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Apprentice‘ship’

Chris Ray Community, Education, Industry, Technology , , , Leave a comment June 3, 2021

Apprentice‘ship’
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There are many “ships” in the workforce world – internship, externship, returnship, pre-apprenticeship. So how does apprenticeship stack up in this crowded lineup, and more importantly what differentiates it?

Simply put, apprenticeships focus on existing workers while the others do not, but the differences don’t stop there.

A common misperception of companies exploring apprenticeships as part of a skills gap strategy, is the application of training to potential vs. existing employees. A source of this confusion lies in the fact that the other “ships” are linked to recruitment, whereas apprenticeship is a skill improvement program.

To better understand the difference, consider the key attributes:

  • Internship – typically filled by students, often fulfills a graduation or qualification requirement, lasts eight to 14 weeks, meant to sample a job
  • Externship – shorter in duration – days to a couple weeks, only observation rather than doing the job, rarely involves pay
  • Returnship – similar in structure to internship, meant for those who have been out of the workforce for an extended period, designed to sharpen skills that may have become rusty and introduce newer technologies
  • Pre-apprenticeship – intended to build the pool of future workers who will ultimately work in apprenticeable occupations, basic skill development for the not-yet or unemployed
  • Apprenticeship – usually a two- to four-year program, combines on-the-job and classroom instruction, occupation-specific training

Remember that apprenticeships are occupation-based for employed persons. They combine a well-structured, robust training platform that significantly increases the skills of a company’s workforce. When skills-gap challenges create turbulent seas, it’s the one ship built to keep companies from sinking.

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Chris Ray

Christopher Ray is the executive director, business development at Penn College’s Workforce Development department. During his tenure at the college, he has overseen training program development, and worked with companies in nearly every business sector to address skill improvement needs. Employing innovative approaches to workforce development, Chris led a team at the college in developing a proprietary, competency-based assessment program to help companies identify and prioritize areas of opportunity for training. He spearheaded efforts to expand apprenticeship opportunities to companies through a blend of in-person and remote, interactive instruction to multiple manufacturing consortia. His experience includes work in manufacturing and health care, as well as training roles in pharmaceuticals and biotech.

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