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Jobs without people. People without jobs. Employers know about the mismatch between the skills they need and the skills workers have. To address such gaps and prepare individuals to meet sophisticated talent needs, more organizations are implementing apprenticeships.

Whether your company already has an apprenticeship program or is contemplating one, here’s what you should consider to ensure you and your people get the most out of apprenticeships.

The Modern Apprenticeship
Modern apprenticeships are a powerful option for recent high-school graduates, college grads, military veterans, and workers seeking a new start. They’re available in a broad range of 21st-century industries and occupations, from cybersecurity, healthcare, and data analytics to hospitality management, green sciences, engineering, and advanced manufacturing. (Check this official list of approved occupations for registered apprenticeships.)

Key components of modern apprenticeships include customized, supervised, and paid on-the-job training at reduced or no cost, as well as wages graduated in step with skills gained during training. Programs also vary in length depending on the employer and industry. Detailed work-based training components are determined by the employer or industry sponsors, and apprentices advance based on achieved competencies. Moreover, many workers who complete apprenticeships earn a nationally recognized qualification.

For example, Interapt, a software design and development company based in Louisville, Ky., is running a program called Interapt Skills. The program’s apprentices include career-changers, veterans, displaced workers, and recent high-school and college graduates.

Interapt CEO Ankur Gopal explains that his company “recruits and hires software engineers, but it was difficult to draw senior-level people here. And because we’re a cutting-edge business in the service industry, college grads weren’t meeting our needs. They had lots of theoretical knowledge, but lack experience and skills in the latest software development tools.”

The apprenticeship program, however, helps provide a supply of talent by blending classroom and on-the-job training with a strong mentorship component.

Getting Started
An apprenticeship program should not be a one-size-fits-all proposition. Still, some steps in creating are fundamental:

1. Identify the occupation in which you’re looking to create an apprenticeship.
2. Assign an internal team, including people from direct service, middle management, and leadership, to develop and roll out the program.
3. Work with external partners, like community colleges, high schools, civic and nonprofit groups, and state apprenticeship organizations.
4. Outline the qualifications that candidates should possess.
5. Determine core competencies and skills you’d like to develop in your talent.
6. Identify mentors and coaches.
7. Create on-the-job training goals (performance measures) and related curricula.
8. Determine type of training and scalable wage schedules.
9. Set up marketing and recruitment strategies.
10. Develop ongoing monitoring, evaluation, and improvement processes based on feedback and outcomes.

It might sound like a lot for an employer to create a customized program from scratch, but a faster-track option would be to get some technical assistance. Many organizations, such as the Urban Institute, help schools, employers, and other stakeholders start and expand registered youth apprenticeship programs. Some also provide modest funding to help employers offset training and creation costs.

Meanwhile, the American Association of Community Colleges and the Department of Labor have set up a $20M partnership to create a revamped network of apprenticeships over the next few years. (Still, we need more employers to take up the challenge, join the job skills revolution, and create more apprenticeships.)

Gopal also suggests making sure that you do an early skills test when you induct apprentices. That way, you’ve got a context for the amount of work they have to do to get up to speed. He additionally encourages employers to be transparent with apprentices from Day One about which skills they need to master and when they can advance up the pay scale.

“Consider having mentors on the team and plan for how they will be checking in with the apprentices,” Gopal recommends. “Also make sure you involve apprentices throughout the process, and give them exposure to discussions that they might not otherwise be invited to.”

Two years since Interapt launched its apprenticeship program, more than 40 companies — including Humana, Ernst & Young, and GE Appliances — have signed the program’s graduates. In other words, proof that apprenticeships can be a powerful match of skills and opportunities to move the economy forward.

Article by Nicholas Wyman.

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Apprenticeships That Bridge Skills Gaps

Upwork, the globe’s largest remote talent platform, posts three million jobs and transacts $1 billion of work each year. It recently released Freelance Forward 2020: The U.S. Independent Workforce Report, based on insights from 6,000 U.S. workers about the impact of COVID-19. It shows that 12% of the workforce started freelancing during the pandemic for the first time.

All up, 59 million people are freelancing – that’s more than a third of our total workforce. Some 36% of them freelance full time, which is eight percent up on last year. For those who left a job to freelance, only a quarter are making less income than previously. Half of freelancers are highly skilled, offering services such as computer programming, marketing, IT and business consulting, etc. And it’s not just Millennials who freelance. Half of Gen Z, 44% of Millennials, 30% of Gen X, and 26% of Boomers choose freelancing. 

