With an apprenticeship, knowledge can be passed down, which means that firms just need to find candidates with the right aptitude. However, the use of the apprenticeship is not as widespread as it could be. Printweek uncovers what the trade thinks about the subject.
At one time apprenticeships were the foundation for print industry recruitment, and every business would have had a formalised programme that was often supported by trade or accreditation bodies. However, this has significantly changed over the past 20 years as advancements have made print room technology maintenance, setup and running far more automated and thus has reduced the need for multi-year apprenticeships and skills training.
There has, however, been something of a resurgence of support for apprenticeships, as print’s issue with attracting new blood becomes more widely recognised.
Industry federation the BPIF is the main body supporting apprenticeship schemes within the print sector. Head of training, Karly Lattimore, says that since the Print Technician and Print Operative Apprenticeship Standards were introduced, BPIF Training has enrolled almost 400 learners onto the programme. If business programmes (Operations/Departmental Manager, Team Leader/Supervisor) are included, then that total rises to almost 800 learners across over 300 businesses since September 2017 when the standards were introduced.
Similarly, Brendan Perring, general manager of the Independent Print Industries Association (IPIA), notes that “there was a surge of apprenticeship awareness as a result of the Government Kickstart Scheme”. The BPIF acted as the industry’s representative body when the £2bn scheme was set up in 2020 as part of the government’s Plan for Jobs, although firms did not have to be BPIF members to engage.
CASE STUDY: CLAYS
Kurt Townsend, web room day manager at book printer, Clays, says that he has been mentoring a number of apprentices over the last three years, four of whom are now fully qualified and were, he says, “the first in the UK to complete the new standard of the print qualification,” and a further four who are halfway through their apprenticeship.
Townsend tells that he was an apprentice printer himself roughly six years ago and so “understands the pros and cons around the qualification on offer”. He notes that “what makes a course good is getting a wide range of understanding about the different types of printing techniques along with broader knowledge”.
Challenges
But there are challenges that Townsend says need to be overcome. One he lists is that apprentices may only work with litho printing presses and so learning about different techniques can cause confusion.
And then there was the effect of the pandemic on the process. As Townsend says: “It was new and a scary time for everyone up and down the country. We decided as a group - tutors, myself, and apprentices - to try our best and continue working by respecting government guidelines and running online classes through Teams.”
On-the-job learning was another Covid challenge that Townsend highlights. He’s referring here to the noisy environment of a print works and PPE. Even so, he says that “fully masked up and respecting each other’s personal space we worked together and still made a success in spite of the challenges faced – and the apprentices still learned”.
But the biggest challenge for Townsend is the lack of backing from schools and the government for print-based apprentices: “Working in the industry isn’t pushed hard enough like other careers like plumbing or IT for example.” He acknowledges that there are businesses around the country that use apprenticeships in the print industry but feels “it isn’t widely known about”.
Townsend makes the point that Clays could have quite have easily advertised for fully trained and qualified printers to take on vacant positions. Instead, the decision was made to give young people an opportunity to develop themselves. Regardless, Townsend says that he firmly believes that the apprenticeship programme has been a success and should be used more often: “It’s a good way of attracting people into print and an apprenticeship programme means that they can see a future.”
Communication is key
He offers a parting tip: that to make an apprenticeship a success communication is essential. He cites the impact of Covid in that plans changed to which everyone had to adapt and evolve. “Having clear lines of communication with tutors and apprentices means that everyone clearly understands what is going on and as a team we can make the best decisions for the learners and business alike.”
Townsend is hopeful that the government will continue to offer support to business through the Apprenticeship Levy as it “will give businesses more options in regard to attracting people to this sector so we can all continue to grow”.
Key considerations
When putting an apprenticeship scheme in place, it’s important to remember that there’s no one-size-fits-all solution. Lattimore says: “Different employers use different software, different tools, different machines and a good training provider will understand the unique requirements of the employer and work closely with them to design a programme that aligns with their goals and objectives.
“The first step is to identify the organisation’s needs. This involves assessing the skills and competencies required for the business’s success.
“By understanding these needs, the knowledge, skills, and behaviours from the apprenticeship standard can be mapped to meet the organisation’s specific requirements.”
Some may feel that an apprenticeship scheme adds an undue administrative burden, when compared with recruiting someone who has already been trained, for example. However, Lattimore stresses the point that “apprenticeships are designed to be a benefit to a business, despite some bureaucracy that comes with them”.
“By investing in apprentices, businesses can develop a loyal and motivated talent pool, committed to the company’s long-term success,” she says.
When it comes to finding the right person to fill an apprenticeship, Perring says that “it is important for firms to understand the potential skills and knowledge gap that apprentices may have in what is expected of them”. He adds that “with many younger people staying at home longer, and potentially not having worked at all prior to starting an apprenticeship, expectations need to be set accordingly”.
Overall, Perring reckons that there is huge potential waiting to be tapped, but “it could require a significant degree of mentorship”. This, to him, means that building a comprehensive support and training framework to teach apprentices both soft skills through to more practical elements, such as what conditions and level of work are likely to stimulate career progression, are vital.
