Articles

Apprenticeships help build Upstate ‘skills hub’

by Robbie Ward | Upstate Business Journal | 7 May 2015

Programs give real-world experience to tomorrow’s workers

Blue Ridge High School senior Travis Tate wakes most mornings at 5:30, early enough to arrive at United Tool and Mold, where he participates in a nationally recognized model for high-skill employee recruitment and development.

The Taylors resident operates industrial equipment while other students slap snooze buttons on their alarm clocks. He continues working most days after his fellow students have left school to return home.
Like his father and older brother before him, Tate, 17, plans a career in the high-skilled labor field and started early as part of the youth apprenticeship program at the Upstate industrial supplier support company.
“Here you see what activity happens in the real world,” he said recently, taking a break inside United Tool and Mold’s Duncan facility. “This is the industry I’d like to be in.”
A few high-tech computerized machines away on the shop floor, Rickey Hooper, 46, facility manager for the Duncan location, explained the value of young apprentices nearly 30 years his junior learning the trade. He learned in a similar way as a high school senior in 1986.
“In our trade, it’s hard to go out and find skilled labor that we need because we’re so specialized,” he said. “We can get young workers and train them to be what we need.”
The company has 12 apprentices total at the Easley and Duncan operations. Two years out of high school, employees who complete youth and adult apprenticeships can earn about $43,000 annually.

Nationwide attention

United Tool and Mold may not have the household-name status of companies like Michelin, BMW and other larger corporate players in the Upstate. However, the company’s apprenticeship programs have received an impressive amount of national media attention from news organizations including Bloomberg News, The New York Times, PBS NewsHour, CNN and National Public Radio.

Thanks to Apprenticeship Carolina, a South Carolina Technical College System program launched in 2007, the number of companies with registered apprenticeship programs has skyrocketed. When the program started, South Carolina had about 90 participating companies, a tiny fraction of the 728 with apprenticeships registered in the Palmetto State as of early April.
State and federally registered apprenticeship programs have three parts: on-the-job training, job-specific education and a plan to increase workers’ wages as they progress through their apprenticeships. South Carolina companies receive tax credits of $1,000 per employee apprentice, renewable for up to four years while the apprenticeship continues.
Companies can register apprenticeships among 1,061 different occupations, ranging from an accordion maker to an X-ray equipment tester. The fields with the most apprenticeships in the Upstate include pharmacy technician, maintenance technician, machine operator, electromechanical technician, computer numerically controlled machine operator, machinist and electrician.
Nearly a quarter of the state’s companies with apprenticeship programs operate in the Upstate region of Abbeville, Anderson, Cherokee, Greenville, Greenwood, Laurens, Oconee, Pickens, Spartanburg and Union counties. Apprenticeship Carolina data shows 2,095 people who have completed or currently enrolled in apprenticeship programs. Statewide, the number climbs to 11,890.

‘A demand and supply that makes it work’

Nicholas Wyman, CEO of the New York-based Institute for Workplace Skills and Innovation, has traveled internationally to learn about the success of apprenticeships in throughout the world. His book, “Job U,” published in January by Random House, examines the intersection between unfilled jobs, people looking for work and the need for more high-skilled job training. His research for the book took him to the Upstate.
Wyman considers South Carolina, particularly the Upstate region, a national model for apprenticeships, thanks to collaborative partnerships among economic development, government, industry, kindergarten through high school and technical college leadership.

“People outside of the United States regard South Carolina as one of the leading states related to apprenticeships and what could be accomplished,” he told UBJ. “You’ve got a demand and a supply that makes it work.”
Apprenticeship Carolina works with each company to create an apprenticeship program with educational curriculum catered to specific needs. Carla Whitlock, Apprenticeship Carolina consultant for the Upstate, said the organization within the state technical college system completes paperwork on behalf of companies interested in starting apprenticeship programs. This removes worries for companies concerned about mounting red tape or spending lots of time completing related documents.
“That’s one of the things that makes Apprenticeship Carolina so successful,” Whitlock said. “We take away the burden of paperwork from the company.”

