精东影视

Many contractors claim to have a proud history of in-house training. Few have the documents to back it up. George Humphreys, managing director of ductwork contractor Hotchkiss, does. 鈥淩ecently we worked with the local chamber of commerce and gave a talk on apprenticeships. When we looked into the archives, we found this,鈥� he says of the ageing blue contract on the desk in front of him.

鈥淓astbourne, 20 January 1911. We, Henry James Hotchkiss and Frederick William Hotchkiss do hereby agree to take Frederick George Scarlett as an apprentice for a term of four years from the 20th day of January 1911 to the 20th day of January 1915 and to teach the aforesaid Frederick George Scarlett a practical knowledge of engineering.鈥�

It comes as no surprise that Humphreys should have been making speeches on apprenticeships. Training is at the heart of Hotchkiss鈥� philosophy, a fact that was recognised by four nominations and two prizes at 精东影视鈥檚 Specialist Contractors Awards last year. This year, the firm has taken on 20 apprentices across a variety of disciplines and employs a total of 50 in its factory, head office and on site. One of its apprentices, Ben Harvey, recently won Apprentice Ductwork Installer of the Year at the National Training Awards. Another, Karen Neville, was shortlisted for the M&E apprentice award.

A company that鈥檚 hard to quit

Perhaps the biggest disincentive to training is the possibility that the trainee will be poached by a rival after they have completed their courses. Hotchkiss demonstrates that this is not necessarily going to be the case: between 80% and 90% of Hotchkiss鈥� employees in the office and factory have been through its apprentice system. Two key managers 鈥� Chris Beadle, the contracts director, and Andy Shelley, the works manager 鈥� have been with the company all their working lives.

For Humphreys this shows that money invested in training will pay dividends: 鈥淭he trainee is a major investment. Once you鈥檝e made that investment, you want to retain the staff.鈥� Even though apprentices are not guaranteed a job on completion of their training, Humphreys describes it as 鈥渧ery unusual鈥� for someone to go through the Hotchkiss system successfully and not be retained.

A comprehensive education

The Hotchkiss system allows apprentices to spend time in each of the firm鈥檚 departments. By the end, 鈥測ou鈥檝e put duct up, you鈥檝e made duct, you鈥檝e drawn duct鈥�, says Humphreys. Trainee draftsperson and award nominee Karen Neville, 22, describes it as 鈥渢he most comprehensive course I had seen鈥�. Despite A-levels in English, law and drama, she wanted to learn a trade, and although she鈥檇 never heard of ductwork she was attracted by the high standard of training.

The trainee is a major investment. Once you鈥檝e made that investment, you want to retain the staff

The apprenticeships include a structured three- or four-year syllabus and attendance at Croydon or Bexley College to gain a BTEC and HNC qualification in building services engineering. The firm has also introduced a tutorial system that allows two or three trainees to meet the firm鈥檚 training adviser every Friday. These are particularly useful as, according to Neville, college courses tend to be designed for consultants rather than ductwork specialists.

鈥楢 very traditional apprenticeship鈥�

Humphreys is a keen advocate of 鈥渧ery traditional apprenticeships鈥�, which he defines as 鈥渨hen a skilled worker takes a young person under their wing鈥�. He believes that this is at the heart of his company鈥檚 culture. He cites as an example senior surveyor Jason Lyon, who has been mentoring Nick Duvall, a trainee surveyor, for the past six months. 鈥淛ason knows the value of the system because he went through it himself,鈥� Humphreys says.

Passing on experience is not solely the preserve of senior staff. All trainees visit local schools, and many have been interviewed on Eastbourne College鈥檚 local radio station. 鈥淲e鈥檙e targeting 14- to 15-year-olds,鈥� says Humphreys. 鈥淭he relaunch of the modern apprenticeship scheme will help with people who don鈥檛 fit into the school鈥搖niversity route.鈥�

Humphreys is clearly concerned that, for this year鈥檚 20 apprenticeship vacancies, only 50 of those who applied met the firm鈥檚 selection criteria and believes that the modern apprenticeship will help to ensure that schemes such as Hotchkiss鈥� are not seen as second-class routes into employment. Humphreys鈥� 鈥渧ery traditional apprenticeship鈥�, with its roots in the early 1900s, looks set for an exciting future.