Nor should employers look at apprentices as a potential source of cheap labour. Under-investing in this area is likely to be a false economy. Lattimore says the vast majority of organisations that BPIF Training works with pay above national minimum wage and this undoubtedly supports retention. She says: “One common area where employers may go wrong is in failing to pay a fair and competitive wage to their apprentices.
“Offering a good wage not only demonstrates the employer’s commitment to valuing the apprentice’s work but also helps to create a positive working environment that fosters motivation and loyalty.”
And she points out that “employers need to be aware that they are competing with other markets and provide a package that benefits both parties”.
“In turn,” she adds, “this will lead to a happier, more knowledgeable workforce.”
Perring also stresses that for the first six to 12 months, “the employer will be putting more into the apprentice in terms of mentorship, time, and financial outlay than they may get be getting back – it is a long-term investment”.
Apprentices need to be taken on under appropriate contract terms. Lattimore explains that apprenticeship contracts are specifically designed for apprentices and offer a structured framework for their training and development.
When an individual embarks on an apprenticeship, they will enter into a contract with the employer and training provider known as the ‘apprenticeship agreement’ which outlines the rights, responsibilities, and expectations of both the apprentice and the employer.
“These contracts emphasise the commitment to learning and provide apprentices with a supportive environment. They outline the duration of the apprenticeship, the training programme, and the expected outcomes,” she says.
They will often provide apprentices with access to additional benefits, such as mentoring, coaching, and formal education.
When an apprenticeship contract ends, the apprentice’s future depends on the agreement between the apprentice and the employer. The apprenticeship contract should outline the expected outcomes of the apprenticeship, which may include progression to full-time employment or further training opportunities.
“While there is no legal obligation to offer full-time employment,” says Lattimore, “many employers recognise the value of retaining trained and skilled apprentices. Some employers may choose to offer permanent employment based on the apprentice’s performance, business needs, and available opportunities. However, it ultimately depends on the employer’s hiring policies and the availability of suitable positions.”
CASE STUDY: MACROART
Lee Garnett, continuous improvement manager at branding and signage firm MacroArt, thinks that the take-up on print apprenticeships is generally good. However, he notes that “there isn’t an apprenticeship out there specifically tailored towards large-format digital print/finishing - yet! At MacroArt we are championing progress in this sector”.
When taking on apprentices the company’s foremost consideration was to “make sure we protected and maintained the quality we delivered to our clients by sharing and passing down the decades of experience and skills to apprentices”. Garnett says that the company worked hard to “create and implement a highly relevant learner journey to help develop individuals, installing the core skills to reinforce and protect the future of the business in all areas”.
A firm career start
Apprenticeships are important to MacroArt as they’re viewed as the perfect start to a career that can lead an employee anywhere in the right business. Garnett takes the line that apprenticeships are beneficial to a company that is serious about development, and the rewards can be huge. He says that “businesses using apprenticeship schemes merely as a way of saving on labour costs are pursuing an extremely short-sighted and limited approach, with no reward for either the business or the apprentice”. MacroArt, he says, is “committed to valuing apprenticeships for the great benefits they can bring to all concerned”.
As to the courses that MacroArt runs, Garnett says that they offer “fantastic development and support, instil key knowledge and behaviours, and help to build important characteristics gained from a structured programme”. He continues: “We are proud that this hard work has already resulted in industry recognition, with MacroArt being named as ‘Best Apprentice Supporting Company’ by Learn2print.”
But apprenticeships don’t just happen in Garnett’s view. To succeed the company has developed a tailored bespoke training platform that is mixed with talented mentors throughout all areas - this “provides real support to make the apprentice feel part of a team from day one. And this reinforces our total commitment as a business to deliver true worth to both our industry and our apprentices”. It should be said that MacroArt’s apprenticeship programme has the support of its directors and is driven from the top which led to “the process becoming achievable beyond expectations”.
Tips
In terms of tips, Garnett says that it’s important to “have patience and make sure you can support the individual by providing the right experience for the apprenticeship with a strong training plan and pathway in place”.
He also says to let the programme grow and change organically with regular feedback from all areas. “Knowledge sharing,” he says, “is paramount; your whole team must be prepared to support the apprentice positively. If this can be achieved, within two years your business will have improved its culture and have multiskilled individuals ready to mentor and help the next set of apprentices you will definitely want to onboard.”
Low pay
On the matter of the current setup of apprenticeships, Garnett is aware that the initial first year of pay is low. However, he’s of the view that “this helps to ensure that the commitment from the apprentice is sincere and genuine, so it is understandable why the government set it at such an entry level”. But moving on, Garnett does believe in rewards and bonuses for each stage of completion “as an incentive to the apprentice” – or pay them slightly more if desired. But he is firm in stating that “if you really want committed individuals then follow the framework the government has put in place, it’s there for a reason”. MacroArt doesn’t take anything from the Apprenticeship Levy.