Experience first

Cynthia Eason, vice president for corporate and economic development at Greenville Tech, said partnerships throughout the region help individuals acquire more attractive job skills, help employers attract and retain higher-skilled workers, and generally increase the wealth and overall quality of life in the region. “No matter the job, you want employees to have experience before they’re turned loose doing it,” Eason said. “This is a great way to do that.” She anticipates more job apprenticeships in the region in information technology and health care fields based on job-sector growth.
State and federal data exists for registered apprenticeships; however, many more job training and workforce development programs exist to train new and current employees. For instance, at General Electric’s gas turbine manufacturing facility in Greenville, the company has co-op and apprenticeship programs associated with Greenville Technical College but not registered with the state.
Spartanburg native Ron Lowery, 38, served in the Marine Corps and then worked as a maintenance mechanic before starting a co-op with GE in January 2014. He took wielding and fabricating classes at Greenville Tech while also working at industrial employer during the week.
Five months later, Lowery has a full-time job at GE. Appreciating the time with seasoned employees as he learned his trade, the welder said the company has earned his loyalty; however, the co-op ending didn’t stop his learning.

“Everyday I still ask plenty of questions and try to learn what I can,” he said. “I feel like the sky is the limit.”
Another veteran, Malcolm Fuller, 32, who served in Iraq during his time in the Navy, expects to complete a machine tool technologies apprenticeship at GE in this month. He said he feels grateful for the opportunity to simultaneously learn and work for the company.
“They really encourage you to go further with your education,” he said.

Skills hub of the future

As the state and Upstate continue to find distinction for developing employees from within, Wyman – the apprenticeship researcher, advocate and author – believes the effort will help attract more high-skilled jobs and employers.
“I think in five to 10 years we’re going to see this part of South Carolina known as the skills hub when other areas aren’t prepared for these skills changes,” said Wyman, who has a MBA from Harvard Business School.
Back at United Tool and Mold, production administration manager Jeromy Arnett said he and other leaders at the company approach apprenticeships as critical to bridging current success to the future.
“We have to get that tacit or tribal knowledge passed from one generation to the next,” he said. “You do that by pairing the older workers with the younger ones.”
Travis Tate, one of the company’s apprentices, said he looks forward to a career with the company.
“They’re giving me the opportunity I wouldn’t have if they weren’t here,” he said. “I highly appreciate and respect that.”

Online article location:
http://upstatebusinessjournal.com/news/apprenticeships-help-build-upstate-skills-hub/

A Toolkit To Close Skilled Labour Gap

by Nicholas Wyman.

To prepare an informed, competitive workforce for today’s economy, it’s critical to emphasize skills development and create clear pathways for job-seekers.

Working against this idea is Nova Scotia’s current reality.

Today, 1.3 million Canadians are unemployed, while around 230,000 positions remain unfilled. This is not to mention the hundreds of thousands of workers in sectors that are in a state of underemployment. Many of these people are working in jobs that are not representative of the skills they have or could easily gain.

Why? Because businesses can’t find people with the skills they need to get the job done.

The Now or Never report published by Ray Ivany said Nova Scotia fares well in comparison with other provinces in terms of workforce education and training. Over half of Nova Scotia’s workforce meets the “skilled” test: they are working with a trade certificate or college or university education.

This rate is better than the Canadian average. But considering that Nova Scotia had 44,000 people looking for work in 2014, with 5,100 job vacancies at the time, being above average is still not good enough. And these figures do not include local underemployment — the really hard-to-measure “skilled worker, working in an unskilled position.” What can be done to close the gap?

First, review the school curriculum. Upgrade the qualifications that young people can get while they are still in high school. By forging strong partnerships between educators and industry, you ensure that students graduate with the right skills and experience to transition directly into high-demand careers.

Second, strengthen literacy, numeracy and practical skills. It is important to engage young adults through a dynamic and modern curriculum that builds up essential skills like communication, problem-solving, and critical thinking — the skills employers seek.

Third, government and communities need to develop education and training strategies that keep pace with global and technological change — and forge partnerships with business.

Fourth, businesses need to maintain a long-term commitment to skills. Investing in apprenticeship programs and opportunities for employees to upskill allows employers to cultivate their human capital, ensuring their future workforce and competitive advantage.

Fifth, raise the status of skills. Culturally, we can raise the esteem of vocational pathways so that young adults see skills training as an option for the labour force.

For job-seekers, the current demand for skills offers exciting opportunities to launch well-paying, respected careers in a wide variety of industries, without taking on student loan debt. It’s understood that actions like curriculum changes cannot happen overnight. But what might be misunderstood are the changes that business can enact now.

Businesses that employ skilled workers should consider having a skills-building program, directed by a straightforward approach that includes:

•Designing apprenticeships or training around the company’s business needs. These programs shouldn’t be about charity, but about creating value for the enterprise.

•Offering attractive pay to apprentices and offering each of them a “career ladder” to more challenging and better paying positions.

•Assigning a mentor to each participant. An effective mentor transfers valuable organizational knowledge while providing support and guidance. Young adults and their mentors develop bonds of loyalty that lead to employee satisfaction and retention.

