Apprenticeship Programs Overview

Not every strong career in electronics starts with a four-year degree. Some of the best ones I've seen started with an apprenticeship. During National Apprenticeship Week, it feels like a good moment to say that out loud.   Across the industry, the conversation around talent pipelines keeps coming back to the same challenge: we need people with real, hands-on skills, and we need them sooner rather than later. Apprenticeships are among the most practical solutions we have.   At the Global Electronics Association, we run the first electronics apprenticeship programs in the country to receive official recognition from the U.S. Department of Labor. That recognition matters. It brings federal legitimacy, access to funding, and a framework employers can actually build on. Our programs cover Electronics Assemblers, PCB Designers, and PCB Fabricators, with pathways for California-based companies and workers 55 and older who are ready to step into the field.   What I hear most from employers is that they want to do this but aren't sure where to start. Our Workforce Partnerships team works directly with companies on that, including the funding side, so no one has to figure it out alone.   If this is something you've been thinking about, this week is a good time to reach out. https://lnkd.in/etzGVt5q   What's been your experience with apprenticeship programs, either as an employer or through someone you've mentored?

During my time at Siemens, I learned a ton about global workforce challenges and solutions. Here in the United States, more than 20,000 students every single year are placed on waiting lists for imaging programs. Twenty thousand individuals who have raised their hands and said, “I want to serve in healthcare.” Yet, we tell them to wait. Meanwhile, health systems are struggling to staff CT, MRI, X ray, and interventional suites. Patients are waiting. Teams are stretched. The need is urgent. The problem is not passion. It is capacity. That is why I believe so deeply in apprenticeship degrees and true earn and learn models. When we align employers and academic institutions, we expand seats. We create paid pathways. We reduce debt. We build loyalty. We connect education directly to workforce demand. And we open doors for individuals who cannot afford to sit on a waiting list for two years without income. Apprenticeships are not just a workforce strategy. They are a dignity strategy. They say to a future imaging technologist, “You belong here. We will invest in you. You can learn and earn at the same time.” If we are serious about solving workforce shortages across imaging and allied health, we must rethink how we structure access. What would happen if every large health system committed to scaling apprenticeship degree pathways in imaging? How many waiting lists could disappear? #Heartleader #Healthcare #Imaging #Radiology #Education #Apprenticeships

Business leaders are grappling with skills shortages and a lack of candidates with relevant experience for in-demand roles. The problem is clear - but fortunately so is the solution: applied learning (or on-the-job training) through reskilling, upskilling, and early career talent programs. The current misalignment between the supply of skilled talent and the demand of employers is at the heart of my latest piece in Fast Company. Co-authored with Opportunity@Work founder & CEO Byron Auguste, we explore the critical opportunity to provide, "huge boosts to business productivity and to the wider economy through pathways that are built for all workers at all stages in their career and educational journey." In this piece, you can learn more about: - The 30 million STARs (workers Skilled Through Alternative Routes, rather than bachelor’s degrees) in the US who already have the skills for roles with at least 50% higher salaries than their current jobs, if employers #TearThePaperCeiling.  - How, according to Multiverse research with The Burning Glass Institute, apprenticeships could move 830,000 people in the US into higher-wage roles, resulting in $28.5 billion more in annual earnings.  - The emerging in-demand roles, including cybersecurity and data analysis, that are increasingly being filled through apprenticeship pathways. This piece underscores the need for the private and public sectors to collaborate and scale these programs - and with skills-based hiring increasingly prominent and various states offering tax credits for workforce training, we are already making strides. As the US economy looks for innovative ways to build new industries, let’s ensure we also build effective pathways to success for workers of all backgrounds, all ages, and all career stages. #FutureOfWork #SkillsGap #TalentDevelopment

