Recruiting Apprentices in Canada...RecruitingApp i ABOUT CAF-FCA The Canadian Apprenticeship Forum – Forum canadien sur l’apprentissage (CAF-FCA) was established in 2000 to promote

Recruiting Apprentices in Canada

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ABOUT CAF-FCAThe Canadian Apprenticeship Forum – Forum canadien sur l’apprentissage (CAF-FCA) was established in 2000 to promote apprenticeship through research, collaboration and outreach activities. CAF-FCA is a not-for-profit organization. Its Board of Directors includes members from business, labour, the provincial/territorial apprenticeship authorities, education and equity. Through its work, CAF-FCA has shed light on a number of key issues affecting apprenticeship, such as the perceived barriers to accessing and completing apprenticeship and the business case for apprenticeship training. For more information, see the CAF-FCA website at www.caf-fca.org.

THE REPORT This report shares effective practices for recruiting apprentices and identifies concrete examples of resources that can help employers connect to apprentices. The information was drawn from discussions held with skilled trades employers at two dialogue sessions, Working Group insights and secondary research. Throughout this report, a number of programs and services are mentioned. If we should be aware of additional programs and services, please email [email protected].

NOTE TO READERSThe opinions expressed in this report do not necessarily represent the views or official policies of CAF-FCA or other agencies or organizations that may have provided support, financial or otherwise, for this project.

The quotations reflect the opinions of individual participants only.

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RECRUITING APPRENTICES IN CANADA

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ACKNOWLEDGMENTSThis project was funded by the Government of Canada’s Sector Council Program.

CAF-FCA thanks its partners who assisted with the organization of the dialogue sessions. These partners included Apprenticeship and Occupational Certification, Post-Secondary Education, Training and Labour, Government of New Brunswick; Apprenticeship Training Department of Labour and Advanced Education, the Government of Nova Scotia; the Nova Scotia Apprenticeship Board; the Nova Scotia Construction Sector Council – ICI; and the Nova Scotia Boatbuilders Association.

CAF-FCA would like to thank all the members of the Working Group and the panel members for the contribution of their time and insights.

CAF-FCA acknowledges the contribution of the Intersol Group in facilitating the dialogue sessions.

Working Group Members:

Aneel Rangi Canadian Construction Association

Mary Lawson Dalerose Homes

Dean Byrne Government of Newfoundland

Dianne Seed Halton Industry Education Council

Faye McKay Cumberland College

Gwenneth Lauder Suncor Energy

Gary McDermott Industry Training Authority (ITA) BC

Greg White Institute of Technology & Advanced Technology

Marie Heron On-Track Career & Employment Services

Melissa Glover Saskatoon & Region Home Builders Association

Gord Falconer International Association of Machinists & Aerospace Workers

Kelly Hoey Halton Industry Education Council

Marty Tame Seneca College

Marijke Merrick Delta School District

Randy Callaghan PCL Constructors Canada Inc.

Rob Peat Avon Maitland District School Board

Roberta Barrette Ministry of Training, Colleges and Universities

Sarah Kekewich Simcoe County District School Board

Karen Walsh Office to Advance Women Apprentices

Emily Arrowsmith Canadian Apprenticeship Forum

Melissa Young Apprenticeship and Certification Post-Secondary Education, Training and Labour

Greg White Conestoga College ITAL

Randy Callaghan PCL Constructors Westcoast Inc.

Anita Lien Recreation Vehicle Dealers Association of Canada

Martin Kerstens Kawartha Pine Ridge District School Board

Rob Peat Avon Maitland District School Board Fanshawe College

Valerie Ellis Seneca College

Randy Garon BC Construction Association’s Skilled Trades Employment Program

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INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2Main Sources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3Key Concepts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3Context . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4Employer Dialogues. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6

APPRENTICE RECRUITING CHALLENGES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8

EFFECTIVE APPRENTICE RECRUITING PRACTICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10

PROGRAMS AND SERVICES FOR EMPLOYERS WISHING TO CONNECT WITH APPRENTICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14

Other Resources for Employers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16

Factors for Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18

CONCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22

MOVING FORWARD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24

APPENDIX A: SERVICES AND PROGRAMS FOR EMPLOYERS SEEKING TO HIRE APPRENTICES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

Employment, Pre-Apprenticeship, or Post-Secondary Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26

Web-Based Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28

Youth Apprenticeship Programs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29

TABLE OF CONTENTS

RECRUITING APPRENTICES IN CANADA


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1 Economist Intelligence Unit, Lloyd’s Risk Index 2011, (London: Lloyd’s, 2011). See: http://www.lloyds.com/~/media/Files/News%20and%20Insight/360%20Risk%20Insight/Lloyds_Risk_Index_2011.pdf.

2 Ibid. 3 CAF-FCA, “Employers and Apprenticeship in Canada,” (CAF-FCA, June 2011).4 Ibid. 5 CAF-FCA, “It Pays to Hire an Apprentice,” (CAF-FCA, June 2009).

INTRODUCTION

Recruitment is a pressing human resources issue for employers, especially as baby boomers retire and skills shortages in the trades become more acute. According to the Lloyds Risk Index, which is a global survey of business leaders, “talent and skills shortages” jumped in importance from 22nd place in 2009 to the second most important issue in 2011.1 Leaders noted they were “insufficiently prepared” to tackle this challenge.2 When thinking about the skilled trades environment, 71 per cent of employers in a 2011 survey agreed that there will be a shortage of skilled workers in their industry in the future.3 When given choices about how to deal with skills shortages, employers cited – more than any other option – “hiring more apprentices” as their preferred strategy.4

Despite their preference for hiring apprentices, employers say “no apprentices are applying to their organizations” and they need “more accessible avenues” to get in touch with apprentices.5 Many employers remain unaware of the resources available to help them. To discuss the challenges and opportunities around recruiting apprentices and to bring attention to this important issue, the Canadian Apprenticeship Forum – Forum canadien sur l’apprentissage (CAF-FCA) hosted dialogue sessions with employers. This report is organized around the three main topics discussed at the dialogues: recruiting challenges, effective apprentice recruiting practices and resources to help employers.



INTRODUCTION

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Main Sources

Insights in this report were gathered from the comments of employers at the dialogue sessions, information provided by panel members, Working Group knowledge and background research conducted to identify available resources.

