Building a strong workforce: The key to hiring and keeping great apprentices
The great Australian workforce shortage is hardly breaking news. The construction industry currently requires at least 130,000 workers, while the automotive sector faces a shortfall of 40,000 . These figures can be daunting, leaving many businesses wondering how to navigate this crisis while maintaining profitability and operational stability.
Compounding this issue is the alarming statistic that nearly half of trade apprentices fail to complete their training. This represents a significant loss of potential talent and a missed opportunity to strengthen the industry’s future workforce.
There are many reasons for this low completion rate, and for a prospective employer this can easily reinforce beliefs that apprentices are not worth the investment or are more hassle than they are worth. But the reality is unless we train and encourage people into the industry, employers will be forced to look offshore or face turning away business.
Hiring an apprentice doesn’t have to be a hopeless prospect though. We have put together a guide that will help you get off on the right foot and manage expectations on both sides, so your apprentice is productive sooner and you spend less time managing problems.
Business Readiness
Before you sign up your brother-in-law’s friend’s son that got expelled from school, take some time to think about what you need and what your business is able to manage. Do you have enough consistent work available to provide them with meaningful exposure to your industry? Do you have the time or current qualified staff available to provide supervision and training? Do you have systems in place that will enable an apprentice to understand and respond to expectations? Are you ready to take on apprentice, or do you need to make some improvements within your business first to create the ultimate environment for an apprentice to learn.
Recruitment
Advertising online can attract some great candidates. Spend the time to advertise your apprenticeship vacancy right, and attract an apprentice who chooses you, not just the qualification.
Assess what it really is you are wanting from an apprentice. What kind of attitude will the apprentice need to fit in with your team and help the business achieve its goals? More importantly, how will you assist them to develop the necessary skills and experience to succeed in your company? Communicating your expectations and what you can offer to your apprentices during recruitment will make it much easier to find the right apprentice for you. This little bit of extra preparation can save you a lot of time and stress down the track.
Consider including in your vacancy:
- Information about your business, for example, are you a family owned and operated business? How many years have you been in business? Who do you service?
- The location of the business
- Opportunities for further upskilling
- The type of work they will be doing
- Any prerequisites
- What attitudes you seek in an apprentice
- Any mentoring they will receive
- Contact details for enquiries about the vacancy
A common missed opportunity is failing to reach out to local TAFE’s or secondary schools to tap into students who are already on a VET pathway looking to take the next step. Most of these students will have the ability to arrange an unpaid placement with you through their school or RTO. This is a way to trial prospective apprentices in the workplace without the commitment of having to employ them immediately. You can have confidence knowing that these students already have a taste for the industry and hands-on experience. They might surprise you with just how capable they are!
Remember not to rule out applicants who do not have any employment history or professional referees. Invite them in for an interview and give them an opportunity to sell themselves. You will gain a lot more from a 10-minute conversation with them, than a phone call with their footy coach. More importantly, remember the right attitude can go a long way in an apprenticeship, and they will always remember that you gave them a chance. You can’t train attitude!
Trials
Some employers like to start apprentices out on a trial. If you fall into this category, then it’s important you know your options. There is absolutely nothing wrong with doing a trial, but you should know that until a training contract is signed,and the apprenticeship is registered with an Apprentice Connect Australia provider, then you must pay the apprentice as a casual employee under the relevant award not as an apprentice.
You should also make your expectations clear and provide the prospective employee with a review date if you are trialling them. If you are waiting to sign them up because you are unsure about their performance, be clear about what they need to improve.
Option A – employ the prospective apprentice as a casual employee with the intention of signing them up once they have proved to be a great fit for the team. Bearing in mind doing this will delay their progression if you do choose to proceed with signing them up. Also, casual wages are usually significantly more than 1st year apprentice wages, so are you willing to pay above the award? If not, it is likely the apprentice will find it difficult to adjust down to apprentice wages once they are signed up.
Option B (recommended) - Register the apprentice right from the start, every apprenticeship training contract comes with a “probationary period” during this period either you or the apprentice can cancel the training contract. This also allows you and your apprentice to access the support available through your Apprentice Connect Australia Provider and the RTO can start the ball rolling with the apprentices training plan.
Training Providers
All apprentices must be enrolled with a registered training organisation (RTO) who will deliver the “off-the-job" training to your apprentice. Your Apprentice Connect Australia provider will want to know which RTO you would like to use at the time of the sign up, and if you are unsure, they will make a recommendation. It is important to note that training is delivered differently at each RTO, so if you have the time, it is worth doing the research to select an RTO that is right for your business needs.
Questions to consider asking the RTO:
- What is the training delivery schedule?
- How do you deliver the training? Is it online or in person?
- Will my apprentice be required to travel?
- What elective units do you offer?
- Are there any on the job assessments or observations?