The most common question I get is: “What is a GTO?”
And no it’s not a new type of group fitness class. 💪 In our world, it stands for Group Training Organisation and it could be the simplest way for businesses to bring apprentices on board without any of the headaches. Many businesses know apprenticeships are a smart way to build a future workforce. But when it comes to actually running an apprenticeship program, the barriers pile up fast. Where do you find the right candidates?
Who manages payroll, super, and workers’ comp?
How do you stay on top of compliance and training contracts? For way too many employers, it feels too hard so the thought gets parked. That’s where a GTO steps in. GTOs like MIGAS Apprentices & Trainees act as the legal employer of the apprentice. You simply become the host, giving them day to day work experience while the team at MIGAS handles the heavy lifting. Here’s what that means for you as an employer:
Recruitment done for you – candidates are advertised, screened, and matched to your trade needs. 
Payroll, entitlements & compliance covered – no headaches with contracts, Awards, or paperwork. 
Regular mentoring & support – helping apprentices succeed (and reducing dropouts). 
Flexibility when workloads change – apprentices can be rotated to another host if things slow down. 
Predictable costs – you pay one agreed hourly rate that covers wages, super, insurance, and admin. What’s the result?
You get the benefits of apprentices with fresh talent, energy, and future tradespeople without the admin burden or risk. When it comes to growing your own skilled talent, partnering with MIGAS makes the path simpler, smarter, and more sustainable. Pictured: Harry Steptoe (Carpentry Apprentice) 2024 MIGAS Apprentices & Trainees Apprentice of the Year. #apprentice #apprenticeship #gto #career #employer #trainee #future

Are Degree Qualifications Dying? In today’s AI-driven world, the gap between generations in professional services, such as law, consulting, and accounting, is widening as we enter the next technological revolution. I recall when laptops and the internet first arrived in the business world. They changed the way we worked and some companies were slow to adopt and change. It meant that tasks that tooks hours or days in the past, took only minutes. An email used to be a letter that took at least 3 days to be read and replied to. Companies that adopted first gained an advantage, but they also needed to change the way they operated because everything became much faster and happened in real-time. The same will happen now with the spreading use of AI. Older professionals bring something AI cannot replicate: deep domain knowledge, leadership experience, and the emotional intelligence to navigate complex client relationships. They are not just adapting to AI, they are leading its integration into their businesses. Meanwhile, younger professionals face a very different challenge. The traditional path of learning through repetitive tasks is disappearing. AI automates what were once valuable learning opportunities. Now, they must master AI tools and develop leadership, influence, and strategic thinking—skills that were once learned over decades. In this new world, the value of a degree as proof of knowledge is diminishing. When AI puts information at everyone’s fingertips, what matters more is how you use that information; how you communicate, influence, and lead. I believe the future lies in apprenticeships for leadership. Just as trades like construction have long relied on practical learning to build technical mastery, we must now do the same for the skills of: 💥 Conflict resolution 🫸 Influence ⏎ Change leadership 👂Coaching and communication At Foxleigh, we specialise in teaching these skills in a practical, hands-on way. And we see two critical trends emerging: ❎ A growing conflict: Younger professionals are struggling to develop the practical skills their senior colleagues expect, while older professionals are frustrated by the lack of readiness in the next generation. ✅ A powerful opportunity: Businesses can transform how they develop talent creating a new generation of leaders who don’t just know things, but know how to use knowledge with confidence, empathy, and flexibility. We need to stop expecting the next generation to learn leadership the way we did, which to be honest, was hit and miss at best! Let’s build a better way and focus on the critical skills for the future, rather than looking at the past? This is going to be part of our next discussion at next weeks live podcast recording at The Orchard in London Looking forward to an amazing evening. David Williams, Nick Ashmore, Kelli Peter, Alex Walker, James Chetwode, Iana Volshmid, David Royle #AgeWithoutApology #FutureOfWork #LeadershipDevelopment

Apprenticeships will matter more than ever. Apprenticeships, long treated as a secondary route into work, will move from a niche pathway to a necessary engine of workforce development. As the UK faces rising skills shortages and growing youth unemployment, as well as pressure to keep pace with fast-moving technologies, the case for combining structured learning with on-the-job training is becoming impossible to ignore. The government’s recent pledge to create 50,000 apprenticeships underscores this shift. “Apprenticeships have a critical role to play in shaping the future workforce,” Hays UK&I CEO Thomas Way said. “While university degrees will always have a place in the modern working world, apprenticeships offer something uniquely powerful: hands-on experience and a direct connection to the skills businesses need today and tomorrow.” Tesco’s decision to expand its 15-month Stronger Starts programme to 1,500 apprenticeship places by 2027 is an early signal of where things are heading. Successful apprentices leave with GCSE-equivalent credentials, functional skills and a guaranteed path to permanent work. Employers across the West Midlands have also pledged more than 16,000 training and work experience opportunities as part of plans to tackle youth unemployment, which sits at double the national average in parts of the region. Hospitality giants like Diageo and Mitchells & Butlers PLC are using structured programmes to create pathways for young people who have struggled to break into work. For a labour market being reshaped by automation and artificial intelligence, apprenticeships will become a strategic necessity: “As technology evolves at pace, organisations must build a sustainable pipeline of talent equipped for roles that didn’t exist a decade ago,” Way said. “Investing in apprenticeships isn’t just about filling roles – it’s about future-proofing our industries.” ✍🏾 Solange Uwimana 📷 Getty Images 💡 This is one of a several ideas LinkedIn News is highlighting in our annual list of predictions. Read it here: https://lnkd.in/BI26UnitedKingdom Join the conversation in the comments or share your own prediction in a post or video with #BigIdeas2026.

