My last post discussed expanding apprenticeship as a basis for reducing youth underemployment. The basic premise was, we can (and should) be using the apprenticeship method for teaching an awful lot more youth than we currently do.
With proper structure for the on-job learning, appropriately skilled and experienced mentors, and a good theoretical backup, the workplace should become a school – and a platform for lifelong learning.
Here’s how to do it:
- Develop a detailed outline of what an incumbent in the occupation needs to be able to DO. The best way yet devised to create this is the DACUM methodology.
One of the issues cited when discussing extending the reach of apprenticeship is that there aren’t recognized standards for many occupations. However, the Canadian HR Sector Councils have produced national occupational standards for literally dozens of previously un-documented occupations. With the addition of some performance standards, these could be customized to develop an in-house apprenticeship program for any of these occupations – one that meets the national occupational standards AND the employer’s requirements.
- Break tasks down into the smallest measurable portions – the sub-tasks that are the building blocks for the overall job.
- Develop a clear set of standards for how the job needs to be performed – measurable performance criteria. Look for the safety, quality and productivity standards you expect for each of the subtasks.
- Get together with experienced workers and look at the overall flow of the task/subtask list. What should be taught first? What is foundational for other, higher-skilled tasks? What is done most frequently? Which tasks/subtasks have the highest (or lowest) safety risk? Which tasks are most critical to the company’s bottom line?
This information will allow you to sequence the learning so that the new apprentice learns at an appropriate pace.
It will also help to develop a series of “job breakdown sheets” that can be used by mentors to ensure that every trainee is learning the same things the same way from all the mentors in the organization.
- Make sure the experienced employees who will be mentoring are clear on their responsibilities
- Create a tracking system to ensure that the apprentices are learning what they need to know, at an appropriate pace
- Look for external resources to augment the on-job training. Continuous education courses through local school boards or community colleges may be a cost effective way of reinforcing learning or adding necessary theory.
- Make sure that the achievements within the training program are celebrated: compensation increases, awards presentations, etc. And don’t forget to reward the mentors too!
There you have it… a recipe for creating an ‘apprenticeship’ program for virtually any occupation. The net benefit: growing your own skills internally will make your organization more competitive in the only way that really matters: by having better people than the other guys.