An apprenticeship can help develop competence, an essential prerequisite of a fulfilling career and commercial success. Linda Webb, business development manager at training services provider, Building Engineering Services Training (BEST), examines the current state of apprenticeship training
'IF you always do what you've always done, you'll always win what you've always won.'

This management maxim neatly sums up why outstanding business performance relies on constant change. The question is: How do you develop the tools needed to change profitably in a ferociously competitive world?

The answer is training. Well executed training helps the trainee develop competence - the right combination of skills, knowledge and experience.

But there is a problem. A lot of training in the building services industry is unplanned, with companies adopting a scattergun approach, firing off a volley of courses that promise attendees a quick-fix building services qualification.

This approach is frequently offered as an alternative to a traditional apprenticeship scheme. However, without the targeted training an apprenticeship offers, there is a clear danger the industry's competence base will be eroded and, eventually, destroyed.

Indeed, it looked as if this might happen. Fortunately, craft apprenticeship schemes - reborn in the mid-1990s with the introduction of Modern Apprenticeships - came to the rescue.

Apprenticeships offer a return to the full framework training and knowledge scheme with work-based assessments measuring competence. Many employers have benefited from this, with BEST introducing more than 7,000 new qualified apprentices into the industry since 1991.

For the academic year 2006/2007, BEST received nearly 3,500 applications for apprenticeships from candidates across England, Wales and Scotland, with 1,000s more applying after the March cut-off. Of the applications received, more than 1,000 have already passed the rigorous interview and assessment required for apprenticeship training, with more added daily. The sad truth, however, is that we expect to place just 50% of these because of low employer take up.

An example of the enlightened approach to apprenticeships that progressive companies take can be seen at Johnson Controls, a global leader in facility management and control.

Two of its 65 engineers at a long-term customer site in Harlow are undertaking an apprenticeship and the company will consider more trainees later this year.

Johnson Controls' engineering site manager, Gary Huntley, himself served an apprenticeship with Matthew Hall (now part of AMEC) 20 years ago. He is so convinced of its value he now insists on only employing engineers who have followed this route.

As he says: 'An apprenticeship goes a long way to proving an engineer's competency and quality. This is crucial for Johnson Controls, not only for our ability to provide an excellent service to our customers, but also in ensuring high levels of health and safety on site.'

Gary considers the skills needs for his site four or five years in advance so that he can employ apprentices now whose skills will be needed later. He explains: 'It is essential for all employers to ensure succession planning. This applies especially to small- and medium-sized companies where rates of retirement may be higher than speed of skilled recruitment.'

BEST has helped arrange Johnson Controls' apprenticeship programme for the last 10 years. Gary sees real benefits to this: 'BEST's contribution minimises the bureaucracy involved in the apprenticeship procedure, saving me a considerable amount of management time by co-ordinating college and site work and acting as mediator throughout the learning and qualification period.

'BEST's assessment procedure means it only offers me high potential candidates for interview. Once I have the BEST shortlist, I look at the exam and assessment results and then need to consider only whether the candidate has the personality and attitude for the job.'

One of Johnson Controls' apprentices is 22-year-old Paul Cooper. Now in his fourth year of a Service and Maintenance NVQ3, Paul won an award for London and South East Senior Service and Maintenance Apprentice of the Year 2005.

He says: 'A career in building services was the best choice I could have made. My BEST training adviser has opened my eyes to all the opportunities now available to me, and the career prospects are second to none. By taking the apprenticeship route, I am confident that I will be able to consolidate my skills and experience to take full advantage of this.'

Despite mounting evidence in their favour, some companies shy away from apprenticeships, believing that employing an apprentice is too costly, both financially and in the time spent recruiting and training.

In fact, employers can mitigate both money and time costs by working closely with training providers like BEST which supplies a range of services such as recruitment and interviewing, financial support, advice, mentoring and ongoing monitoring and management.

Of course, a financial commitment is needed, but training providers can maximise funding opportunities. We can also advise on the selection of appropriate courses and colleges.

We can save employers' time by undertaking much of the paperwork involved to register apprentices for courses and deal with documentation. At BEST, we allocate a dedicated training adviser and supporting customer service team to help deal with the red tape attached to the apprenticeship programme.

Training advisers also act as mediators throughout the learning and qualification period.

They will help co-ordinate the college and site work and undertake continuous progress reviews to ensure each apprentice understands his or her goals, and is on target with course work and assignments.