🧠 Designing Retention: Why Stay Interviews and Design Thinking Are Your New Talent Resilience Superpowers The Great Resignation taught us one thing: exit interviews are too late. If you're waiting until people leave to understand why they already did, it's time to flip the script with stay interviews powered by design thinking. Stay interviews aren't just about asking why people stay. They're about uncovering what keeps them engaged, challenged, and committed. Now combine that with design thinking, a process built to empathize, prototype, and iterate, and you've got a robust framework for building workplaces people want to stay in. Here's what this looks like in practice: ✅ Empathize: Talk to your high performers. What's working? What's frustrating? ✅ Define: Identify day-to-day friction points that cause burnout or boredom. ✅ Ideate: Co-create possible improvements with your team. ✅ Prototype: Test small changes. Don't overthink. ✅ Test and repeat: Make listening a habit, not a one-off. 🛠 Retention isn't a policy; it's a design challenge. Stay interviews give you the data. Design Thinking gives you the toolkit. 🔁 The result? A talent strategy that evolves with your people, not after they're gone. Don't wait for the exit interview if you're serious about talent resilience. Start designing Retention now. #niketkarajagi Atyaasaa Consulting Private Limited #DesignThinking #HRInnovation #EmployeeExperience #RetentionStrategy #Leadership #StayInterviews

The first 90 days decide IF early talent stay OR start looking elsewhere... If you want them to hit the ground running and stay... Your onboarding can’t just be death by powerpoint It needs 3 critical ingredients: ✅ Fun Gamified, immersive learning sparks engagement + builds confidence. 📌 Tip: Ditch passive presentations. Instead, set interactive “missions” in Week 1, like “Shadow a team member and present 3 things you learned.” ✅ Empathy Onboarding isn’t about policies. It’s about helping young talent navigate a world that’s completely different to when many of us started. Today’s grads + apprentices are starting work shaped by: - Years of disrupted education during the pandemic - Constant social media comparison and pressure - Soaring cost of living stresses 📌 Tip: Equip managers with conversation starters and training on what it’s like to be a young professional in 2025 and how to build trust and understanding from Day 1. ✅ Real world impact The best onboarding doesn’t just "inform" early talent it equips them to succeed in real-world situations, fast. Most young people have spent years studying theory. What they haven't learned are practical work skills like: - How to run a meeting without rambling - How to ask for feedback without feeling awkward - How to manage their time in a hybrid/remote environment 📌 Tip: Instead of overwhelming them create bite-sized skill sessions or gamified challenges focused on key skills/behaviours. When onboarding includes these three things, magic happens: - Managers engage early (and stay engaged) - Grads/apprentices feel confident from Day 1 - Retention and satisfaction scores rise When using this approach I saw: - 66% boost in line manager confidence at M&S - 100% increase in apprentice work readiness at Accenture You don't just "onboard" early talent. You shape their loyalty and their future. Want a FREE resource with details of how to implement all of these tips (plus three bonus line manager resources perfect for onboarding)?! Comment ONBOARDING and I'll send you the link!

