HSTAC's Vision is to foster world-class training practices that meet the demands for skilled trades in our community.

Our members have been involved in all aspects of apprenticeship training including employment, training and mentoring, to offering guidance through high school and college programs to consulting with apprentices during registration, sign-off and certificate completion.

We have developed a number a tools to assist with apprenticeship management. Each can be copied, completed and printed as required.

"Orientation Checklist"

is a form completed by the supervisor acknowledging that the new apprentice is aware of specific company and department policies before beginning work and has been issued appropriate apprenticeship tools and personal protective equipment. The completed document is filed in the apprentice's personnel docket.

"Apprentice Daily Logs"

are a tool used by the apprentice to record their daily activities. These can provide proof of experience when requesting a skill set sign-off or provide details of the work performed so the trainer/supervisor can verify the work with the apprentice's co-workers. They should include the apprentice's name, trainer's name, date, a brief description of the work, the related Training Standard skill set number(s), any personal protective equipment required and any tips or techniques learned. In some companies, they may also include a work order number, job procedure number(s), and/or safety analysis number(s). We recommend these logs be completed electronically daily, and not be left to accumulate as experience has shown the quality of the log diminishes as time passes.

"Apprentice Evaluation"

is a form completed by the trainer and/or supervisor responsible for the apprentice. The apprentice's progress should be recorded at least every four months. An interview should then be scheduled with the apprentice to discuss their progress and formalize a plan for the new stage of their training. The completed Apprentice Evaluation and the minutes of the interview should be filed in the apprentice's personnel docket.

"Competency Analysis"

is a list of the required competency skills as defined in the provincial Training Standard for each trade. They can be used by employers to develop an apprentice's training program by scheduling tasks based on upcoming projects or to monitor an apprentice's training progress by recording their experience before being deemed competent. An apprentice can use the chart in a similar way to record experiences if the skill set is incomplete before transferring to a new employer.

"Skill Set Completion"

forms are used by an employer to officially acknowledge the completion of all required skills sets for the trade as defined in the provincial Training Standard. The signed form is provided to the Ministry of Training Colleges & Universities Training Consultant when applying for a Certificate of Apprenticeship and when booking the Certificate of Qualification examination.

Apprentice Mentor Program

Training an apprentice requires a significant long term commitment. An average apprenticeship involves 8,000 to 10,000 hours of experience including three levels of trade school. Wages and benefits can exceed $225,000 during the period. Resources may include a trainer to provide hands-on instruction, a planner to schedule jobs which include skill set training and a supervisor to oversee the daily maintenance operations. Initially, apprentices will be a cost to the company until they are able to utilize their new skills to solve problems.

The Apprentice Mentor Program introduces another stakeholder in the training process. A third party mentor, through a more structured communications approach, can identify potential issues or concerns at the earliest opportunity. This initiative can best be described as a preventive maintenance program for the Apprenticeship Training Program, to ensure employers and apprentices are achieving the desired results.

The mentor is typically an employee familiar with the company's culture, policies and apprenticeship training, while already fulfilling regular duties. Their unique skill is to act as a resource person able to listen to all the stakeholders and be able to discretely discuss issues or concerns with the appropriate stakeholder before it adversely affects the apprenticeship training program. To facilitate this, the third party mentor must be included in regular apprenticeship training discussions and electronic communications.

When a new apprentice begins training, an introductory meeting should be held with the other stakeholders (trainer, planner, supervisor, and mentor). It is important that everyone, especially the apprentice, understand that there is help and assistance available if required. Issues and concerns should not be ignored, only to be discovered when it may be too late to correct the problem.

Regular mentor and apprentice meetings should be scheduled at least every quarter and the discussion documented including observations, concerns and action taken on an "Apprentice & Mentor Discussion" form. The discussion could begin with a brief review of the Training Standard as a catalyst to ask what types of work the apprentice has experienced and the new skills practiced. Issues could range from company policy, to lack of skill set training to personnel conflicts. It is also an opportunity to document the apprentice's ability to acquire, practice and achieve skill set sign-offs in the particular trade and offer advice or insight based on work place experience. Formal Training Standard reviews are often tied to performance objectives and rate increases. The completed form should be placed in the apprentice's personnel docket.

The another key stakeholder in the apprenticeship training program is the trainer, who provides the "hands on, day to day" sharing of skills, knowledge, and experience - teaching the next generation. Their role is to evaluate and provide constructive feed back to the apprentice and to document the apprentice's ability to demonstrate competency. Most experienced trades people are extremely proud of their career and are eager to pass along their knowledge as someone did during their apprenticeship.

The apprentice must understand their responsibility to manage their own apprenticeship training program and the need to demonstrate that ownership through their participation, interest, care and respect for the trade. They must maximize the learning opportunities presented and take advantage of all of the skills, knowledge and experience that are being shared. Communication is an important tool used by all the stakeholders to ensure a successful result.

Statistically, even a very good apprenticeship training program will experience 20% failure or quit. The Apprentice Mentor Program is safety net initiative developed to assist stakeholders by identifying issues, concerns and progress to protect the investment of time, capital and resources.