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Apprenticeships workers on that path from the start . Encouraging businesses to ‘ grow their own talent ’ by recruiting young people on an entry-level apprenticeship and supporting advancement through qualifications , means they can cultivate talent from the ground up .
This approach allows employers to shape apprentices ’ skills to meet specific needs , instilling industry standards and aligning them with company culture from the start . Over time , businesses can build long-term relationships , reduce turnover , and develop future leaders internally . Many businesses prefer to hire graduates as they feel they ’ re more prepared for the roles but in reality , classroom learning very rarely translates to the work environment . Those that have progressed from a level three construction apprenticeship through to a degree apprenticeship have the same qualifications as graduates but upwards of three years of experience . While it ’ s a commitment to employ someone younger and take responsibility for all their learning , the long-term rewards are proven . employment , together . Working with the Department for Education , it aims to provide pathways for young people to enter the industry and encourage built environment companies to commit to creating viable routes for them .
It ’ s evident that a true focus on apprenticeships from businesses , organisations and central government is needed to address the challenges facing the industry and develop a future-proofed workforce . ■
For a list of the sources used in this article , please contact the editor .
Julie Deeley www . efficiencynorth . org
Looking to the horizon
The construction sector is rapidly changing , and while the industry does attract workers , the additional number highlighted by the Construction Skills Network report shows that there is more to do if we are going to have the workforce needed for the future . While isolated strategies have supported some businesses , more are realising that a collaborative approach is required .
Groups such as the Built Environment Shared Apprenticeship Service ( BESAS ), a collaboration of six prominent ‘ not-forprofit ’ flexi-job apprenticeship organisations including EN : Able Futures , have united to pioneer apprenticeship models that can bridge the gap between education and
Julie Deeley is director of operations at EN : Able Futures , part of Efficiency North . Efficiency North is a membership-owned and led consortium of social housing providers . Efficiency North Holdings Limited is the holding company for EN : Procure Ltd , EN : Able Futures CIC , EN : Able Build Ltd and EN : Able Communities CIO . Across its branches , it provides a range of professional services that save time and money , add social value and support social and economic regeneration in communities in Northern England .
EN : Able Futures is an award-winning flexi-job apprenticeship service that recruits , employs and provides pastoral services to ensure apprentices remain employed for the full duration of their apprenticeship . The service makes it easier for businesses across Northern England to take on an apprentice , regardless of how long for , as they are not always able to commit to the duration of the training programme .
www . efficiencynorth . org / en-able-futures
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