Freelance gigs obtained through global online job platforms often get a bad rap. Some say such platforms recall disadvantaged workers in developing countries eking out a paltry living as a virtual assistant, software developer, or social media content writer, for example. Others say a job through this type of platform is simply a race to the bottom when it comes to potential earnings. But this isn’t always the case – global online job platforms have proven to be useful, as many people use such platforms to posttasks, projects, and even ongoing part-time or permanent roles. The key for freelancers is learning how to navigate these sites and present themselves attractively to those hiring, while the key for employers and recruiter is to comb through a multitude of candidates and effectively identify qualified freelancers with the exact skills they are looking for.

One entrepreneur looking to hire skills told me how she found it particularly helpful when pivoting and scaling up her business. There is no question, the ability to tap into a global talent pool at will, plus name your price and deadline, is desirable to many.

Some platforms, such as Upwork, claim it takes an average of three days to hire because the employer has a job, knows what they need, and are ready to hire now. (There are alternatives such as this site lists, too). 

If you’re a professional looking for a side hustle through to ongoing work and everything in between, your profile on an online jobs platform may well be a standout. That’s if they accept your application – it can be competitive, particularly in some categories, so the more niched you are, the better. These are the skills that earn an average of $200 or more per hour on Upwork: legal entity structure, blackline, bitcoin, international accounting standards, and software licensing.

As a little-known Indian entrepreneur, Venkatesh Rao writes on his blog, The Art of Gig; there’s an assumption out there that people shouldn’t have to work more than one full-time job to earn a living. That’s a perspective of a “one-person-one-job world.” But how many Americans have had to take second jobs to make ends meet or maybe take on a mix of casual and part-time roles?

Rao continues: “The idea of someone who works more than one job out of choice, who is a small-scale, capitalist who owns at least a small piece of the means of production (a laptop, a car, a guitar), who wants to play with risk-and-return decisions, whether they involve record deals, viral blog posts, or pricing surges on rideshare, is deeply threatening to how traditional labor politicians build and exploit a base of political power.”

What policies are needed for the gig economy?

You guessed right if you thought he was writing about the anti-freelancing law that came into effect on 1 January in California. It reclassified freelance worker as employment, so they get the same benefits as ‘regular’ workers. It’s still contentious and doesn’t embrace the future of work. Gigs are part of that.

What are the benefits of sites like Upwork for freelancers?

Upwork is a window into the future of work. It contrasts with job boards that just advertise vacancies – or supposed vacancies where companies are only building a register of possible candidates when one does come up. To advertise on Upwork, the employer deposits funds into Escrow to show they’ve got the funds – if they don’t, the freelancer is notified, so might think twice about applying for the job. 

Even the way you apply for jobs is next generation. Successful proposals don’t start with how many years’ experience and name dropping your previous employers; instead, you jump straight in with how you’d tackle the task and what you’d need to do so. Perhaps you upload some evidence of similar work you’ve done. It’s like you’re interviewing them about the opportunity. It’s a mind shift. 

One freelancer selling skills told me about a year ago Upwork started charging a nominal and sliding fee to bid for jobs depending on their duration and hours. It’s a quirk that seems strange on the surface – why should a job hunter pay to apply for a job? However, Upwork explained its reasoning – it introduced the charge to help employers who had been inundated with irrelevant bids. By the way, employers don’t pay freelancers’ holiday pay or health insurance. But, it’s assumed the freelancers absorb these costs in the fee, which they raise over time as they complete jobs successfully and see their ratings rise, too. If there are any communication, work quality, or other issues, the job platform usually steps in to arbitrate, but their business proposition appears to favor supporting employers over freelancers.

Online job platforms are a different way of working and built for our times. Even when our workplaces, schools, and international borders might be closed here and there around the globe, this is one example of the future of work happening right now.

Article by Nicholas Wyman.

Pods need not always be about physical space

By Nicholas Wyman.

Mention heutagogy, and there will be blank stares. It’s an approach that celebrates self-directed lifelong learning skills and is a good fit for workplaces. The term was coined some two decades ago.

It’s not necessarily a solo activity, either. Learning hooks into social and emotional domains and is a skill one needs to keep sharp and finesse. 

The World Bank has been on about lifelong learning’s crucial role for the global knowledge economy for 25 years. It’s become increasingly essential for creating and retaining knowledge to survive in our 21st-century globalized world. 