🚨 𝗧𝗵𝗲 𝗔𝗽𝗽𝗿𝗲𝗻𝘁𝗶𝗰𝗲𝘀𝗵𝗶𝗽 (𝗔𝗺𝗲𝗻𝗱𝗺𝗲𝗻𝘁) 𝗥𝘂𝗹𝗲𝘀, 𝟮𝟬𝟮𝟱 𝗷𝘂𝘀𝘁 𝘄𝗲𝗻𝘁 𝗹𝗶𝘃𝗲. India just rewrote the apprenticeship rulebook. 𝐀𝐧𝐝 𝐢𝐭 𝐜𝐡𝐚𝐧𝐠𝐞𝐬 𝐞𝐯𝐞𝐫𝐲𝐭𝐡𝐢𝐧𝐠 — 𝐟𝐫𝐨𝐦 𝐡𝐨𝐰 𝐦𝐚𝐧𝐲 𝐚𝐩𝐩𝐫𝐞𝐧𝐭𝐢𝐜𝐞𝐬 𝐲𝐨𝐮 𝐦𝐮𝐬𝐭 𝐡𝐢𝐫𝐞… 𝐭𝐨 𝐡𝐨𝐰 𝐦𝐮𝐜𝐡 𝐲𝐨𝐮 𝐩𝐚𝐲 𝐭𝐡𝐞𝐦… 𝐭𝐨 𝐡𝐨𝐰 𝐦𝐚𝐧𝐲 𝐲𝐨𝐮 𝐬𝐞𝐧𝐝 𝐨𝐯𝐞𝐫𝐬𝐞𝐚𝐬. ➤𝐋𝐞𝐭’𝐬 𝐛𝐫𝐞𝐚𝐤 𝐢𝐭 𝐝𝐨𝐰𝐧: → 𝟐.𝟓%–𝟏𝟓% 𝐚𝐩𝐩𝐫𝐞𝐧𝐭𝐢𝐜𝐞 𝐛𝐚𝐧𝐝 is now based on 𝐭𝐨𝐭𝐚𝐥 𝐰𝐨𝐫𝐤𝐟𝐨𝐫𝐜𝐞 — including *𝐜𝐨𝐧𝐭𝐫𝐚𝐜𝐭𝐮𝐚𝐥 𝐬𝐭𝐚𝐟𝐟*. → 𝟓% 𝐬𝐞𝐚𝐭𝐬 must go to *𝐟𝐫𝐞𝐬𝐡𝐞𝐫𝐬 𝐚𝐧𝐝 𝐒𝐤𝐢𝐥𝐥 𝐈𝐧𝐝𝐢𝐚 𝐠𝐫𝐚𝐝𝐬*. → 𝐏𝐰𝐁𝐃 𝐫𝐞𝐬𝐞𝐫𝐯𝐚𝐭𝐢𝐨𝐧 is mandatory. You must identify suitable trades and create real opportunities. → 𝐃𝐞𝐠𝐫𝐞𝐞 𝐚𝐩𝐩𝐫𝐞𝐧𝐭𝐢𝐜𝐞𝐬𝐡𝐢𝐩𝐬 are now live — built with universities, approved by AICTE/UGC. → 𝐘𝐨𝐮 𝐜𝐚𝐧’𝐭 𝐫𝐞𝐭𝐫𝐚𝐢𝐧 𝐬𝐨𝐦𝐞𝐨𝐧𝐞 𝐭𝐰𝐢𝐜𝐞 unless rules allow. Stipend share only for first-timers. → 𝐒𝐭𝐢𝐩𝐞𝐧𝐝𝐬 𝐚𝐫𝐞 𝐮𝐩 — ₹12,300/month for graduates, plus 𝐚𝐮𝐭𝐨-𝐡𝐢𝐤𝐞𝐬 of 10% in year 2, and 15% in year 3. → 𝐖𝐨𝐦𝐞𝐧 𝐚𝐩𝐩𝐫𝐞𝐧𝐭𝐢𝐜𝐞𝐬 can now be re-engaged immediately. No cool-off period. → 𝐁𝐥𝐞𝐧𝐝𝐞𝐝 𝐚𝐧𝐝 𝐫𝐞𝐦𝐨𝐭𝐞 𝐭𝐫𝐚𝐢𝐧𝐢𝐧𝐠 is officially legal — within time limits. → 𝐂𝐥𝐢𝐞𝐧𝐭 𝐬𝐢𝐭𝐞 𝐚𝐧𝐝 𝐨𝐯𝐞𝐫𝐬𝐞𝐚𝐬 𝐚𝐩𝐩𝐫𝐞𝐧𝐭𝐢𝐜𝐞𝐬𝐡𝐢𝐩𝐬 are allowed — but come with double pay, insurance, travel, and housing. → 𝐒𝐭𝐢𝐩𝐞𝐧𝐝 𝐝𝐞𝐥𝐚𝐲 = 𝐧𝐨𝐧-𝐜𝐨𝐦𝐩𝐥𝐢𝐚𝐧𝐜𝐞. Must be paid before the 10th of every month. 𝗛𝗲𝗿𝗲’𝘀 𝘄𝗵𝘆 𝘁𝗵𝗶𝘀 𝗺𝗮𝘁𝘁𝗲𝗿𝘀: → You will spend more per apprentice. → You’ll be judged on diversity and inclusion, not just headcount. → You must align with new contract, reporting, and payment systems. → But you’ll also unlock a path to deploy skilled talent — locally and globally. 𝐓𝐡𝐢𝐬 𝐢𝐬 𝐧𝐨𝐭 𝐚 𝐜𝐨𝐦𝐩𝐥𝐢𝐚𝐧𝐜𝐞 𝐡𝐞𝐚𝐝𝐚𝐜𝐡𝐞. It’s your chance to lead. To build inclusive pipelines. To collaborate with academia. And to show that industry readiness can start with dignity, structure, and skill. #ViralInfo #ViralPost #LegalCompliance #LegalAwareness #HRCompliance #HRProfessionals #LegalUpdate #PayrollCompliance #StatutoryCompliance #Legal #HRInsights