Key Concepts

Multiple Entry Points into Apprenticeship Readers should keep in mind that there are a number of ways to enter into an apprenticeship, including pre-apprenticeship programs, youth apprenticeship programs, co-operative education opportunities, diploma programs, entry from the workplace, transitioning from another sector, alternative sponsor relationships, and direct hires.

Who is an apprentice?Potential apprentices are not limited to youth. While an apprentice may be a young person, other candidates include graduates from university or college, existing employees, tradespersons seeking additional training and certification, retirees, older workers who have been laid off from one trade and are looking for work in another, Aboriginal people, immigrants and women.


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6 Essential Skills are are used in nearly every job and throughout daily life in different ways and at varying levels of complexity. They include reading, writing, document use, numeracy, computer use, thinking, oral communication, working with others and continuous learning.

7 See CAF-FCA, “High School to Apprenticeship Transition: Identifying and Sharing Best Practices.” (Ottawa: CAF-FCA, May 2010).

8 See CAF-FCA, “The Link Between Essential Skills and Success in Apprenticeship Training: An Analysis of Selected Essential Skills Initiatives in Apprenticeship Across Canada.” (Ottawa: CAF-FCA, June 2007).

Context

CAF-FCA research, including work that investigated youth-to-work transitions, Essential Skills6, and the business case for hiring apprentices, provides context that readers may find helpful when thinking about the issues around recruiting apprentices raised in this report.

• Issues around reaching out and recruiting young people to the trades are discussed in this report. CAF-FCA has examined in detail the issues around transitioning youth to work by bringing together youth apprenticeship coordinators and other apprenticeship stakeholders from across the country to share promising practices.7 CAF-FCA also held a National Forum Dialogue on this topic. In the near future, CAF-FCA will further examine the issue of engaging youth in an issue of the Canadian Apprenticeship Journal due to be published in spring 2013.

•The importance of having strong Essential Skills in preparing for an apprenticeship is also raised in this report. CAF-FCA recognizes the importance of Essential Skills for apprentice learners. It identified effective initiatives from across the country in a report titled, “The Link Between Essential Skills and Success in Apprenticeship Training: An Analysis of Selected Essential Skills Initiatives in Apprenticeship Across Canada.”8 The organization also promotes career awareness, assessment and practical tools that integrate Essential Skills and trades information. These tools aim to improve Essential Skills among learners prior to entering an apprenticeship. Additionally, CAF-FCA has explored this topic through a National Forum Dialogue and an issue of its Canadian Apprenticeship Journal.



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CONTEXT

•Encouraging employers to invest in setting up an effective apprenticeship training program is a central theme when talking about effective recruitment strategies. Despite the perception that apprenticeship training bears little return for employers and, therefore, is not worth the investment, there is an established business case for investing in apprentices. Based on CAF-FCA’s Return on Training Investment studies, apprentices begin to yield a positive return for employers after the second year of an apprenticeship in many trades.9 The highest return occurs in the fourth year. For every dollar invested in an apprentice, employers,

on average, receive a return of $1.47. Employers identified a number of positive benefits to training apprentices who become journeypersons at their companies:

> Better fit with the organization;

> Avoid risk of skills shortages;

> Greater overall productivity;

> Potential for career advancement in the company;

> Better relations with customers;

> Fewer mistakes; and

> Better health and safety performance.

9 See CAF-FCA, “Apprenticeship - Building a Skilled Workforce for a strong bottom line Return on Apprenticeship Training Investment for Employers-A Study of 15 Trades.” (Ottawa: CAF-FCA, June 2006) and “It Pays to Hire an Apprentice: Calculating the Return on Training Investment for Skilled Trades Employers in Canada A Study of 16 Trades Phase II.” (Ottawa: CAF-FCA, June 2009).


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Employer Dialogues

To engage employers in a discussion about recruitment, dialogue sessions were held on October 16, 2012 in Saint John, New Brunswick and on October 17, 2012 in Halifax, Nova Scotia. The locations were chosen based on employer interest, the presence of committed partners, and the local economy. The major shipbuilding contract in Halifax, in particular, is going to create a greater demand for skilled tradespersons and employers are eager to identify strategies to recruit apprentices.

As a part of the dialogue sessions, a national panel was organized to share information about the programs and services that aim to help employers connect with apprentices. Representation from various regions and sectors across the country was sought for the panel. Two examples from the construction industry were chosen given that this industry hires a significant number of apprentices. In addition, one of the local employer association partners at the Nova Scotia dialogue session was from the construction industry and many of its members were at the event. Organizations representing different kinds of services were on the panel to show employers the range of help available, including on-line and in-person assistance. Organizations that focus on helping underrepresented groups such as women and Aboriginal people get into the trades were also selected because employers may not have experience hiring these groups.

The panel included members from the Skilled Training Employment Program (STEP) in British Columbia, apprenticesearch.com in Ontario, the Aboriginal Apprenticeship Board of Ontario (AABO), and the Office to Advance Women Apprentices (OAWA) in Newfoundland and Labrador. A representative from Coast Tire & Auto Service, a company with locations in New Brunswick, Nova Scotia and Prince Edward Island, shared strategies around recruiting apprentices from the employer perspective.

After the panel presentations, participants were encouraged to brainstorm about potential solutions to recruiting challenges and think about how existing programs and services could be adapted for their own sector.



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EMPLOYER DIALOGUES

Eighty-four participants attended the dialogue sessions. Of these participants, 54 were industry representatives and 30 were from government or community organizations. The ship/boat building, automotive, trucking, construction, landscape, oil and energy sectors were represented. Trade-specific attendees represented sheet metal workers, automotive service technicians, plumbers/pipefitters, painters, carpenters, heat and frost insulators, parts persons, electricians, power line technicians, iron workers and boilermakers. Most of the employers who attended the dialogue sessions hired apprentices and intended to keep hiring them. For those employers who did not hire apprentices, the majority of them noted they were open to hiring apprentices.

According to the dialogue participants who completed evaluation forms, hearing success stories and how challenges were overcome from the panelists was one of the most valuable elements of the sessions. Employers appreciated the opportunity to discuss recruiting issues with their colleagues and noted the discussion helped them assess the validity of the programs and services for their own sector.

