ALTHOUGH understanding the apprenticeship model is one aspect that can help improve the take-up of the model among businesses, the other crucial element lies in the confidence of employers and businesses to implement it.

This can be viewed from two perspectives: one, as a social and corporate responsibility, or two, as a means of improvement. Cecil Foster, managing director of FosRich Company, exemplifies the first approach. He chose to prioritise social and corporate responsibility when he established the company’s corporate university for employees just two years ago.

“The programmes rival a lot of what happens in the universities and so on,” Foster shared with the Jamaica Observer in an interview.

He explained that in his recent discussion with University of Technology (UTech), Jamaica, they expressed enthusiasm about exploring ways to assist with certification. Currently, FosRich relies on private individuals for this service. However, the university is now eager to collaborate and potentially take on some of their employees at various levels for certification and training or work with them to provide these services.

“When people come from whichever level, whichever school they come from, whether they are engineers or just management of studies students, they are not industry-ready. And in order for us to get to where we want to go, we’ve decided that it is best if we spend this on our people. To develop them to become the best in the industry that they are in,” said Foster while speaking with the Business Observer.

FosRich is adopting a similar approach to Seprod CEO Richard Pandohie’s strategy, leveraging overseas experts to train and upskill its staff. Some of these trainers come from global companies that FosRich represents, such as Huawei, which provides monthly training in areas like solar energy. Additionally, FosRich engages local trainers from Jamaica, including business development professionals from universities, as well as an international coach from Canada who trains the management team to execute the company’s plans effectively.

“Based on where we aspire to be and the image we wish to project, as well as the people we aim to associate with and those we intend to serve, if you have those objectives, then you must take steps to train your staff to achieve them,” he said. “Other companies may not share our philosophy, as some may prioritise profit above all else. However, our approach is to enhance people’s skills when they join our company, so that when they leave, they are better equipped than when they arrived. It is our responsibility to facilitate this growth,” Foster shared when asked how other businesses should view the model. “If other companies do not share this philosophy, they may be reluctant to invest in training.”

For Foster, it’s not spending; it’s an investment because the business has seen the rewards. One of these rewards leads to the second reason businesses should consider it: the economic boost and increased productivity levels. According to Foster, since the model was implemented at FosRich, every team member has achieved their deliverables and can present them at meetings.

“It will develop skilled workers, improve productivity, and increase worker retention because if they have a good experience from the beginning of their career with a particular employer, they are more likely to stay,” Taneisha Ingleton, managing director of the HEART/Trust NSTA, cited these as the benefits of the model in an interview with the Business Observer.

A recent study by the Centre for Economics and Business Research revealed that apprenticeships generated £34 billion for the UK economy in 2019, with projections indicating a rise to £40 billion by 2022. The study also showed that apprenticeships can boost individual productivity by an average of £214 per week, with 78 per cent of employers reporting improved productivity due to hiring apprentices.

To replicate similar success locally, the Jamaica Manufacturers and Exporters Association (JMEA) emphasises the need for a robust apprenticeship programme at HEART. Many employers remain unfamiliar with the structured apprenticeship model, which is a formal programme designed to drive skills development through continued education and awareness. Unlike informal mentorship arrangements, this model offers clear guidelines and benefits, making it essential for HEART to promote and develop the programme effectively.

“The trust is currently working on an institute of higher apprenticeship (which) will have a network of experienced education and training providers, including community colleges and universities, and will see partnerships with industry employers to deliver technical training,” said Ingleton.