Heutagogy highlights learners as independent, but more so interdependent. Researcher Linda Orwin talks about it building each person’s capability so they know how to learn, use creativity to apply their skills in novel and familiar situations, believe they’ve got the skills to tackle future challenges, and work well with others.

It approaches learning on two levels: acquiring knowledge and skills or competencies as well as deeper learning driven by the learner’s needs and motivation. As one of the early writers in this space says, heutagogy is about the questions that the learning experience raises rather than just providing answers.

So, what’s the focus of that learning?

Orwin, whose table comparing pedagogy, andragogy and heutagogy continues to do the rounds online, explains: “[They] can go beyond problem solving by enabling pro-activity. Learners use their own and others’ experiences and internal processes such as reflection, environmental scanning, experience, interaction with others and proactive as well as problem-solving behaviours.”

Aren’t these fundamental skills needed for work?

Heutagogy can manifest in the workplace through the form of learning pods — yes, styled on those springing up across the nation due to pandemic-induced school shutdowns. Usually, three to 10 students gather in-person in one of their homes or some other learning space with a tutor/teacher to guide their learning. Pods offer learners social and emotional support they get from learning with their peers. 

Why should school-age kids have all the fun? 

Reframing workplaces as “sites of learning” and “communities of practices” means the hard slog of just a job takes on quite a different perspective. In these heutagogical learning pods, supervisors and managers are problem-solvers, trouble shooters and general consultants. Workers are neither passive nor dependent on the boss. Instead, as learners, they build competence and independence in their roles. No, it’s not about innovations in individual work pods that COVID-19 has prompted.

In the workplace, such pods can spring up based on specific projects, problems, tasks, even learning programs. They can be in-person or online, so they’re technology agnostic. Staff don’t have to be “in the pod” for their full workday — they can move fluidly from different pods as their work needs change throughout the day, for instance. The workplace makes that call.

Learning pods aren’t just a group of people collaborating, but one where everyone embraces and upskills with a focus on a particular project/problem. A facilitator (team leader or manager) mentors pod members to develop and refine the skills Orwin mentions above. That’s an important point about the facilitator: Staff need modelling, guiding and training on how to become self-directed learners. That means structure — organizational protocols and processes — is needed, so staff know what to do and how to do it. 

Otherwise, the staff will go back to their old ways. That’s much like schoolteachers who work in innovative learning environments with movable furniture and flexible floor plans. Without training, they stick to their comfort zone of traditional practices. Consider integrating the training on how to work within a pod actually within a learning pod — learning while doing, if you like.

To use an example, if staff need to tackle a unit of e-learning, why sit them at their own computers in silence to self-pace through the standard digital textbook sprinkled with the occasional video link? Help them bring that learning process to life by encouraging them to bounce their knowledge off each other — actively using it, talking about it, making it their own so that knowledge sticks. Bring a mobile learning app into play as well with online quizzes for spaced learning (which beats the recognized phenomenon known as the “Forgetting Curve”) plus a leader board to inject a bit of competition.

Learning pods are part of a teaching movement called “Genius Hour” (Google sparked this so its engineers could spend 20% of their time on passion projects), professional development, a tribe of learners and good ol’ just getting down to do the work. There’s a lot of promise there as a good fit with the future of work, wherever it might be.  

Nicholas Wyman is a future work expert, author, speaker and president of IWSI America (Institute for Workplace Skills and Innovation).

Jobs without people. People without jobs. There’s a mismatch between the skills people have and the skills companies need.

Back in February of this year, ManpowerGroup reported US talent shortages were at a 10-year high, with more than two-thirds of employers struggling to fill positions. That situation is unlikely to have eased during the pandemic.

Meanwhile, from the employee’s perspective, traditional paths to acquiring professional skills are losing their luster. Many Americans are changing or canceling their education plans due to COVID-19, according to an ongoing longitudinal survey by Strada Education Network, and just one in three college students say their institutions are “very good” or “excellent” at linking education to a meaningful career. Less than 20 percent of college students feel their education will be worth the cost, according to the survey. Clearly, there’s not a lot of confidence in higher education’s ability to help close the skills gap.

What are employers to do?

The Skills Gap Equals Unprecedented Opportunity

The students who are reconsidering college’s efficacy are actually already showcasing critical skills for future workers: They’re embracing the necessity of pivoting and upskilling through continuous training.

The way we work and the types of jobs we hold are transforming under the influence of globalization, economic change, and technological advances. Astute employers realize that navigating the evolving economic landscape will require building pipelines of workers with 21st-century skills, and they are looking beyond conventional college grads to recruit the talent they need.