Overall, participants agreed attending the sessions was worthwhile. In their own words, they identified what was useful:

•“Learning about the issues and problems facing our industry today and in the future, as well as potential solutions from different areas.”

•“To hear about how other provinces have dealt with the same challenges that we face.”

•“I realized I have other good options for where to find young people for our trades.”

•“I gained an awareness of various organizations willing to connect labour supply with employer demand.”

•“Enhanced knowledge of available avenues. Learned a lot about available resources and programs.”

•“I realized there are resources to use as a starting point for [other] initiatives.”

•“I learned there are a lot of solutions out there.”


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APPRENTICE RECRUITING CHALLENGES

The first theme for discussion was related to barriers to recruiting apprentices. Both the panelists and dialogue participants contributed to the discussion. They identified a number of challenges, including differences between trades of interest and available opportunities, lack of experience among young people and barriers to offering work placements.

Lack of awareness and exposure to information about the trades:

•Some employers said that people are not interested in working in the trades and there is a limited supply to draw from. Others questioned this idea saying that there is interest, but employers need to be more open to hiring different kinds of workers and giving people with limited experience a chance.

•A lack of knowledge about careers in the trades on the part of young people and their parents was identified as a barrier.

•Both employers who do not hire apprentices and youth need a more accurate understanding of the apprenticeship process and how to register an apprentice.

Trades of interest do not match the opportunities available:

•The trades where opportunities are available and the trades that job seekers are interested in pursuing do not necessarily match. As an example, apprenticesearch.com, a web-based service that connects employers and apprentices in Ontario across 157 apprentice-able trades, found that the trades preferred by job seekers did not match job opportunities.10 Job seekers were interested in the electrician, plumber, carpenter, automotive service technician, and industrial electrician trades.11 Employers were looking to hire apprentices for the plumber, automotive service technician, general machinist, truck and coach technician and cook trades.12 There was cross-over in only two. Potential apprentices need to know where training and employment opportunities exist. Continued effort should be made to enhance the understanding of the labour market so that supply can be better linked to demand.

10 apprenticesearch.com, “Panel PowerPoint Presentation,” October 2012. The information is based on data collected from December 2011 to May 2012.

11 Ibid. 12 Ibid.



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APPRENTICE RECRUITING CHALLENGES

13 Ibid.

Uncertainty about the best way to assess potential candidates:

•Some employers expressed uncertainty about the best way to assess the suitability and fit of candidates for their business.

A lack of experience:

•Another challenge is the lack of experience among potential apprentice candidates. Many employers want to hire advanced level apprentices who have up to three years of experience. They are reluctant to do the initial training, making it difficult for those starting out to find employer-sponsors. To give an example, based on an analysis of the intake from those using the apprenticesearch.com service from December 2011 to May 2012, the number of entry level/0 year opportunities was very low in comparison to the high number of entry-level job seekers. In the plumbing and industrial electrician trades, no employers were seeking entry level apprentices. For the electrician trade, 20% of employers were looking for entry level apprentices. In the automotive service technician trade it was 11%. Employers in the carpenter trade were the most willing to hire with 60% of employers looking for entry level individuals.13

Barriers to offering work placements:

•Some employers who are interested in offering training opportunities to individuals say there are barriers to participating in the work placement programs available. High-demand periods, for instance, may not correspond with the timing of the work placement. Employers also expressed concerns about liability and safety issues associated with offering work placements to people who lack experience. Employers need to know if the individual can be insured and whether offering someone a work placement will impact their insurance rates. Many pre-apprenticeship programs ensure that people already have basic health and safety training prior to doing the work placement.


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EFFECTIVE APPRENTICE RECRUITING PRACTICES

After identifying some of the challenges that exist when it comes to recruiting apprentices, the employers at the dialogue sessions were asked to think about effective practices for recruiting apprentices. According to employers who hire apprentices, engaging young people who could be potential apprentices down the road and providing a thorough orientation to new apprentices contribute to an effective recruitment plan. Employers noted it is important to have an overall strategy and vision when it comes to the recruitment of apprentices. Potential apprentices need to be sought from multiple sources and there is no single solution that can be applied. When it comes to connecting with apprentices, these useful approaches, tactics and strategies were noted by the dialogue participants:

Build interest in the trades:

•Engaging young people was considered an important part of a recruitment strategy. Employers do need to make an investment of their time in order to engage young people, but it pays off when high school students from the local community want to work for local employers when they graduate.

•Employers can reach out to other groups as well, such as workers in transition, university and college graduates, Aboriginal peoples, women and immigrants.

•Employers can cultivate interest in their trade by talking to people about the opportunities available. Participating in career days or giving presentations to local community organizations are ways that employers can share information about their trade.

•Correcting misperceptions and informing the public about the trades is important. Communicating accurate information about local labour markets avoids mismatches in supply and demand. Individuals need to be aware of the opportunities available so they can prepare appropriately, taking necessary math and science courses, upgrading skills and earning their high school diplomas or high school equivalency. In addition to the advantage of hearing directly from employers about the trades, employers also benefit by learning



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about the interests and needs of potential employees. By better understanding these perspectives, employers can ensure they are creating companies where people want to work.

• In addition to reaching out to various groups, employers can participate in programs that expose people to the trades. Specific programs focused on exposing Aboriginal youth to the trades were mentioned as having value because Aboriginal peoples are a growing segment of the population and will make up a large proportion of the future workforce.

• It is also important to build interest in the trades within communities, reflecting the value of this work. This interest can be generated in a number of ways, such as through skills competitions where members of the community are invited to tour the venue and mobile training units.

Participate in pre-apprenticeship, youth apprenticeship, or post-secondary programs:

•Employers can connect with potential apprentices through pre-apprenticeship, youth apprenticeship programs and/or co-op/diploma post-secondary programs. Every jurisdiction offers its own programs. As an example, the Building Futures for Youth program in Nova Scotia provides students with an opportunity

to explore careers in the construction industry. Grade 11 students are pre-screened and provided with as much as 100 hours of workplace orientation, safety training and hands-on tools training prior to a paid summer work placement with an employer. The majority of the students who participate in this program end up working in the construction trades. Colleges also offer a range of co-op and diploma opportunities with work placements that enable employers to connect with potential apprentices.