- What LLN support can apprentices access?
If you are unsure of what RTOs are available in your area, contact your local Apprentice Connect Australia Provider or search on YourCareer.
Signing up your Apprentice
Okay, so you’ve found your apprentice. The next step is requesting a “sign up” with your local Apprentice Connect Australia provider, there is specific information they require to set up the training contract. To check you have everything you need use the online preparation checklist.
Your Apprentice Connect Australia provider can also provide advice on what incentives are available to you for taking on an apprentice or you can get an indication by using the incentives explorer.
Onboarding
The onboarding of a new employee is an important part of integrating them into your team and setting them up to succeed in their role. It includes everything from completing paperwork and training to introducing them to company culture, policies, and expectations. We have prepared some checklists that will get you started, which can be downloaded below.
Employment Contracts
Written employment contracts are one of the most effective ways an employer can set clear expectations, provide legal protection, and minimise the risk of any disputes. It really does keeps things “black & white”. So, it is worth your while to develop an employment contract that addresses everything you expect from your employee, and what they can expect from you.
At the bare minimum, employment contracts should include:
- employer and employee details
- job title
- employment type (full-time or part-time)
- employment dates
- hours of work
- pay and allowances
- leave
- notice requirements
When preparing an employment contract for an apprentice, remember that this may be their first exposure to such a document. This poses a unique opportunity to shape their professional future. With a single document you have the power to influence their work ethic, set the foundation for a successful career, and instil a sense of responsibility. By doing so, you're not only benefiting your business, team, and workplace culture, but also have a lasting impact on the apprentice’s attitude towards work in the future.
Keep it simple, clear, and concise. Avoid complexity and write it as if you're speaking directly to someone entering the workforce for the first time. Focus on clarity and include key points such as:
- work health and safety requirements
- "You are responsible for ensuring you arrive each day, fit and ready for work”
- “You must immediately report to your tradesman any incident, accident, or near misses. This includes if you witness or experience any workplace bullying, harassment, or discrimination”
- “You must participate in any safety training and follow all safety procedures at all times”
- “You must immediately report any hazards you notice in the workplace to your tradesmen or supervisor”
- “You must wear all personal protective equipment as directed”
- “You must not perform any tasks where you are not adequately trained, or supervised”
- “If you are ever unsure about the safe way to perform a task, you must seek guidance before proceeding”
- workplace mentoring
- “You will have a workplace mentor who will be dedicated to supporting you with any work-related matters, if you have any concerns about your workplace mentor you must inform the manager”
- “Your workplace mentor is here to help you, but you must take responsibility for your own learning and development. If you have a question, you must ask”
- performance management
- “You will have a probation review after 3 months employment”
- “Your performance reviews will occur every 3 months, your performance will be based on your punctuality, your attitude, work ethic, teamwork, and ability to follow instructions”
- “If you are not performing up to expectations, we will work with you to create a performance improvement plan and set achievable goals. Failing to improve after a reasonable timeframe may result in disciplinary action or termination”
- serious misconduct
- “You will be instantly dismissed for any serious misconduct, including theft or fraud, violence or threats of violence, serious breaches of workplace safety procedures, harassment or discrimination, breach of confidentiality, or intoxication”
- requirements for:
- notifying absences and lateness
- “If you cannot attend work you must notify your supervisor or manager at least 1 hour before you are expected to start”
- “Lateness is a serious matter. You must contact your supervisor or manager as soon as possible if you are running late.”
- “Patterns of lateness will result in disciplinary action”
- requesting leave
- “Requests for annual leave should be made at least two weeks prior and will be subject to approval based on business needs”
- personal or carers leave
- “A medical certificate must be provided for personal leave where it is the day before or after a weekend, and for more than 2 consecutive days”
- recording hours or submitting time sheets
- “Work hours must be recorded accurately and submitted weekly by [deadline]”
- “Intentionally submitting false hours is considered fraud and can result in instant dismissal”
- “Failing to submit accurate timesheets by the deadline, may result in delays to your pay”
- notifying absences and lateness
- training and trade school
- “You are required to attend all trade school classes and complete all assessments within timeframes”
- “If you cannot attend your scheduled trade school block, you must notify your trainer and workplace manager as soon as you are aware”
- “The company will assist with any relevant training cost, but if you fail to meet your training requirements you may be responsible for covering certain expenses”
- “You are responsible for maintaining your training logbook and workplace assessment records”
- uniform requirements
- “You must wear the company uniform at all times whilst at work, this includes steel caps and safety gear relevant to the activity”
- “Uniforms must be kept in a clean and good condition. You are responsible for replacing any damaged uniforms, this does not include general wear and tear”
- “When you wear your uniform, you are representing the company, so you must maintain a professional manner, both during and outside of work hours.”
