July 16, 2024 – Whether it goes well or poorly, taking on an apprentice in your electrical contracting business is a big commitment. What can you do to (hopefully) achieve a positive outcome, for both yourself and the apprentice?

In the June 2024 edition of Electrical Business Magazine, we asked a variety of industry professionals “What advice would you give to an electrical contractor when taking on an apprentice?”. They happily shared their advice and experiences with us which, collectively, make up our Apprenticeship Survival Guide.

Here is what Ron Bergeron had to share…

OUR CLIENTS ARE primarily industrial and institutional, and they expect a high level of knowledge and skill. It takes us 10 years of time and energy to train a person from high school student to “top gun”, which is why we do not rely on government funding when taking on apprentices. We hire for the long term.

(If government funding is available for the person selected, then we will accept it. It is useful, but not essential, to our future.)

Our prime consideration when taking on an apprentice—regardless of race, gender, creed, etc.—is attitude! Here are three key attributes: 1) interpersonal skills, 2) capacity to learn, and 3) willingness to work.

Established in 1945, our firm still operates successfully. Our philosophy of “nourish to flourish” applies to all staff—not just apprentices. For us, improving knowledge and skills is a life-long commitment. Our best electricians are our oldest electricians. Their mindset is “Whatever you do, do it well”.

We want everyone to understand that they are valued; that they matter. And we show this by providing safety training and technical courses, tool and clothing allowance, PPE, employee assistance plan, illustrated code books, monthly breakfast safety meetings, bimonthly all-staff meetings, work sharing, staff parties, etc.

In short, we provide opportunities for our staff to be the best they can be, both as technicians and as persons.

Hiring an apprentice is but one piece of the puzzle for success. For that piece to fit, make your company inviting by displaying how you treat your staff and conduct business. (We discourage foul language because, inevitably, it leads to a foul attitude.) Second, provide opportunities for personal growth to everyone (nourish to flourish).

Using this approach, any apprentice problems are greatly minimized. The good ones learn and become proficient, and stay on to transmit these values and help us remain successful.

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