Workforce systems are often designed as if learning happens before work. In reality, capability is only proven when work begins. This week, I spent time with two groups of apprentices completing their first year in different operating environments. Both groups followed the same structured pathway. In practice, their journeys unfolded very differently. This contrast matters. Because workforce development does not happen in controlled conditions. It happens within live operations, where expectations are immediate, standards are applied daily, & performance is measured in real time. In that environment, even simple tasks (arriving on time, meeting safety protocols, maintaining consistency across shifts) become part of capability and character building formation. Across both settings, one pattern was consistent. Individuals who were embedded in real work (supported by supervision, repetition, & clear standards) did not just acquire skills. They developed discipline, judgement, & the ability to perform under pressure. This is where many workforce systems still struggle. Training is delivered. Certification is issued. Employment follows. But the connection between these elements is often fragmented. When that connection weakens, capability develops unevenly. And when capability is inconsistent, productivity does not scale. What I observed reinforces a simple but often overlooked point: 𝘊𝘢𝘱𝘢𝘣𝘪𝘭𝘪𝘵𝘺 𝘪𝘴 𝘯𝘰𝘵 𝘣𝘶𝘪𝘭𝘵 𝘣𝘦𝘧𝘰𝘳𝘦 𝘸𝘰𝘳𝘬. 𝘐𝘵 𝘪𝘴 𝘣𝘶𝘪𝘭𝘵 𝘵𝘩𝘳𝘰𝘶𝘨𝘩 𝘸𝘰𝘳𝘬; 𝘸𝘩𝘦𝘯 𝘭𝘦𝘢𝘳𝘯𝘪𝘯𝘨, 𝘴𝘶𝘱𝘦𝘳𝘷𝘪𝘴𝘪𝘰𝘯, 𝘢𝘯𝘥 𝘴𝘵𝘢𝘯𝘥𝘢𝘳𝘥𝘴 𝘰𝘱𝘦𝘳𝘢𝘵𝘦 𝘵𝘰𝘨𝘦𝘵𝘩𝘦𝘳 𝘪𝘯 𝘵𝘩𝘦 𝘴𝘢𝘮𝘦 𝘦𝘯𝘷𝘪𝘳𝘰𝘯𝘮𝘦𝘯𝘵. #FacilitiesManagement, in this case, provided a practical entry point. Not because it is unique, but because it operates across industries and runs every day. It creates a setting where technical skills, safety discipline, & service mindset are developed simultaneously. What emerges from this is a 𝐩𝐚𝐭𝐡𝐰𝐚𝐲. A pathway where individuals enter, adapt, contribute, and continue to grow; regardless of where they move next. Because in the end, opportunities do not come from programes alone.They come from capability that can be carried across contexts. And that is where workforce systems must evolve. Not by expanding training in isolation, but by strengthening the connection between learning, work, and standards. The constraint is not how much we train. It is how well we design work itself to become the place where capability is built, proven, and sustained. OCS | OCS Indonesia | Department for Business and Trade | UK in Indonesia - British Embassy Jakarta | BritCham Indonesia | ABE | The Institute of the Motor Industry (IMI) | CILT (UK) Heather Suksem OBE | Jonathan Ledger | Pete Jackson BA(Hons), CAE, FIMI. | SUREN .. | Rob Kindness | Odin Olaya, MIoL | Ruth Francis | Iman Gandi Mihardja | & Ian Leonard Betts Thank you Pak Iman Santoso, David Tampubolon, and Aldin Muhammad Qadrian 🙏