•Giving a “hand up” through skills-building is a powerful way for managers to help their organizations while addressing nagging social and economic problems.

Businesses in regions like South Carolina and Manchester, U.K., institutionalized these kinds of changes, and they have paid off very well. Besides, it’s an excellent way to do well by doing good. And in Nova Scotia, it must be now.

Online Article location:
http://thechronicleherald.ca/opinion/1282527-a-toolkit-to-close-skilled-labour-gap#

3 Reasons to Invest in Skills Based Mentoring

By Nicholas Wyman

At any given time, my organization represents 600 to 700 apprentices in mentored skills based programs. It’s been personally rewarding to witness just how empowering mentorship can be for trainees, mentors, and companies alike. 82% of apprentices in our programs complete trade certifications and go on to earn progressive wage increases and promotions within the companies that trained them. Mentorship is a cornerstone of these programs and a big factor in their success.

Why is this so important now?

As Baby Boomers reach retirement age, many industries are facing a loss of skilled workers. At the same time, the pace of technological change demands that today’s workers acquire new skills rapidly and continue to upgrade their skills while on the job.

Rather than waiting, possibly in vain, for a job-ready candidate to walk through the door, employers can recruit promising talent and build up candidates’ skills with on-site training and professional development.

Mentoring is an important part of a successful skill building program. As a management tool, it is one of the most effective ways to transfer organizational knowledge as well as job-specific skills. Unlike more traditional supervisory management, mentoring creates a climate of support, guidance, and teaching that boosts employee engagement and productivity.

At the same time, mentorship builds invaluable bonds of trust and loyalty, and encourages professional development. It’s a smart investment in any business’s most important asset: their human capital.

What’s in it for employers?

1. A better bottom line.

Many employers have already seen that focusing on training and workforce development reduces costs and increases their bottom line. Apprenticeships, for example, offer a 38% return on investment by lowering recruitment costs and reducing the need to hire contractors.[1] But the gains of a mentoring program don’t stop there. Effective training and mentoring also improves workforce productivity that drives output and makes businesses more competitive.

A seven-year study [2] conducted at Sun Microsystems showed significant differences in retention and output between mentored and non- mentored staff, as well as those who served as mentors. Retention rates were 72% for mentees and 69% for mentors, compared with only 49% for those who did not participate in the program. Improved retention resulted in a $6.7 million dollar savings in turnover and replacement costs. Only 5% of non-participants saw a positive change in salary grade, while 25% of mentees and 28% of mentors did. The company noted that because salary increases indicate a greater contribution to the organization’s impact, the compensation gains of mentors and mentees also represent a positive return for the company.

2. Increased employee engagement.

Mentees benefit from the knowledge and experience of veteran workers, and are better prepared to meet the challenges they will find on the job. At the same time, the personal approach of mentoring creates a sense of relevance and being ‘a part of’ the organization. Research shows that employees who feel a sense of belonging within the organization have much greater engagement. [3] Mentored employees reach out for opportunities for growth and personal career development. They are more likely to become self-starters, often motivated by the knowledge that their efforts are recognized and relevant. Such employees in turn contribute more to the organization. Mentorship creates a culture of collaboration. Both mentors and mentees benefit from the sense of shared investment and personal accountability. As one mechatronics apprentice said recently, “You get to make your voice matter.”

3. The next generation of workers prefers mentoring to management.

Mentoring is a proven, effective formal method of training. At the same time, it is an informal method of connecting with and educating the next generation of workers. Research shows that mentorship is more appealing than management for the Millennial Generation, people now in their 20s and early 30s, who will make up 40% of the workforce by 2020. According to data gathered by the Intelligence Group (publishers of the youth- focused research quarterly Cassandra Report), 88% of Millennials prefer a collaborative work culture to a competitive one, and 79% would prefer that their managers serve as mentors rather than bosses. [4]

Mentorship is an effective training tool for workers of any age. But these numbers also indicate that it’s going to be the preferred approach for the next generation. To attract the best talent of today and tomorrow, I believe smart employers will increasingly integrate mentorship into their organizations. Skills building programs, such as apprenticeships, are an excellent way to formalize mentoring.

A few things to keep in mind:

Mentoring is most effective when it is integrated into the organizational structure.

It’s important to set clear expectations and benchmarks.

Establish clear methods of evaluation to address skill gaps, strengths and weaknesses.

Compatibility and confidentiality between mentor and mentee is key to success. Mentors should be carefully selected and have strong organizational support in their new role.