Employers tell us . . .

“My best resource to attract apprentices... is through the secondary school apprenticeship programs. This is where the student receives dual credits for both their secondary school graduation requirements as well as the same technical training and credit as a first-year apprentice. This has been a very successful place to recruit apprentices and I see every June that we need more employers waiting to hire them...” Employer, ACE-IT program, British Columbia

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•Employers can also participate in programs where another organization sponsors the apprentice. Employers provide work placements. These programs give employers a chance to assess the individual’s worth ethic, commitment to the trade, and compatibility with the team and company. If the work placement experience is positive, the employer can then offer the individual an apprenticeship.

Offer entry level positions:

•Offering entry level positions is another way to connect with potential apprentices.

• If the individual turns out to be a good fit for the company, the employer can offer the individual an apprenticeship training opportunity.

Take the time to explain job requirements and assess candidates:

•Providing clear job descriptions gives potential apprentices a better understanding of employer expectations and requirements.

• Investing time in assessing apprentice candidates is worthwhile to see if they have the skills required or whether they would benefit from further upgrading.

•Employers felt that on-line assessments, if applied, should be used in combination with a face-to-face meeting.

Provide an orientation to all newly- recruited apprentices:

• Investing time in a thorough orientation for apprentices was identified as worthwhile.

• It is important that an apprentice understand the company’s values and their potential career path within the company. At the orientation, apprentices can learn about the opportunities to move ahead if they commit to their training.

•The orientation is a chance to model to a new apprentice how to listen, how to learn from experienced staff and how to table ideas.

•The orientation can be an opportunity to match apprentices with coaches or mentors. Apprentices need to know from the beginning that they have a designated person to talk to about any problems. Sometimes bringing forward an issue early on with a coach or mentor can prevent frustration for the apprentice.

“You want to make early contact between employers and young people so that the connection is strong and the company retains the apprentice...” Dialogue Participant

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Review recruiting processes:

•Having an internal process to re-assess recruiting practices can ensure an employer’s approaches are being reviewed and changes are implemented when required. As a part of this process, working to remove barriers to certain groups can open up access to new pools of potential apprentices.

•Conducting interviews with those apprentices who quit can provide insight into how recruiting processes or the orientation can be improved.

Along with these recruiting practices, employers noted the importance of implementing effective retention practices as well. Being consistent about checking in with apprentices to see how things are going, listening to their feedback, monitoring their work, providing them with recognition when they do a good job, and offering financial assistance during technical training were all strategies employers use to facilitate apprentice retention. Workplace Essential Skills training is especially important in continuing to encourage skills improvement. When areas of weakness can be improved and apprentices feel like they are receiving useful training, they are less likely to leave.

“If you support your people and treat them right, they come back, stay and give appreciation, which translates into productivity and good business.”

Dialogue ParticipantOne Employer’s Approach to Recruiting Apprentices:Coast Tire & Auto Service has twenty locations where they employ registered apprentices. Their business model is comprised of tire sales and installations, and mechanical-related services, including Motor Vehicle Inspections. Coast Tire trains apprentices in the Truck and Transport (Diesel) and the Automotive Service Technician programs.

Coast Tire’s most common method of finding candidates is through the entry level position of a Retail Tire Technician. In addition, Coast Tire offers work placements through programs run by the provincial apprenticeship authority or community college. Those with an aptitude and interest in the mechanical field are encouraged to enroll as apprentices.

Coast Tire also connects with potential apprentices by being involved with community college initiatives, such as job fairs and talking to classes of high school students about the company.

One Employer’s Approach to Recruiting Apprentices:Coast Tire & Auto Service has twenty locations where they employ registered apprentices. Their business model is comprised of tire sales and installations, and mechanical-related services, including Motor Vehicle Inspections. Coast Tire trains apprentices in the Truck and Transport (Diesel) and the Automotive Service Technician programs.

Coast Tire’s most common method of finding candidates is through the entry level position of a Retail Tire Technician. In addition, Coast Tire offers work placements through programs run by the provincial apprenticeship authority or community college. Those with an aptitude and interest in the mechanical field are encouraged to enroll as apprentices.

Coast Tire also connects with potential apprentices by being involved with community collegeinitiatives, such as job fairs and talking to classes of high school students about the company.

Recruiting Apprentices in Canada.

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PROGRAMS AND SERVICES FOR EMPLOYERS WISHING TO CONNECT WITH APPRENTICES

In addition to implementing effective recruiting practices within their own companies, support to connect with apprentices may be available from the provincial/territorial apprenticeship authorities, employer associations, unions, local apprenticeship committees, educational institutions and/or community groups. This section of the report provides an outline of what is available across the country based on input from apprenticeship stakeholders and an internet search. There is a mix of employment or pre-apprenticeship programs, web-based services and youth-focused programs. Most of the resources are cross-sectoral and are provided to employers at no cost. See Appendix A for specific programs and more detailed descriptions of each program.

Employment, pre-apprenticeship or post-secondary programs:

Employment, pre-apprenticeship or other post-secondary diploma/certificate programs are resources available to employers who want to connect with potential apprentices. The services offered to employers will depend on the program but, in general, these programs, prepare, evaluate and match individuals with employers. Union trainers, educators and staff who administer these programs can also provide important coaching and mentoring for candidates. They may play a role in facilitating the working relationship between the employee and the employer. The employer contributes a work placement to the candidate. Sometimes this work placement can lead to an apprenticeship.

Joint employer/union initiatives or local apprenticeship committees across the country may prepare candidates for apprenticeship, offer skills upgrading and connect employers to apprentices. There is an annual enrollment process if individuals wish to participate in this type of initiative. Recruiting Apprentices

in Canada.Recruiting Apprentices

in Canada

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PROGRAMS AND SERVICES FOR EMPLOYERS WISHING TO CONNECT WITH APPRENTICES

A variety of colleges offer pre-apprenticeship,

co-op and/or diploma programs. Readers can

examine local college websites to see what is

available in their region.

Employers can also access employment programs

offered by the province or territory that are not

specifically geared towards the skilled trades.

The services offered will vary but, in some cases,

employment counsellors will match job seekers

with employers.

Web-based services:

Web-based services are another option available

to employers wishing to connect with apprentices.

