By Karyn Grant
Future Institute of Australia
The Cook Government has recently announced a significant investment of $52.3 million to encourage more apprentices to pursue careers in the building and construction industry and support them in completing their qualifications. Premier Roger Cook emphasised the critical need for more skilled tradespeople to address the growing demand for housing in Western Australia. “We need more tradies on the tools to help build the massive pipeline of housing our State needs,” he stated. “This Budget will put housing front-and-centre because we want to help more Western Australians into a home they can afford.”
The grants are part of a broader strategy to combat the high attrition rates among apprentices, many of whom fail to complete their qualifications. Training Minister Simone McGurk highlighted the issue, noting that 50 percent of apprentices and trainees were dropping out, despite Western Australia boasting one of the highest completion rates for construction apprenticeships in the country. “We want to send a message to apprentices and employers in the building and construction industry that there is cash, and a rewarding new career, up for grabs right now,” she said.
While financial incentives are undoubtedly appealing, the question remains: is this the most effective tactic to boost apprenticeship numbers in the WA building and construction sector? Research indicates that financial incentives alone may not be enough to attract and retain millennials, who increasingly prioritise job flexibility, career progression, and a supportive work environment over monetary rewards. Therefore, simply offering grants might not address the underlying issues that lead to high dropout rates among apprentices.
Retaining building and construction apprentices requires a more holistic approach that goes beyond financial incentives. One key aspect is fostering a work environment where apprentices feel valued and integrated into the team. Training and proper induction processes are essential for making apprentices feel like a vital part of the workforce, which can reduce turnover and increase job satisfaction. Investing in these areas is more cost-effective in the long run than constantly recruiting new apprentices to replace those who leave.
Recognising this, Future Institute of Australia, in collaboration with blanc Architectural Homes—a multiple state and nationally awarded master builder—developed the ‘Building Habits that Matter’ (BHTM) Program. This program was specifically designed to address a critical yet often overlooked aspect of apprenticeship training: the development of interpersonal skills. These skills, which include communication, teamwork, problem-solving, and emotional intelligence, are vital for building effective workplace relationships and managing conflicts.
The BHTM Program was created “for industry by industry” as a retention strategy, with six core values identified as essential for fostering positive working relationships between apprentices and their employers. By focusing on the development of these interpersonal skills, the program aims to create a more supportive and engaging work environment for apprentices, which in turn can help reduce dropout rates and ensure that more apprentices complete their qualifications.
In conclusion, while financial incentives are a useful tool for attracting apprentices to the building and construction industry, they are not a ‘magic bullet’ for fixing the issue. A comprehensive approach that includes training, proper induction, and the development of essential interpersonal skills is crucial for retaining apprentices and shaping them into the next generation of onsite leaders. Programs like ‘Building Habits that Matter’ demonstrate that investing in the personal and professional development of apprentices can lead to better outcomes for both the apprentices and the industry as a whole.