Where employers go wrong
Both Lattimore and Perring stress the need for clear pathways for progression, outlining performance expectations and milestones and delivered with appropriate mentoring and rewards.
In Perring’s view, the best way to proceed is with a hybrid scholastic and working environment: “They are a pupil and you are teaching them everything from the fundamentals of workplace responsibility, through to the specific skills required to carry out their chosen role.”
He does, however, worry that apprentices often get stuck for long periods doing mundane tasks. While there is always going to be a part of apprenticing that requires this, Perring says that “it is important they can see the pathway ahead and be given access to doing more creative, skilful, and interesting work”.
The Apprenticeship Levy has also been a bone of contention for some in the industry. The government introduced the levy in 2017 with the aim of increasing the number and quality of apprenticeships in the UK, but it has been plagued by questions around whether it is entirely fit for purpose. Lattimore says: “The complexity of the levy system, including eligibility criteria and funding rules, can be overwhelming which might lead to mistakes in allocating and maximising the use of the levy funds available. Lack of awareness about the available funding and the processes involved can result in missed opportunities for investment in apprenticeship programmes.
Perring considers that “overall awareness [of the levy] is quite poor in our sector, although there are some shining examples such as Whistl that have made good use of it.” He thinks the scheme’s ambition is laudable, but that there needs to be greater resource developed around it.
In summary
For those willing to invest properly and support apprentices with the right resources, there is no doubt the payback can be substantial.
Perring details that an IPIA member who initially proposed the idea of an IPIA Kickstart Gateway was Lance Hill, managing director of Eight Days a Week Print Solutions: “When the scheme came out, his firm was getting busier and it seemed the perfect opportunity to give someone the chance to come off universal credit.” From what Perring says, “Hill struck gold in the two individuals he took on in April 2021: Callum Draycott and Sam Riley.
“They have made massive differences to his business and have given him the additional capacity he needed.”
CASE STUDY: XAAR
Helen Clifton, learning and development manager at Xaar, the UK-based manufacturer of inkjet products, notes like many others that “throughout the UK, and not just in the print sector, our perception – gleaned from conversations with the training providers we work with – is that the take-up is currently low.” She thinks that this may be in part the result of the effect of Covid and lockdowns, etc but suggests that a further contributory factor is the availability of apprenticeships that are applicable and suitable particularly to print. She points out that “this does not seem to be the case for other industries, like finance or engineering, or even wider, more generalist business sectors”.
Tomorrow’s people
Clifton says that when Xaar employed apprentices the key considerations were “building the talent pipeline to future-proof the business and the broad sector in which it operates – finding the engineers of tomorrow”.
She explains that the company’s interaction with local educational establishments has been “very positive and supportive… they are extremely keen to work with us to reinforce the apprenticeship opportunity and the benefits of going down the apprenticeship route”. She makes the point that not all students want to go to university.
For Xaar, apprenticeships are yet another opportunity to “attract early careers talent, to help mitigate an ageing workforce”. Clifton reminds that engineering in the UK is a tough sector to recruit for and has been so for a while, so we “have to consider all channels of recruitment of talent. Apprenticeships offer participants the chance to earn whilst they learn, so providing a ‘win/win’ for them to acquire some great skills and experience whilst earning”. The company does seek to better its position, but does so with the aim of giving apprentices a leg up on the career ladder too.
More courses needed
Of the courses on offer, Clifton is aware that there are apprenticeship opportunities in the broader print industry, such as with different types of specialist print service providers, but “niche technical areas such as ink testing and colour management are less well served”. She thinks that a broader range of technical subjects, for focused apprenticeships would be of great benefit.
On making the company’s apprenticeships work, Clifton explains that for Xaar it’s about having “a robust and structured apprenticeship framework, to provide a consistent approach in supporting and developing apprentices through their journey”. Additionally, she says that “a structured approach gives line managers the toolkit and support mechanisms required to manage and guide the apprentice”.
Board-level oversight
According to Clifton, and in line with others, a consistent framework with a board level stakeholder who oversees it is essential to a successful apprenticeship programme. To this she adds the comment that “getting buy-in at all levels regarding the value that effective apprentices adds to our business provides huge benefits to both our business and the schemes we support”.
Ultimately, Clifton says that Xaar is invested in its people, and wants to give them the best opportunity to flourish and shine. She says that such a “highly strategic approach to talent acquisition ensures we remain a forward-thinking organisation. If we don’t have the right skills coming through the door, we won’t achieve our strategic corporate goals.”
In finishing, Clifton feels that the apprenticeships regime in the UK would benefit from “a renewed, closer review”. She says: “Given the fact that funding is spread thinly for local colleges, a review of the effectiveness of these schemes would be beneficial for both employers and training providers.” Xaar is an Apprenticeship Levy payer, but Clifton notes that the scheme has been in place for some time now and “could benefit from a review to make sure it keeps up with a changing work environment and to ensure that it meet its primary objective of encouraging more completed apprenticeships”.