Along the same lines, local and state governments are investing in programs and policies to expand career pathways. For example, the American Association of Community Colleges and the Department of Labor are partnering to create a revamped network of apprenticeship opportunities over the next few years.

Targeted career and technical education (CTE) and apprenticeships offer viable paths forward as companies try to close skills gaps while recovering from the economic effects of COVID-19. These programs create a more seamless match between the skills employers need and the skills the workforce is actually developing.

Apprenticeships are a uniquely adaptable model of skill development, and they’re not just relevant to the trades. Modern apprenticeships allow employers to connect with students, recent graduates, military veterans, and workers looking for a fresh start, and then mold these candidates into the specific kinds of talent they need.

Businesses with apprenticeship programs often report higher levels of workforce productivity, innovation, and employee retention, according to “It’s Time: Using Modern Apprenticeships to Reskill America,” a report I released with my company, IWSI America. Furthermore, those who become apprentices say they have better employment options upon completing their programs.

Modern Apprenticeship Demystified

A modern apprenticeship is a work-based training program that prepares individuals of any age to meet sophisticated talent needs. They’re available in a vast range of 21st-century industries and occupations, including cybersecurity, healthcare, data analytics, hospitality management, green sciences, engineering, and advanced manufacturing.

These apprenticeships are customized and supervised. They offer paid on-the-job training at reduced or no cost, as well as wages that increase in step with skills gained during training. These programs range in length depending on the employer and industry. Detailed, work-based training components are determined by the employer or industry sponsors and apprentices.

One-size-fits-all isn’t the right approach to creating a modern apprenticeship program. They’re all about customization. However, a few fundamental steps are common to getting any modern apprenticeship program off the ground:

1. Work out which occupation you’re looking to create an apprenticeship in (the Office of Apprenticeship has a handy list of officially recognized occupations).
2. Find your internal project team, which should include staff from direct service, middle management, and leadership. Together, they’ll develop and roll out the program.
3. Identify external partners like community colleges, high schools, civic and nonprofit organizations, state apprenticeship organizations, and even apprenticeship intermediaries if you prefer to go down that route.
4. Recruit mentors and coaches you can count on to check in with apprentices.
5. Be clear about the qualifications and core competencies you want your apprentices to develop. Be reasonable.
6. Access or create relevant curricula to drive on-the-job training goals, which will become your performance measures.
7. Figure out your training schedules and wage scales.
8. Craft your marketing and recruitment strategies.
9. Establish a plan for monitoring, evaluating, and tweaking your process based on feedback and outcomes.

If you want to ensure your apprenticed staff earn nationally recognized industry credentials upon completion, you will need to register the apprenticeship program with the Department of Labor. Support is also available from organizations such as the Urban Institute, which can assist employers in selecting occupations and identifying competencies for occupational proficiency.

You’ve heard the mantra, “Don’t waste a good crisis.” The pandemic is an unprecedented moment for us to reimagine how we can reshape America’s economy for the benefit of all. Modern apprenticeships and CTE can help us close even the most pernicious and persistent skills gaps.

Nicholas Wyman is president of IWSI America and the author of Job U.

https://www.recruiter.com/i/create-an-apprenticeship-program-for-your-company-from-scratch-with-these-9-steps/

Kentucky was coming off historic lows in unemployment, hovering around 4%, when the pandemic struck, according to the Bureau of Labor Statistics. Record high unemployment sent that figure surging to 16.6% in April; then it normalized to just 4.3% (that same as 82,714 jobless).

Then, when COVID-19 rose again as of August 27, the Bluegrass spiked again approaching 48,000 cases. As we await this month’s unemployment data with cautious optimism, we’ve got our eyes on an action plan for this state with a historic and robust record in apprenticeship. It’s got a big claim to FAME in this regard – more about that below.

Navigating COVID-19 is challenging for private and public sector employers globally as they strategize and marshal resources to stabilize business operations and service delivery. Few might consider the pandemic as offering employers opportunities to rethink and re-imagine their ideal future workforce – taking a long-range perspective. Apprenticeship holds a lot of promise, even in uncertain pandemic times. And, you might be surprised to learn Kentucky businesses are still hiring apprentices during the crisis as hard data support.

Tech training is crucial

Whatever the role, training in digital technology is a must to revamp, adapt and update skills. New technology is eliminating many jobs that demand only repetitive tasks while creating jobs that involve training, managing and developing that new tech. That’s why people who can work with tech are in high demand.

