A friend of mine recently remarked there should be a sign on Thomas Phoenix’s employee entrance that says, “Enter as Boys, Leave as Men.” He was referring to my knack for turning around hard cases into respectable, hardworking, well-trained men. He credits me; I credit the apprenticeship business model. My company implemented an apprenticeship program about six years ago. Our program was used as the model for the federally approved national guidelines now offered by the Metal Buildings Institute. One of my first apprentices is about to celebrate his 10-year anniversary with us. This is his story.
I first saw Justin when he was raking leaves for a neighbor of mine. This neighbor is the guidance counselor at the local high school. Justin had too much energy and not enough focus to sit still in a classroom. He was frequently in trouble. You know the sort. Doesn’t fit in, doesn’t follow the rules, hard headed with a chip on his shoulder. He had several piercings and a general “bad boy” image. My neighbor explained Justin was just getting by in high school and it was a shame. “He’s a good kid, smart, but the classroom just isn’t the right place for him.” Now I don’t want to digress on my lament of the demise of technical schools or get on my soapbox that college is not for everyone. (You can read some of my previous articles or buy me a drink to hear that.) This is about Justin.
We hired Justin in June 2003. He had just finished high school. My office manager referred to him as “the pirate.” He was sloppy looking with wide-legged pants, bandana on his head and multiple piercings. He started as a general laborer. He once caught his pants on fire. He was frequently reprimanded for not wearing his safety goggles and not tying off. After several comments about his messy appearance, we came to an agreement. We give him a few extra t-shirts and he tried harder not to always get so dirty.
But slowly and surely we began to notice a change in Justin. His foreman wrote on one of his early performance appraisals “works hard and doesn’t like lazy people.” Another wrote “he gives a solid, consistent effort every day.” In high school he was accused of being lazy and not engaged, but at our job sites he was just the opposite. It seems he had found his element, had found a home. He was able to work hard, use his hands and spend his time outdoors. He was like a sponge; he truly wanted to learn; to emulate his bosses. He gave 100 percent to every task.
In 2007, we applied for and received approval for our Apprenticeship Program. My partners and foremen unanimously selected Justin to be one of our first apprentices. He was thrilled with the opportunity. His performance reports that year said:
• “His work quality is excellent to a fault.”
• “He is always the first on the job and last off.”
• “Takes great pride in his work.”
• “Needs to work on leadership skills. Would rather do work himself than tell someone else to do it.”
Apprenticeship training is a method that combines actual work experience with related instruction and produces a worker skilled in the craft, who is capable of exercising independent judgment and who subscribes to the highest standards of professional conduct. There is a written agreement between the apprentice and the employer, which acknowledges their joint commitment to the training process.
The intrinsic benefits are many. Overall, apprentices in registered training programs know they have jobs in the future. By working for an employer who values lifelong learning, apprentices become invested in improving their skills and in achieving a Certificate of Completion, which is a nationally recognized credential. Because apprentices not only learn the techniques of a trade but also understand why they do what they do, they become good problem solvers, work better as team members and demonstrate better interpersonal skills. Apprentices become skilled, motivated craft workers with a strong work ethic who are well versed in company policy, who average better attendance, who possess the latest technological skills and who fill critical needs for skilled workers. Apprentices become flexible and productive, and are dedicated to the industry and the specific employer.
So, here we are six years later. Justin is a now a fine young man. He has two sons. He owns his own home. He is a strong leader who others look up to. He is a good problem solver. He is a solid foreman, more than capable of leading his own crews, even at remote job sites. He handled a job for us in the Bahamas that was delivered on time, within budget. We even arranged to train a few locals while on that job so they could maintain the building long after we were gone. He still has a few piercings, although not as many. He still wears a bandana. He stills gets dirty. But he is no longer the sullen boy with a chip on his shoulder. He loves his job. He looks forward to coming to work every day. He earns a good living and has a solid trade, one that will serve him for many years to come even if he should ever choose to leave Thomas Phoenix.
My friend credits me with turning wayward boys into productive members of society. I credit our apprenticeship program and the discipline and rigor it imposed on our management style. It is widely accepted that employers with apprenticeship programs experience benefits in two categories: economic and intrinsic. The economic benefits are derived from the eligibility to pay apprentice wages (usually 40 to 50 percent of journey worker wages). Registered apprenticeship sponsors are also exempted from paying overtime to apprentices for the related instruction portion of their training. Also, you may be entitled to tax credits if you hire people who meet specific criteria or if your business is located in specific areas. Furthermore, many sponsors report reduced turnover and enhanced morale.
The benefits to the employee are equally numerous. Justin is a perfect example of this. His employee file is full of certificates, positive reviews and customer testimonials, such as this from Berenyi:
“Eric had a talented work crew on our site. His lead foreman, Justin, maintained the project ahead of schedule by constantly looking forward to identify potential cause for delay so those delays could be avoided. The assembly of both buildings did complete ahead of schedule and the work was very well performed.”
By the time this article goes to print, Justin will have received a token of our appreciation that also is a tangible sign of how far he has come-a Thomas Phoenix ring. I am confident Justin will continue to excel in the metal building industry. He has been well trained. He has learned a craft and a trade. I know Justin will proudly wear his Thomas Phoenix ring and we will continue to be well-served by his job performance.
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Gary T. Smith is president of Thomas Phoenix International Inc., Eastampton, N.J., and an outspoken supporter of Apprenticeship, Training, Safety and Education for the
Metal Buildings Institute. He is one of the original founders of the MBCEA-MAD and trustee of the MBI.
