Employee satisfaction can often be forgotten in small and medium-sized businesses.
After all, flatter organisational structures and more intimate relationships between workers and bosses tend not to beget a human resources approach.
There is an expectation that replaces a concerted and methodical approach to staff retention and motivation. Apprenticeships can work against this tendency with bottom line benefit to business.
Consider the recent survey by Mercer which found that “over half of Britain’s employees are unhappy at work, with over a third of them seriously considering leaving their jobs.” The figures aren’t getting any better. Only 61% currently say they are content with their work in comparison to 70% four years ago. And just 38% say there is an opportunity for growth within the firm that they work at.
It is clear that there is a very real link between employee dissatisfaction and feelings related to self-improvement
Apprenticeships have made their way into the UK psyche in recent times. The popular show presented by Lord Sugar and a recent governmental drive to promote apprenticeships have highlighted the potential benefits of this working practice.
However, one potential benefit of the new government scheme is often missed altogether - that of converting current employees into apprentices. This sounds alien at first, like something that both the employer and employee might find hard to palate, but there are benefits.
There are two phases of apprenticeships an employer can offer with different costs:
- All 16 – 18 year olds can enter fully funded apprenticeships.
- All 19-24 and 25+ apprenticeships are co-funded, with an expected employer contribution of 50%.
The benefits, in terms of cost, are obviously weighted towards employing 16-18 year olds; but what of the staff member who’s been with a company for two years and has learned the idiosyncrasies of a firm but is looking to progress?
Moving them to apprenticeships could provide them with the job satisfaction they yearn for and could produce better results. The apprenticeship could offer the employee the opportunity to progress and improve themselves.
Secondly, the posing of the question of apprenticeship could lead to a more general consideration of the employees’ role in the firm and their career direction – do they really want to continue in their current role or do they want to upskill in another area?
Thirdly, and in contrast to other employee investment programmes, the employee and employer are making a mutual commitment. On-the-job training means that the employee is unlikely to take on board skills and move elsewhere, at least throughout the duration of the apprenticeship.
Calculations would need to be made in terms of costs, but the benefits could outweigh these. There is also the possibility that the employee might take on part of the cost themselves.
Crucially then, apprenticeships are not only a matter for larger firms seeking to employ recent school leavers but could be beneficial for small and medium sized businesses with slightly older and longer-serving workforces.