When using these services, employers specify

their requirements and a search produces a list of

candidates with the required skill sets. Apprentice

BC and apprenticesearch.com allow employers

to further refine their searches to filter by trade,

apprentice level, and location. Employers then

receive a shortlist of candidates and can look

at profiles and résumés. Staff can help support

employers trying to identify the appropriate

candidates. Although apprenticesearch.com does

offer shortlisting to employers on request, by

leveraging innovative technology, employers and

apprentices can often find each other effectively

on their own. Since these web-based services are

targeted toward the skilled trades, they tend to be more useful to employers than generic job boards or job banks.

Youth apprenticeship programs:

The youth apprenticeship programs that are available in each province and territory can also connect employers with apprentices. Coordinators who administer youth apprenticeship programs can help facilitate the process for employers by assisting them with the paperwork and by ensuring a good fit between the employer and the apprentice.


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14 For more information on supports for employers who hire apprentices see CAF-FCA, “Employer Apprenticeship Supports in Canada: An Overview,” (CAF-FCA: Ottawa, 2010).

Other Resources for Employers

Employers who hire apprentices can also take advantage of financial resources. What is offered will depend on the province or territory. Below are some examples of what is available:14

Tax Credits for EmployersIn British Columbia, the provincial government has offered the Basic Training Tax Credit for the first two years of a registered apprenticeship since January 2007. The province also offers the Completion Training Tax Credit for employers, which is tied to the completion of a registered apprenticeship. The value of the credits ranges from $2,000 to $3,000. The province offers additional credits to employers who hire Aboriginal apprentices and apprentices with disabilities.

Ontario offers tax credits for apprenticeship to employers. The Apprenticeship Training Tax Credit is worth a maximum of $10,000 per year, per eligible apprentice, and can be claimed during the first 48 months after an apprenticeship is registered. This credit is available primarily to employers in construction, manufacturing, motive power and a few service-sector trades. It was made a permanent incentive during the 2010 budget when the 25 per cent rate of wages/salaries was increased to 35 per cent. The rate of wages/salaries for small businesses was also increased from 30 per cent to 45 per cent. In addition, the province offers the Employer Signing Bonus, which is a contribution of $2,000 for employers that hire apprentices in sectors where there is a high demand for skilled labour. As of April 2010, in all trades, employers are eligible for a $1,000 bonus per apprentice who completes his or her training and receives certification.

Manitoba offers a number of apprenticeship and trades-related tax incentives. The Advanced Level Apprenticeship Hiring Incentive (ALA-HI) provides employers of eligible apprentices with a tax credit equal to 5 per cent of salaries and wages, excluding other government assistance. The maximum credit is $2,500 per level over levels 3 to 5 of an apprenticeship training program for a maximum of $7,500 per apprentice. The Journeypersons Hiring Incentive provides a tax credit to employers of recent graduates of apprenticeship programs. An employer who hires

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a recent graduate from an apprenticeship program can receive a tax credit of up to $2,500 a year for up to two years for each journeyperson they hire. The credit equals 5 per cent of wages and salaries paid to the journeyperson (net of other government assistance) up to $2,500 per twelve months of employment for each journeyperson.

Finally, Quebec offers a tax credit for on-the-job training. A company may request this tax credit for expenses incurred pertaining to the trainee as a part of the practical training period. The trainee must be under the guidance of an eligible supervisor. The base rate of the tax credit is 30 per cent of eligible expenses.

LeviesQuebec is the only province to fund training and apprenticeship through a levy. Quebec employers whose payroll is higher than $1-million must invest a sum representing at least 1 per cent of the total payroll in training. If they do not, an equivalent sum must be paid to the Fonds de développement et de reconnaissance des compétences de la main-d’oeuvre. The Fonds, in turn, helps pay for training programs across the province and ensures that businesses make a minimum investment in training for their existing staff.

Wage SubsidesWage subsides are available to employers in some provinces and territories. Employers in Newfoundland and Labrador can access a wage subsidy. It is a maximum of $10,000 for 52 weeks. The government also supports employers by helping apprentices with tuition and books. In addition, subsidies are available for government departments and agencies that want to hire apprentices. These subsidies have enhanced the opportunities available to apprentices to work within the public sector. The Journeyperson Mentorship

Program encourages employers to hire a journeyperson to properly supervise apprentices by having the journeyperson’s wages covered by the government.

If employers are working on a Yukon government capital project, they may have access to an apprentice wage reimbursement through the Yukon Business Incentive Program. In New Brunswick, the Employer Wage Subsidy-Workforce Expansion program is available. Programs are also available in Nunavut and the Northwest Territories.

Manitoba Career Focus provides employers with a wage incentive of $3 per hour. Training costs will be supported up to a maximum of $100 per person. In order to be eligible, full-time students must be 16 years of age or older, legally entitled to work in Canada, and not employed for more than 20 hours per week. High School Apprenticeship Program (HSAP) apprentices meet these eligibility criteria. In addition to the financial benefit for the employer, students who participate have the opportunity to explore career possibilities and may establish contacts leading to permanent employment following graduation.

Any tax credits or incentives employers obtain, as outlined above, supplements the business benefits they already receive as established through CAF-FCA’s return on training investment study on the business case for apprenticeship.

Employers may find that accessing funding supports during economic downturns allows them to continue the on-the-job training of their apprentices.

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Factors for Success

Panelists had unique insights about best practices based on their own experiences in administering programs and shared some of the factors for success. Dialogue participants shared their impressions as well. According to the panelists and the dialogue participants, the following elements make the programs and services effective for employers:

Industry-driven:

•Developing an employer-led approach ensures industry needs are met.

•The panelists emphasized the importance of demonstrating value and sharing success stories with employers to sustain industry support for the programs and services.

•Overall, the programs and services work well if close relationships with the employers in their sector are cultivated.

Knowledgeable about apprenticeship and the trades:

• It is very beneficial when union trainers, educators, or staff administering pre-apprenticeship, employment, and post-secondary programs aimed at connecting apprentices and employers are knowledgeable about the apprenticeship process and the skilled trades environment. Having the appropriate background is important to answering questions, facilitating conversations between the candidate and the employer, and giving accurate information. As a part of the STEP program in British Columbia, many of the Trade Employment Specialists were apprentices and tradespersons themselves so, they understand the realities of on-the-job training. They are better equipped to talk to employers and apprentices about how things are proceeding and have more credibility with employers.