- “Wearing your uniform to a licenced premises outside of work hours is not permitted”
- company policies or procedures they must adhere to
- “You must adhere to all company policies and procedures”
- “Any violation to company policies may result in disciplinary action”
- mobile phone usage
- “Mobile phone must not be used during work hours, unless for emergencies, during your lunch break or as directed by your supervisor”
- “Personal use of your mobile during work hours may result in disciplinary action”
- appropriate use of social media
- “You must not post anything to social media that could cause harm to the company’s reputation or breach confidentiality”
- “If you share any content related to work, it must align with company values and maintain professionalism”
Wages and Allowances
Your industry award will provide a guide for the minimum wages and allowances for apprentices in each trade, you can find your award here. This is typically a percentage of the award rate for a qualified tradesperson.
Wages are always a contentious issue for apprentices. We know it is a huge sacrifice as a company to take on and support an apprentice, but it is also a sacrifice for an apprentice, who could be earning better wages at the local supermarket. It costs money to have a job, transport and fuel costs, lunches, clothing, tools and more.
We strongly encourage you to take time to understand the award, including any penalty rates, loading, allowances and conditions. If your apprentice learns they are not getting what they are entitled to then you can bet it will become an issue, and they may not have the confidence to raise it with you directly. Instead, you might observe a change of attitude, or they could go looking for another employer.
If you are a tradesperson yourself, you know how it feels to be on apprentice wages. What we often say to employers who ask about wages, regardless of whether it's an apprentice or a tradesperson, is that the award rate is the minimum rate. If you expect your staff to do more than the minimum, often it helps to pay more than the minimum.
It's a great idea to start an apprentice on minimum wage and set achievable goals where a pay increase may be negotiated. This gives them clear expectations and a reason to be motivated. Remembering this is where consistent feedback is crucial. Let them know when they are doing well, and where they can improve. Research shows the highest performing worker receives 5 to 1, positive to negative feedback. Remember, giving negative feedback is only beneficial if it is constructive, so make sure to give clear instructions on how your apprentice can improve.
Preparing your Team and Workplace
Prior to your new apprentice starting, make sure everyone in the team understands their role and has a sense of accountability. An apprentice who genuinely feels supported and a true part of the team could be the reason they choose to stay with you, over leaving for an employer who is offering better wages. There are many ways you can ensure your team is prepped for an apprentice, but the best way is to ask your team themselves. If you work in trades, then all your tradesmen were once apprentices and would have their own experiences to reflect on.
Suggestions include:
- Assigning a buddy or mentor. Someone who won’t be the apprentice’s tradesman or supervisor. A good suggestion would be a tradesman who has recently complete his apprenticeship.
- Allocating time for the apprentice to shadow each of the tradesmen to get to know them.
- Onboarding checklist – We have created one for you!
- Routine check ins.
- Basic processes visible in communal areas, for example, the process for requesting leave, who to contact if you are running late, what to do if you have an incident, PPE requirements, etc.
Induction
We hear employer feedback all the time about wishing there was a proper course to teach people how to have a job – the basics around turning up and communicating. Theoretically that is what school is meant to prepare us all for, but even the most successful and engaged school student will need the expectations of the workplace made explicitly clear for them.
Regardless of whether you are hiring an apprentice straight out of school or a seasoned tradesperson, there are significant benefits to having a detailed onboarding process. It helps your new team member understand your expectations in the workplace and have the confidence to know how to manage simple HR and communication requirements.
Training
Your chosen RTO provider will be responsible for providing theory and practical training to your apprentice, but if you want to get the most out of your apprentice, we highly recommend you build a good relationship with the apprentice's trainer. By understanding your apprentice’s progress and training plan you will be able ensure the work you assign your apprentice is at the appropriate level and you can provide the apprentice more opportunities on the job to practice their new skills.
Your apprentice may also need explicit training in business specific tasks. If you want your apprentice to take more responsibility or complete a specific task, ensure you have provided adequate training and practice.
Often an apprentice will need to be shown how to do something multiple times before they master it, so don’t make the assumption they are capable and confident after a single demonstration. There is a saying – “inspect what you expect”, which means regularly check in on your apprentice to see if they are doing things the way you want and provide correction if they are not. It is also beneficial to provide the apprentice repeated opportunities to practice a skill over time.
Be conscious of your communication style. It’s natural to be frustrated when an employee fails to follow instructions, but the reality is if you show your frustration by berating the apprentice or losing your temper you are unlikely to improve their performance in the long run. It is also important to remember that mistakes are rarely made out of malice. Stay calm and take time to explain to the apprentice what the consequences of their error may be to help them understand the importance of following directions and paying attention.
