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.