Online article:

https://www.linkedin.com/pulse/3-reasons-invest-skills- based-mentoring-nicholas-wyman?trk=prof-post

Halifax Chamber of Commerce – Spring Dinner Keynote Speaker – Nicholas Wyman

Nicholas Wyman, CEO, Institute for Workplace Skills and Innovation will be 2015 Annual Spring Dinner Keynote Speaker

When: April 30, 2015. 5.00 PM – 9.00 PM
Where: World Trade and Convention Centre

Wyman, an Australian native, advises companies (such as Coca-Cola and Mercedes Benz) how to recruit, retain and “re-skill” employees. Dedicated to closing the ever-so-familiar gap between education and employment all around the world, Wyman will be an intriguing speaker, especially given Nova Scotia’s skilled labour gap.

The Annual Spring and Fall Dinners are the Chamber’s most popular and prestigious events, regularly attracting a high quality business audience of up to 1000 guests.

For more information, contact Angela Jagoe, Program Coordinator – Events, 902-481-1350

Online: http://halifaxchamber.com/events/spring_dinner/

Interested in having Nicholas come speak to your company or at your event? Request fees and availability through the Penguin Random House Speakers Bureau.

Here’s how we fix the youth unemployment problem

By Nicholas Wyman –

Published on CNBC – February 6, 2015 –

Millions of young Americans, many with college degrees, are unemployed, and that does not include those who are underemployed or have given up trying to find work. Yet millions of jobs remain unfilled, and American companies complain they have trouble finding people with the practical, technical, job-ready skills they need.

Youth unemployment is a huge problem. Globally, 73 million young people are neither employed, nor undertaking education. And, while many economic indicators have showed signs of improvement, youth joblessness remains dizzyingly high — generally three times higher than the rate for adults. Here in the U.S., the adult unemployment rate stands at 5.7 percent, but 17 percent of the nation’s youth are jobless.

Yet 36 percent of employers globally are having difficulty filling jobs. In the U.S., this “skill gap” represents some 4.8 million unfilled positions.

The principal cause of youth unemployment in the U.S. is a woeful lack of marketable workplace skills among high school graduates (and many college grads). This should come as no surprise. The vocational training that once prepared millions of high school kids for good jobs as electricians, mechanics, carpenters, chefs, machinists and so forth has withered—a victim of budget cuts and the widespread attitude that everyone should go to college, whether they are academically inclined or not. This (misguided) attitude prevails throughout the U.S. despite the fact that less than 25 percent of community college students and 60 percent of four-year college entrants complete their study.

America’s failure to prepare young people for working life is most striking when we look at economic competitors such as Germany, Switzerland, the Netherlands, and other northern European countries, where youth unemployment is half the U.S. rate or less.

So, how do they do it?

For one, most high school students in European nations participate in vocational training and work-study internships, including students who are college-bound. The result is that the majority of young people leave secondary school with marketable skills and relevant work experience. Between 30 percent and 70 percent of these students continue their training through formal apprenticeships that are paid for by their employers, positions that allow them to earn a steady salary while they learn – and have a job waiting for them at the end of their training.

In comparison, in the U.S., only 4 percent of high school students become apprentices, even though U.S. apprentices are paid while they learn, can earn an associates degree at no cost to themselves, and step into jobs paying $50,000 on graduation — on a par with the average college grad.

The success of European skill-building programs can be credited, in large part, to collaboration between educators, employers, as well as the communities and governments that support

the programs. High schools, technical colleges and companies work together to ensure that students develop the exact skills and problem solving disciplines that hiring companies need. For example, high school work-study programs in collaboration with local businesses provide young people with mentoring from experienced adults as well as hands-on experience using the technologies and equipment they will encounter in the modern workplace, and facing the challenges they will find in the real world of work.

Could we put a big dent in youth unemployment by doing something similar in the U.S.? The answer is yes. In fact, we’re already seeing examples of successful skill-building programs

in the United States, particularly in communities where European manufacturers have built new plants. European companies such as Siemens, Volkswagen, STIHL, Blum, and BMW, for example, are working with high schools, community colleges and state labor departments to create opportunities for young people in the communities where their plants are located. But with 10 million unemployed young Americans, we need a lot more of what these companies are doing so well. Simply put, if we want to decrease youth unemployment in America and provide more of our young people with secure and well-paid work, skill-building must scale up geographically and across industries.

The federal government is aware of the importance of skill-building, raising their commitment to apprenticeships and community college programs. But governments, and even international institutions, will never be more than minor players in the skill-building game. Companies wishing to employ the best and brightest minds of the future, and the schools that educate these young people must take the lead.

Original publication online: http://www.cnbc.com/id/102402721