost #LegalCompliance #LegalAwareness #HRCompliance #HRProfessionals #LegalUpdate #PayrollCompliance #StatutoryCompliance #Legal #HRInsights

The data center industry’s biggest bottleneck isn’t power. It’s people. YONDR and CBRE just launched a global apprenticeship program to change that—from the ground up. This isn’t corporate social responsibility. It’s operational infrastructure strategy. As demand for AI-scale facilities grows, uptime and resilience can no longer depend on a shrinking pool of experienced engineers. This model delivers something new: a repeatable, scalable system to build site-ready talent as each data center goes live. Here’s how it works: 1. Embedded Timing Apprentices are recruited the moment a new facility enters operations—ensuring every site grows alongside its workforce. 2. On-Site Training Participants train in live environments, working with CBRE and Yondr teams. They gain certification in engineering, facility ops, and systems management. 3. Global Framework The program adapts to local education and certification systems, integrating regional colleges while maintaining global standards. Execution has already begun: • Slough: Four apprentices across three data centers • #Netherlands, #Germany, #US., and #Malaysia: Launching by end of 2025 • Goal: Two apprentices per facility across Yondr’s full operational footprint This isn’t just about solving today’s staffing shortages. It’s about building long-term talent infrastructure. Because you can’t scale #AIinfrastructure without scaling the people who run it. #datacenters

🚨 Apprenticeships Have a 50% Dropout Rate! 🚨 Let’s be real—doing a degree apprenticeship is no easy task. You're expected to balance: ✅ A full-time job ✅ Studying for a degree ✅ Apprenticeship responsibilities like off-the-job hours, portfolio work, and End-Point Assessments It’s a lot. And while the dropout rate being 50% isn’t entirely surprising, it’s still way too high. To support current, future, and aspiring apprentices, here are 3 things that have helped me stay on track during my degree apprenticeship: 1. Don’t Be an Imposter—Be Curious Jumping into the corporate world straight out of sixth form or college can feel intimidating. It’s easy to fall into “imposter syndrome” and feel the need to constantly prove yourself. But here’s what I’ve learned: curiosity beats pretending. Ask questions—big or small. It’s one of the biggest advantages of being an apprentice. You’re surrounded by experts, so use that! Being curious has helped me: ✅ Understand what’s expected of me ✅Learn the standards of good work ✅Know how to format and deliver effectively ✅Most importantly, it’s helped me build confidence early in my career. 2. Mentorship Matters Having a mentor has been a game-changer. It’s given me guidance, boosted my skills, and helped me see things from new perspectives. If you’re an apprentice and don’t have a mentor yet, try: ✅Talking to your line manager to see if mentoring is an option ✅Reaching out to colleagues and kindly asking if they’d be open to mentoring you You’d be surprised how willing people are to help. 3. Work-Life Balance Is Essential Balancing a job, a degree, and apprenticeship work is tough—especially at the start. But you can find a rhythm that works. Here’s what’s helped me: ✅Be open with your manager about your workload. They won’t know you’re overwhelmed unless you tell them. ✅Plan ahead. Don’t start your day without a clear plan—it boosts efficiency and reduces stress. ✅Take breaks. We’re humans, not machines. Rest is productive. 💬 To wrap it up: Apprenticeships are challenging, but with the right mindset and support, you can absolutely succeed. If you're an apprentice (past or present), drop your tips below—what's helped you thrive?

Expanding the U.S. workforce in emerging technology is a pressing challenge. How can we build new talent pipelines for critical industries like biotechnology and AI? CSET’s recent report, "Biotech Manufacturing Apprenticeships: A Case Study in Workforce Innovation," by Luke Koslosky, Steph Batalis, and Veronica Jade Kinoshita, explores a promising solution. By examining the North Carolina Life Sciences Apprenticeship Consortium (NCLSAC), the report offers a practical guide for organizations looking to develop their own programs. A few policy takeaways from the report that caught my eye included: 1️⃣ Provide sustainable funding for the infrastructure that apprenticeship programs rely on, such as regional workforce hubs, technical education programs, and pre-apprenticeship training. 2️⃣ Support regular, regional labor market studies and ensure timely access to data on skills gaps and hiring needs to help target training efforts effectively. 3️⃣ Increase federal and state funding for the startup and long-term costs of apprenticeship programs, including support services for apprentices like stipends and child care — flexible funding is helpful! 4️⃣ Support recruitment initiatives that build awareness and reduce barriers to entry, especially for engaging new and historically underserved communities in the industry. 5️⃣ Create or strengthen regional groups that bring together employers, education providers, and government partners to align their efforts and goals. For organizations in any emerging tech field considering this model, our new report provides guiding questions to start the process: ❓What are your current workforce gaps in terms of roles and numbers, and what specific skills are most in demand? ❓What type of apprenticeship model—employer-sponsored, an intermediary partnership, or a consortium—best suits your organization's needs and resources? Learn more and see how this model could apply to your industry: ➡️ Read the full report: https://lnkd.in/ekcTD7GY ➡️ For industry & workforce developers, see our guiding questions: https://lnkd.in/e3rAhtQV ➡️ For policymakers, check out the "Policy Takeaways": https://lnkd.in/eiNx2qfD

The White House's ambition of "1 million new active apprentices" represents a significant commitment to work-based learning. We're seeing valuable discussions about new programs and funding structures to reach this multi-year target—but not enough conversation about retention. The data tells a sobering story: nearly 2 in 3 apprentices fail to complete their programs (as of 2021). This makes reaching the 1 million active target considerably more resource-intensive than it appears at first glance. This isn't just a missed opportunity for learners; it's a direct hit to employers' return on investment. Companies invest significant resources in training, only to see that investment walk out the door before capturing value. This dynamic further fuels employer hesitation to host apprentices at scale—exactly the challenge we're trying to overcome. In my experience operating apprenticeship models, the reasons for attrition differ from college dropouts. Apprentices rarely leave because of finances—they leave because they're discouraged or distracted. Work-based learning is challenging: participants must simultaneously work and learn, while employers aren't naturally structured as educational institutions. We can keep apprentices on program by focusing on the following: 🔵 Manager investment: Apprentice managers determine what employees focus on daily. They must carve out learning time, provide projects that apply classroom concepts, and create environments where it's safe to fail and grow. This requires both buy-in and support in understanding how apprenticeship programs work. 🔵 Dedicated support systems: I saw firsthand at Multiverse how transformative it is when apprentices have coaches and mentors. College students have advisors, professors, RAs, and peer groups. Apprentices need similar support structures. 🔵 Explicit durable skills training: In apprenticeships, participants must perform during instruction and navigate workplace culture (unlike college which only requires the former). Effective programs teach these durable skills explicitly, helping apprentices feel comfortable both working and learning. If we're serious about reaching this 1M apprentice goal efficiently, we need to focus as much on keeping apprentices engaged as we do on getting new programs started. (For fellow data nerds, some very back of the napkin figures: If we improved retention to match even modest college rates, we could reach the White House's target with 15,000 fewer new starts each year—more efficient for both government funding and employer resources!) What retention strategies have you found most effective? #Apprenticeships #WorkforceDevelopment #FutureOfWork