Right now, though, many Kentucky employers simply want to maintain their workforces. Poor cash flow and reserves to pay workers make that tricky. If employers can avoid mass layoffs to keep employees on the payroll, this is reliable insurance for sustainability.

If Kentucky businesses need to shut down or shrink hours of operations again, and working from home isn’t feasible, employers should aim to fill staff members’ time with skills development, both technical and soft. Boost participation by offering incentives. Handing staff learning and development opportunities is a powerful tool for engaging and retaining them. It’s a cost-saving measure in the long-run that lifts morale.

Modern workers need to be tinkerers and problem-solvers. They must know how to ask questions, when and how to get help, how to work in teams and how to communicate effectively with machines, their coworkers and superiors, too. The pandemic demands they be flexible, adapt, and continuously learn new skills.

Employers and HR managers who take a long-range view will pull out all stops to help current, and future staff develop these skills. Organizations with remote workers should explore massive open online courses (MOOCs), Khan Academy, Udemy, Skillshare or Google Digital Garage for free online classes, some of which offer certification.

Establish or expand apprenticeships to build for the future

One lasting impact of the pandemic could be changed expectations for government’s role in the economy. All levels of governments will rethink the scope of services, particularly for disease prevention and maintaining social infrastructure. As services expand, training and employing more people for public sector jobs will be needed.

Agencies should consider investing in their own and Kentucky’s future by continuing to fund and sponsor apprenticeships throughout these challenging times. Serving an apprenticeship is a proven way to skill up and prepare for a public sector career in health care, public safety, infrastructure, cybersecurity, education, green sciences or law enforcement, for example. Now is the time to invest in individuals to strategically plan for workforce needs as localities and the economy recover.

Consider the example of Kentucky FAME. The Northern Kentucky FAME chapter (NKY FAME) became a non-profit in October 2015 and is now entering its fifth straight year of mentoring apprentices. (FAME stands for the Kentucky Federation of Advanced Manufacturing Education, by the way.) In response to an expanded initiative in Kentucky to boost the number of registered apprenticeship programs across the state, the NKY FAME chapter unanimously decided to register its apprenticeship program with the Kentucky Cabinet for Education and Workforce Development, Office of Employer and Apprenticeship Services in December last year.
 
The chapter is the first registered FAME program in the Commonwealth and the second in the country. Eleven apprentices were registered at the start, and now, less than a year later, 22 have joined their ranks, with more joining this month.
 
Registered apprenticeship continues to be on the rise and gaining popularity in Kentucky, and across the United States.  Registered apprenticeships numbers have more than doubled in Kentucky in recent years.  Companies such as the Northern Kentucky FAME chapter have embraced registered apprenticeship to fill the regional demand for skilled labor in advanced manufacturing. 

They’ve also used it to:

• Leverage government subsidies for recruiting and technician sponsorship

• Offer economic security for the regional workforce; and 

• Strengthen individual businesses through skill development, employee engagement, and decreased turnover.

FAME is one example of Kentucky’s diverse apprenticeships, which have been on the books since the 1930s. Over 300 diverse businesses offer paid apprenticeships throughout the state to more than 4,000 apprentices, and there are more than 3,000 apprenticed occupations across the country. About 16,000 individuals have taken part in an apprenticeship in Kentucky since the US Department of Labor started tracking apprenticeship data in 2007. You might have heard of TRACK – Tech Ready Apprentices for Careers in Kentucky.

Many other employers in Kentucky also find that apprenticeship programs increase employee loyalty, engagement and productivity for apprentices and their mentors. And some organizations are successfully using apprenticeships to diversify their workforce, with positive effects for the employer and the community. Diversity creates a built-in focus group, offering rich insights into customer service and product development.

Now is the right time to start an apprenticeship program. The Federal Government recently set aside millions of dollars in grants for such initiatives through the US Department of Labor’s Closing the Skills Gap program. The University of Louisville notched $4 million for its students under this program. Funds are there for the asking for local and state governments, as well as private employers and non-profits.

The coming weeks and months could be the best window of opportunity this decade to recruit talented people through apprenticeships. It’s also a prime opportunity for organizations to integrate skills-building and professional development initiatives to ensure they have a more robust, better-prepared workforce.

Nicholas Wyman, MBA, is a future work expert and speaker, the president of the Institute for Workplace Skills and Innovation America, and the author of Job U. Wyman has studied at Harvard Business School and the Kennedy School of Government, and he was awarded a Churchill Fellowship. He is on Linkedln.