Monitoring
It’s always a good idea to make someone accountable for ensuring the apprentice is receiving the on-the-job training they require to progress their knowledge, skills and experience in accordance with the stage of their apprenticeship. Whether you take on the task yourself, put the onus on their primary tradesman, or perhaps someone more neutral like one of the office staff, the simplest and most effective way to monitor an apprentice’s progression is to simply talk to them.
Prioritise a time to catch up with them on a routine basis, whether it be once a fortnight, once a month, or bi-monthly. During these meetings, it’s extremely important that the apprentice feels supported to learn and comfortable to express their concerns. The more you support your apprentices, the more you will get out of them, and most importantly, you are more likely to retain them.
In apprentice catch ups, consider:
- Review their training plan or training schedule
- Does the exposure they’re receiving on the job, align with what they are learning at trade school?
- Discussing their logbook status or assessments
- Is it up to date?
- Does is require employer sign off?
- Are there specific jobs they need to complete?
- Asking how they feel about how their progression. Are there areas they want more exposure to? Are there particular tradespeople they work better with?
- Asking if they any safety concerns
- Asking if they have concerns about their pay or conditions
Performance Management
If you start to notice a negative pattern of performance with the apprentice, it is important to address it as soon as possible. Banking a list of issues and bringing it up at an annual review is not effective, and it becomes harder for an employee to change habits.
If the pattern relates to the performance of trade tasks, then we recommend talking to their trainer at the RTO. They are responsible for making sure the apprentice can undertake the practical requirements of each unit to an industry standard before they are signed off. This means the apprentice should be able to perform a task within a reasonable timeframe to a standard that would be acceptable across the industry.
If the pattern is trade task related but not part of their qualification, then work with the RTO to see if the unit can be substituted as an elective unit. If that is not an option, we recommend organising some in-house training or looking at short course options, your industry peak body association will have some suggestions.
If the negative pattern of behaviour relates to the employment conditions, such as breaking a code of conduct, a mobile phone policy or repeated lateness, then we recommend you refer to the employment contract.
When taking disciplinary action in the first instance, it’s a warning. When you deliver that warning it’s extremely important to reiterate what the expectation is, so it is clearly understood.
Example A “John, what you did today. You must never let that happen again. You could have lost us a client today.”
Example A is direct and timely, but it is not explicit.
Example B “John, today when you took the clients car for a test drive and they witnessed you on the freeway, that could have cost us a client. You should know that when you take any vehicle for a test drive, you must stick within 1km of the workshop. This is a warning, and I expect that this incident never occurs again. Before you leave today, I need you to contact the client directly and apologise.”
Example B provides:
- he exact action that was unacceptable
- Re-iterates what the exact expectations are
- Makes the apprentice personally accountable
- Clearly outlines it is a warning and cannot happen again
Disciplinary action should always be documented, whether it be with a follow up email, or a warning letter signed by the apprentice and employer depending on the severity.
If you are unsure about to process involved in escalating warnings and are considering dismissing your apprentice, we recommend you refer to the FairWork website for more information.
This might seem like a tedious process that takes a lot of time, but if you are consistent in applying the consequences, the positive impact of this process will be reliable too. Remember, putting out spot fires prevents bush fires.
Most apprentices want to do well and contribute as part of the team so training and correction at the time of the problem is the best option. Retaining a good apprentice will always provide a better return on investment than losing them.
Group Training Organisations (GTO's)
If this all sounds like too much but you still want the best chances of securing and keeping a quality apprentice, then you should consider going through a Group Training Organisation (GTO). GTOs manage your apprentices right from recruitment to completion of the apprenticeship, they handle all aspects of the apprenticeship, meaning you can focus on running your business and providing quality on-the-job training for your apprentice.
Key benefits of using a GTO:
- Reduced administrative workload
GTOs handle recruitment, onboarding, payroll, and other administrative tasks related to apprentices and trainees, freeing up employer time to focus on business operations.
- Access to a wider talent pool
GTOs actively seek out potential apprentices and trainees, including those from diverse backgrounds, which can provide access to a broader range of skilled candidates.
- Improved completion rates
By providing ongoing support and guidance to apprentices, GTOs can help increase the likelihood of successful completion of apprenticeships.
- Flexibility in hiring
Employers can utilise GTOs to hire apprentices or trainees for shorter durations depending on their project needs, without needing to commit to the full length of an apprenticeship.
- Quality training assurance
GTOs typically partner with registered training organisations (RTOs) to ensure apprentices receive high-quality training and meet industry standards.
- Reduced legal liability
GTOs take on the legal responsibility for managing apprentices and trainees, which can lessen the burden on host employers.
Search GTOs in your area here.
References
- Master Builders Association, https://masterbuilders.com.au/wp-content/uploads/2024/09/Workforce-Blueprint_Final-1.pdf
- Australian Automotive Aftermarket Association, https://www.aaaa.com.au/industry-advocacy/half-of-all-automotive-workshops-looking-for-staff