Best Practices for Building a High‑Impact Registered Apprenticeship

Employers share a common challenge across manufacturing floors, data centers, hospitals, construction sites and all kinds of industries: finding and keeping people who can hit the ground running.

Three factors contribute to this situation: WORKFORCE CHALLENGES 

Registered apprenticeship tackles all three obstacles at once.

New hires earn a paycheck from day one. They learn precisely what the job requires and see a clear path to wage increases and nationally portable credentials. Employers widen their talent pool, tailor the training to their own processes and cultivate productive, loyal employees who are far more likely to stay.

The Institute for Advanced Learning and Research’s Expanding Talent through Registered Apprenticeship (ExTRA) initiative supports Southern Virginia employers in planning, registering and maintaining apprenticeship programs—with technical support, recruitment help and grant funding along the way.

Below are six practical moves any business can replicate to build a dependable talent pipeline.

Depending on the occupation, programs typically last one to four years. Apprentices graduate with a nationally recognized journey‑worker credential, and the employer gains a fully competent professional.

After their apprenticeship term, they can remain a full-time employee.

Six Practical Moves for Apprenticeship Success

1. Customize Curriculum to Real Work

“Apprenticeship programs are customized to meet the employer’s needs while still hitting industry standards.” — Natori Neal, Apprenticeship Coordinator II, IALR

The power of apprenticeship lies in its ability to be both customized to businesses’ unique needs and compliant with industry-wide standards. On-the-job training (OJT) should center on the specific skills, tasks and workflows critical for a company’s success and the apprentice’s occupation.

OJT is complemented by related technical instruction (RTI), which provides apprentices with foundational knowledge and theoretical understanding.

For example, Spitzer Inc, a regional electrical contractor, centers their RTI on residential and commercial wiring, solar arrays and standby generators because these are the very skills they need for successful on-the-job performance and to meet the company’s specific workforce requirements. Broader topics are introduced to meet industry standards, but most classroom examples mirror everyday operations.

2. Invest in Education Up Front

“Apprentices should never have to pay for classes and education. Employers should carry the costs of tuition, books and fees so that the apprentices can focus on working and learning.” — Natori Neal, Apprenticeship Coordinator II, IALR

Paying for every textbook, course and certification removes financial barriers, widens the candidate pool and signals long‑term commitment. Employers that shoulder these costs position employees for stronger retention and faster skill acquisition.

3. Recruit Mentors Who Want the Role

“Letting experienced employees opt in to being a mentor for apprentices has been something that I’ve seen be successful.” — Natori Neal, Apprenticeship Coordinator II, IALR

Tacit knowledge travels person‑to‑person. Companies cultivate genuine enthusiasm and more effective coaching relationships by inviting seasoned staff to raise their hands rather than assigning the duty.

4. Blend Learning Styles

“You have hands‑on exercises, textbook reviews and skill tests to ensure apprentices truly understand the concept and can complete the tasks.” — Josh Arnold, Master Electrician & Instructor with Spitzer Inc.

Some companies choose to send apprentices to a community college or similar training opportunity for RTI; but employers like Spitzer Inc. that teach apprentices in-house can match the textbooks with real-world applications. Classroom theory followed by field practice and field practice followed by classroom theory locks in new concepts. Text, video, demonstrations and real‑world repetition ensure visual, auditory and tactile learners all stay engaged and continue to progress.

5. Grow at your own pace

“We try to promote quality over quantity.” – Jenny Spitzer, Co-Owner of Spitzer Inc.

Whether you’re starting with just one apprentice or a larger group, focusing on quality is paramount. Beginning with a single apprentice or smaller cohorts allows businesses to acclimate to the apprenticeship model, fine-tune their approach and build confidence. It offers an opportunity to establish strong foundations while ensuring apprentices receive personalized attention to emerge as true craftsmen.

However, large cohorts of apprentices can also work. Larger groups can

• Provide greater efficiencies in training delivery
• Foster a stronger peer-to-peer learning environment among apprentices
• Allow organizations to address broader talent pipelines or skills gaps more rapidly

For example, the Danville Life Saving Crew has launched multiple cohorts of seven to 12 apprentices as part of Virginia’s first EMT Registered Apprenticeship program.

6. Leverage External Support 

“ExTRA is here to help employers with all their apprenticeship needs.” – Natori Neal, Apprenticeship Coordinator II, IALR

As an apprenticeship intermediary, ExTRA can guide program design, connect RTI providers, flag funding streams and even host parent‑night presentations—services that make apprenticeship viable for firms without large HR teams.