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FACTORS FOR SUCCESS

15 HSTAC, “Employer Testimonial,” HSTAC website, www.hstac.ca. 16 Ibid.

•An understanding of the tax credit and wage subsidy requirements was considered important.

•Employers also need to be knowledgeable about the apprenticeship process. They can find information about apprenticeship by visiting the provincial/territorial apprenticeship authority website, their local apprenticeship office, the Red Seal website, or the CAF-FCA website.

Straightforward process:

•Programs and services have value for employers if the process to participate is straightforward and does not burden them with extra paperwork. Timeliness and efficiency is appealing. As an employer commented about the Hamilton Skilled Trades Apprenticeship Consortium (HSTAC) program, “HSTAC helped us hire 90 apprentices and made the process extremely easy.” 15 Employers in the HSTAC program appreciated the promptness of the staff’s response. As one employer commented, “We received a response immediately. They sent someone to our door to answer all of our small-shop needs and they suggested some options that saved us $45,000.” 16 In another

example, the OAWA provided an incentive to hire women apprentices by simplifying the province’s wage subsidy application form and managing the process for employers. As a result of this help, employers can recruit a qualified apprentice within 5 to 7 days. This assistance has facilitated employer participation in the program.

•A single-window approach is beneficial as multiple points of contact can become confusing for employers.

• It was noted that frequent changes in paperwork and program requirements can also provide a barrier for employers who want to provide work placements to potential apprentices.

Database of available candidates:

•Databases such as those maintained by apprenticesearch.com, Apprentice BC, the Candidate Manager, the Northern Apprenticeship Committee and OAWA ensure there is a list of interested candidates employers can draw from. Employers know these individuals are interested in pursuing apprenticeships or working in the trades, so it can reduce search times.

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17 Hammer Heads, “Employer Testimonial,” Hammer Heads Program, Central Ontario Building Trades, www.cobtrades.com.

Assistance with matching:

•Assistance with matching employers to appropriate apprentice candidates was considered helpful.

•Search mechanisms used as a part of web-based services are useful because they can narrow the number of candidates by matching employer needs with job seeker skills.

•Union trainers, educators and staff who run pre-apprenticeship, employment, or post-secondary programs can play an important role in matching because they talk to the apprentice candidate and the employers about requirements and expectations. Having realistic expectations on both sides is essential to facilitating employer and apprentice relationships.

•STEP, apprenticesearch.com, LINK and OAWA all mentioned the importance of following up with both the apprentice and employer after the match is made to ensure any problems or additional barriers that arise are resolved.

Preparation of candidates:

•Programs that help prepare the candidates are useful for employers who can be skeptical about a person’s readiness for an apprenticeship.

•Programs can help individuals prepare for apprenticeships by providing basic safety training. One employer, who participated in the Hammer Heads program, commented positively on this training, noting that ,

“Safety training is very important to our company and having an apprentice come with the basic construction knowledge and safety training has been a benefit.”17 Women Building Futures and BladeRunners offer certified health and safety training as well.

•Employers often express concern about hiring apprentices due to their lack of reading and math skills. Essential Skills upgrading programs offered by some of the programs can help apprentice candidates improve these skills prior to working for the employer. Many provinces and territories also offer adult learning services programs that assess employees’ strengths and weaknesses, and offer workplace-focused skills development.

•As a part of the LINK program and other services offered by Aboriginal Skills and Employment Training Strategy Agreement (ASETA) holders, the staff who work at these organizations help ensure Aboriginal candidates have the academic and skill levels required for the job prior to connecting with the employer.

•As a part of the STEP program, individuals can access English as a Second Language training if they need it.

•apprenticesearch.com directs candidates who may need further help to the appropriate community resources.

•STEP, LINK, and ASETA holders also prepare candidates by coaching them on the interview process so they know what to expect when they are interviewed by the employer.

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FACTORS FOR SUCCESS

Remove barriers:

•Employers want candidates who are “job-ready” and can get themselves to the work site on time. Job candidates may need tools, proper footwear, and a driver’s licence. Programs play an important role in removing these types of barriers to employment for apprentice candidates. For example, through the Innovation Fund, STEP managers have the authority to make decisions involving up to $2,000 to purchase what is required to allow an individual to begin work. Entry-level apprentice candidates need to meet Essential Skills requirements. More advanced skills in some areas may be required, depending on specific trade requirements. Programs can help individuals get the Essential Skills upgrading they need.

Partnerships:

•Fundamental to the success of the programs was the importance of collaboration with a variety of partners. For example, AABO continues to engage the Ontario apprenticeship stakeholder community through the LINK Steering Committees. On these committees sit union representatives, employers, educators, ASETA holders and other apprenticeship stakeholders. The networking that occurs as a part of these committees has resulted in partners working together to remove barriers to employment and has resulted in Aboriginal people finding jobs in the construction industry.


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CONCLUSION

To encourage employers to think about better ways to recruit apprentices and to take advantage of existing resources, CAF-FCA held dialogue sessions with employers. The main themes discussed at the dialogue included recruiting challenges, effective recruiting practices and resources for employers.

Dialogue participants identified areas of difficulty for employers when it comes to recruiting apprentices. These challenges include:

•Candidates’ lack of awareness and exposure to information about the trades

•Trades of interest amongst job seekers do not necessarily match the opportunities available

•Lack of opportunities for apprentices in year/level 0 to 3

•Uncertainty about the best way to assess potential candidates

•Apprentices’ limited experience and employers’ desire to hire upper level apprentices

•Barriers to offering work placements such as an apprentice’s on-the-job training time not corresponding with the employer’s availability of work and the cost of insurance when hiring inexperienced individuals

Employers who hire apprentices agree on the importance of an overall plan when it comes to recruiting apprentices. Employers need to think about informing their recent recruits about the skill requirements and expectations but, at the same time, they also need to think about future supply and ensure that young people are informed about the trades. Dialogue participants discussed effective strategies for recruiting and retaining apprentices:

•Build interest among young people in the trades. Employers do make an investment of their time when they engage young people, communities, and other groups, but it cultivates interest in the trade and ensures accurate information is communicated

