Making way for the next generation

With over 40 years' experience in the automotive industry, John Edwards is a proud business owner and passionate advocate for providing the best possible training for his apprentices.

John continued that same mentality when he took on his first female apprentice Chelsea Bowers, a decision that has equally benefited both Chelsea and John.

'Initially we gave her 3 days, fully paid, to try and see whether we were a fit,' John said.

'Chelsea's enthusiasm, her passion and her friendliness were things we thought would be good for us as a workshop, and hopefully we could help her become an independent, strong young woman who was going to be a leader in this trade – I think we've succeeded.'

After initially taking a break from her apprenticeship training after a negative workplace experience, Chelsea is happy to sing the praises of an employer that is as invested in her success as she is.

'John prioritises training for us as mechanics, because the better your mechanics are, the more successful your business is.

I find that John's like a second dad, every issue that goes on in my life I can openly speak about. It's a really safe place to voice my problems and opinions where there's no hierarchy and always positive feedback,' she said.

Building a strong team

While some employers may wonder how their staff would handle having a female apprentice join the team, John is adamant it's been one of the best decisions he's made.

'No offence to Chelsea, but we don't even look at her as a woman, she's just part of the team.

Some things Chelsea may struggle with the pure physicalness of it, but she makes up for that with other things like attention to detail.

As we work in a team environment, it's not just one person doing one job; we complement each other, and that diversity gives us a sense of wellbeing in the workplace that we're not on our own – we rely on each other.

I don't think I've been happier at work for a long time.'

Looking to the future

As a small business owner, John understands the critical role his apprentices play not only in the success of his business, but in the future of the automotive industry as a whole.

'We're really happy to have apprentices on board. Not only do they keep me young and enthusiastic, but they also bring a different mindset – they've got that enthusiasm and passion which just builds up the workplace.

My philosophy in life, especially as I'm getting older, is to try and make way for the next generation to come through – making sure they've got the best training and best opportunities so they can be leaders in the industry I love.'

He also understands that his apprentices are more than just staff, they're people – often young people just starting out in their careers, who might need some extra support to help navigate the new stage of life they're in.

'In many ways, we have a role to fill as employers in helping to grow the person – not just their mechanical ability or their technical skills, but also them as a person.

A happy worker is a good worker and if you can help them solve some of their issues, give some sage advice, you'll have a loyal apprentice who's happy to work for you and they'll see that you have their best interests at heart.

What employee doesn't want their employer to be invested in them as a person?'

Employer, trainer, mentor

While all his apprentices attend TAFE as part of their training, John acknowledges the critical role he plays as an employer in the success or failure of his apprentices.

'The employer in the training of an apprentice is paramount, they're number one. It's not the outside training, it's about what the employer does day-to-day.

The encouragement, the increasing level of jobs that's offered to the apprentice – not keeping them in a role that they're good at but stretching them everyday – that allows them to achieve what they set out to achieve, to become a tradesperson, a mechanic.'

For other employers who might be thinking of hiring their first apprentice, John has some advice to make sure it's a good experience for all parties involved.

'Don't be afraid to train them and let them contribute. We make our early apprentices become the first aid officer so they have some sense of belonging and responsibility.

It's new, they're scared, the power imbalance is very big, so you need to cut them some slack. Be slow, be steady, treat them as a person, treat them how you'd like to be treated.

I think the biggest problem why apprentices are leaving is bosses are expecting too much from them too soon. Give them the time to grow into the job and be encouraging, not negative. Don't put people down, build them up at all times.'

Mistakes happen

The other important lesson John says employers should keep in mind is that when people are learning a new skill, mistakes are a necessary part of the process.

'If you're scared of apprentices breaking things or things not going well at all times, I think you're missing opportunities to teach – not only the apprentice but everyone in the workshop.

It's about using that opportunity of a mistake to grow and to learn, not to tear down.

Review your own internal training, because most of the time if apprentices make mistakes, it's because there's a lack of supervision – it's not always the apprentice's fault.'

More information

Find out how employing an apprentice or trainee can help you grow your business.