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CONCLUSION

•Participate in pre-apprenticeship, youth apprenticeship, or post-secondary programs

•Offer entry-level positions

•Take the time to explain the requirements of the job and to assess candidates

•Provide an orientation to all newly-recruited apprentices

•Review recruiting processes on an ongoing basis

Across the country, there are pre-apprenticeship, employment, or post-secondary programs, web-based services, and youth apprenticeship programs aimed at helping employers connect with apprentices. Factors that make these programs effective include:

• Industry-driven

•Staff knowledgeable about apprenticeship and the trades

•Straightforward process for getting involved

•Database of available candidates

•Assistance with matching

•Preparation of candidates

•Removal of barriers to enhance candidate job readiness

•Partnerships with a variety of stakeholders

Dialogue participants commented that a combination of programs and services to meet the various needs of employers is ideal. Participants also noted it is useful when various organizations collaborate to bring services together rather than having a fragmented approach where employers have to deal with multiple organizations.


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MOVING FORWARD

In thinking about their own human resources practices when it comes to recruiting apprentices, employers identified areas for improvement based on what they heard and discussed at the dialogue sessions. Employers said they were going to make more of an effort to reach out to local high schools and hire youth apprenticeship students. They wanted to do a better job of communicating what their companies have to offer to potential candidates.

The dialogue sessions strengthened employer commitment to apprenticeship training. The employers who hired apprentices said they would continue to invest in, encourage and support apprentices and the journeypersons who train them. These employers aimed to create a learning environment at the workplace, knowing that a strong training program will attract quality candidates. Employers talked about soliciting buy-in for apprenticeship from top management and continuing to share with the decision-makers the importance of this form of training. Employers want to encourage others in their sector to make a similar commitment to apprenticeship training.

Overall, employers thought the dialogue sessions were a worthwhile opportunity to discuss training issues with their colleagues and to learn about the current resources available. Many participants noted that they were not aware of existing solutions and resources, sparking thinking about programs or services that could be adapted for their own sector or region. By creating opportunities for this type of dialogue on an ongoing basis, CAF-FCA will continue to support industry’s ability to hire apprentices as a way to create a highly-skilled and productive workforce.

APPENDIX A

SERVICES AND PROGRAMS FOR EMPLOYERS SEEKING TO HIRE APPRENTICES

Please let us know of any additional programs or services in your jurisdiction that we may have missed by contacting us at: [email protected].

Generic job recruiting mechanisms such as job banks were not included in this section because we wanted to focus specifically on the services for the skilled trades.

Most of the services are provided to employers for free by government or not-for-profit organizations. Employers have the option to pay for recruitment services offered by private organizations. These types of organizations were not included on the list.

All of the web links were active as of January 2013.

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Employment, Pre-Apprenticeship, or Post-Secondary Programs

Province/TerritoryName of Program Sector Value to Employers Access

British Columbia BC STEP Program Construction STEP connects employers with job-ready workers through its Trades Employment Specialists.

Trades Employment Specialists are qualified tradespersons who understand employers’ needs.

Once the connection between an employee and an employer has been made, the Trades Employment Specialist continues to work as a liaison between the two to ensure a successful match and to address potential issues along the way.

STEP makes between 4,000 and 5,000 contacts per year with employers. In terms of placements for employment or training, 750 to 1,000 placements are made annually.

http://www.stepbc.ca/employers/

Alberta Women Building Futures

Construction Graduates of the Women Building Futures program are pre-screened, apprenticeship-ready, safety certified and well prepared for the workplace.

http://www.womenbuildingfutures.com/Employers/WhyHireaWBFGrad.aspx

Saskatchewan Northern Apprenticeship Committee

Cross-sectoral The Northern Apprenticeship Committee helps employers by maintaining a registry of available workers, and by tracking and coordinating the training certification and employment of Northern apprentices, tradespersons and journeypersons.

http://www.northernapprenticeship.ca/index.php?option=com_contact&view=contact&id=2&Itemid=61

Across Canada Aboriginal Skills and Employment Training Strategy Agreement (ASETA) holders

Cross-sectoral Many of the ASETA holders recruit, screen, assess and train Aboriginal people and ready them for employment.

2) Apprenticeship coordinators can assist employers by connecting them with Aboriginal journeypersons, apprentices, and people who are pursuing apprenticeships.

ASETA holders can also provide assistance to employers in the form of wage subsidies while assisting apprentices with funds for training, equipment and transportation when funds and programming are available.

http://www.hrsdc.gc.ca/eng/employment/aboriginal_employment/locations/index.shtml

Ontario Hamilton Skilled Trades Apprenticeship Consortium (HSTAC)

Manufacturing HSTAC acts as the sponsor for the apprentice, minimizing the risk for the employer. The first step is limited to offering work placements to an apprentice who is already registered with HSTAC.

Employers providing apprenticeship training must meet the requirements of the provincial government and verify they are able to meet the training standards.

HSTAC has registered more than 350 apprentices since its inception in 2009. During the summer 2012 work term, the employer demand exceeded the students available. There were 100 placements.

http://www.hstac.ca/index.html

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APPENDIX A


New Brunswick Aboriginal Workforce Development Initiative (AWDI)

Energy, Forestry, Natural Resources, Construction, Manufacturing and Environmental Technology

AWDI provides trades-related training and private sector employers for Aboriginal employment opportunities.

It matches clients to jobs, improving outcomes for Aboriginal recruitment, retention and advancement in the energy, forestry, natural resources and allied sectors.

http://www.awdi-nb.com/main.html

Newfoundland and Labrador

The Office to Advance Women Apprentices (OAWA)18

Cross-sectoral OAWA offers a registry database that includes a listing in excess of 200 female tradespersons within Newfoundland and Labrador.

It provides organizational training that is customized to meet employer needs in order to transition and adapt to a change in the composition of the workforce.

OAWA also offers a coaching and mentoring model to work with the employer and female apprentice to ensure a smooth transition, resulting in a rewarding experience for all parties.

http://www.womenapprentices.ca/employers.php

Across Canada Joint employer / union initiatives or local apprenticeship committees

Cross-sectoral A local union or local apprenticeship committee may provide assistance to employers looking for potential apprentices.

Contact local union or local apprenticeship committee.

There is a yearly enrollment process.

Across Canada Colleges Cross-sectoral Colleges offer a variety of pre-apprenticeship, co-op and diploma programs.

Check out individual college websites for more information.

BC ACCESS Cross-sectoral ACCESS Trades was established to increase training and apprenticeship opportunities in the urban Aboriginal community. The services are specifically designed for men and women interested in entering into apprenticeship training and becoming certified in one of the trades.

Three apprenticeship counsellors are on staff to assist apprentices throughout the full term of their apprenticeship. The apprenticeship counsellors currently monitor the progress of almost 400 Aboriginal apprentices and Journey People in over thirty different trades.

http://accesstrades.accessfutures.com/

British Columbia BladeRunners Cross-sectoral All BladeRunners participants receive certified health and safety training, and learn life skills and job readiness skills.

An employer provides a work placement for Aboriginal youth aged 15 to 30 and has the option to hire the individual after the program is complete.

http://www.bladerunners.info/contact

18 This initiative is funded and supported by the Department of Education, Government of Newfoundland and Labrador.

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Ontario Hammer Heads Construction Hammer Heads is a 12 week comprehensive skills development program that introduces youth to several different construction trades while developing skills important to successful and long lasting careers in construction.

The program is comprised of safety training, hands-on skills development, mentoring and coaching.

http://www.cobtrades.com/hammerheads/index.html

Nova Scotia Building Futures for Youth

Construction Employers connect with schools, establishing relationships with students, teachers and community-based learning.

Employers gain a summer employee who is prepared for work in the construction industry and have the opportunity to identify potential future employees and tradespersons.

Grade 11 students are pre-screened and are provided with as much as 100 hours of workplace orientation, safety and hands-on tools training prior to a paid summer work placement.

http://www.buildingfutures.ca/

Web-Based Services

Province/ TerritoryName of Program Sector Value for Employers Access

British Columbia Apprentice BC, Industry Training Authority

Cross-sectoral The website provides a database for employers to search for skilled, pre-screened, apprentice candidates.

Employers looking for workers/apprentices who already have some time in the trade will be able to search the register by trade and by level (1st, 2nd, 3rd or 4th year apprentice) for potential candidates.

http://apprenticebc.ca/apprentice-search/

Ontario ApprenticeSearch.com

Cross-sectoral Employers can post job opportunities and search the database for suitable apprentices.

Employers who search the database can filter on years of apprenticeship (0-4), years of experience, and geographic location within Ontario.

apprenticesearch.com staff review and approve job seeker profiles/resumes, and refer applicants to appropriate community partners for further assistance.

Staff also follow up and assist employers with their job posting, short-listing applicants on request, providing information on financial assistance and finding the location of the nearest apprenticeship office for registering the apprentice.

From April 2011 to March 2012, apprenticesearch.com reported these user numbers:

•7,347 applicants registered

•5,870 referrals to community agencies

•956 employers registered

•1,167 jobs posted

•760 confirmed job matches

http://www.apprenticesearch.com/

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APPENDIX A

Province/ TerritoryName of Program Sector Value for Employers Access

Ontario Durham Region The Candidate Manager

Cross-sectoral Employers answer questions about the job they need to fill, and candidates answer questions about the skills they have to offer and upload a trades-focused resume.

Employers do not get contacted directly by candidates, but receive a qualified shortlist at the end of the process.

The pool of candidates is shared across the Region, which means employers only need one posting and one point of contact to access candidates Durham-wide.

http://www.tradeability.ca/DesktopDefault.aspx?TabID=3523

Youth Apprenticeship Programs

Province/ Territory

Name of Program Sector Value for Employers Access

Across Canada Youth Apprenticeship Programs

Cross-sectoral Employers can offer work placements to youth and see if the individual is a good fit for their business.

Employers can access young talent and train them from the “ground up”. This type of program is appealing for many employers who want to train employees to their own specifications.

Nova ScotiaWorkit: http://www.workitns.ca/.

Options and Opportunities (O2): http://www.ednet.ns.ca/O2/

Building Futures for Youth: http://www.buildingfutures.ca/general-information/

New BrunswickHigh School Coop Education Programs

New Brunswick Teen Apprenticeship Program: http://www.nbtap.ca/

Prince Edward IslandAccelerated Secondary Apprenticeship Program (ASAP): http://www.gov.pe.ca/ial/indexphp3?number=1027794&lang=E

Newfoundland & LabradorSkilled Trades Jump Start Your Life: http://www.jumpstartnl.ca/

QuebecQuebec offers vocational and technical education programs under the apprenticeship system, which are run jointly by Emploi-Québec and the Ministère de l’Éducation, du Loisir et du Sport. See: http://www.inforoutefpt.org/home.htm

OntarioOntario Youth Apprenticeship Program (OYAP): http://www.oyap.com

Province/ Territory

Name of Program Sector Value for Employers Access

ManitobaHigh School Apprenticeship Program (HSAP): http://www.gov.mb.ca/tce/apprent/apprentice/apprenticeship_hs.html

SaskatchewanSaskatchewan Youth Apprenticeship (SYA): http://www.saskapprenticeship.ca/YOUTH_APPRENTICES/

AlbertaRegistered Apprenticeship Program (RAP): http://eae.alberta.ca/planning/choosing/ait/youth.aspx

British ColumbiaSecondary School Apprenticeship (SSA): http://www.itabc.ca/youth-educators/ssa-program

ACE IT. http://www.itabc.ca/youth-educators/ace-it-program

YES 2 IT: http://www.itabc.ca/youth-educators/yes-2-it-program

Leading Youth to New Careers (LYNC): http://camosun.ca/learn/lync/programs-courses.html

Northwest TerritoriesSchools North Apprenticeship Program (SNAP): http://www.ece.gov.nt.ca/Publications/PDF%20Publications%20Files/Apprenticeship/SNAP%20Student_brochure.pdf

YukonYukon Secondary School Apprenticeship Training: http://www.education.gov.yk.ca/advanceded/apprenticeship/yssap.html

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Recruiting Apprentices in Canada...RecruitingApp i ABOUT CAF-FCA The Canadian Apprenticeship Forum – Forum canadien sur l’apprentissage (CAF-FCA) was established in 2000 to promote