The Success of Apprenticeships

Views of Stakeholders on Training and Learning

Jean-Luc Cerdin, Jean-Marie Peretti, Jean-Luc Cerdin, Jean-Marie Peretti

• Publisher: Wiley-ISTE
• Year: 2020
• Print ISBN: 9781786304735
• eBook ISBN: 9781119694809
• Edition: 1
• Topic: Business
• Subtopic: Management
• Index: Business

Apprenticeships can offer apprentices, their teacher-tutors and business apprenticeship supervisors experiences that are rich in knowledge.

The Success of Apprenticeships presents the observations and opinions of 48 actors regarding apprenticeships. These testimonies recount how apprenticeships allowed them to improve their expertise, their professional practices and their organization skills. This book also examines how their interactions in the work/study process allowed them not only to develop the skills of apprentices, but also the skills of those who accompanied them – the teacher-tutors and the business apprenticeships supervisors.

The creation of an authentic community of apprentices subscribes to the formation of an ecosystem of learning, in which each individual harvests fruits in terms of the development of their personal abilities.

PART 1
The Challenges of Apprenticeships in the Training System

1
Apprenticeship Training: A Dedicated Educational Engineering

Choose a job you love, and you will never have to work a day in your life.

– Confucius

1.1. Introduction

All educational programs are driven by the same desire: to advance their students by transmitting knowledge, ways of reasoning, know-how, interpersonal skills and behaviors. Many studies have been carried out as the social sciences have developed and the pedagogical processes have been analyzed, revisited, modified and periodically renewed. Today, they are complemented and enriched by discoveries about how the brain works. Neuroscience now contributes to the personal development of the individual. However, when the objective of a training course is to legitimize participants in their exercise of a function or a job, the most appropriate modes of transmission and assimilation are questioned.

What pedagogy should be applied to ensure that the beneficiaries are best trained in the requirements of their future activities? How can the possible dissolutions of the impacts of transmission modes be limited? How can we satisfy everyone’s thirst for learning? How can we promote an individual’s talent in regard to an envisaged function or a profession? The pedagogy of work-linked training, the one, which brings together knowledge, doing and being, and is rooted in the evolution of humanity, is a topical subject¹ and a major concern for economic, educational and political actors. Apprenticeships appear to be a solution to the unemployment of young people when it stands as an obvious way of supporting the development of a society.

1.2. Why propose an apprenticeship? Evidence, an ambition, a reasoned choice or an opportunistic behavior?

1.2.1. The approach, the creative process, the pillar: the change in power

The decision to offer an apprenticeship is strongly linked not only to the role or career path for which it prepares a person, but also to the nomenclature of qualifications and diplomas to which it belongs. Apprenticeships are therefore commonly integrated into the training curricula of craft trades. The latter are legitimately recognized as requiring the transfer of the expertise of an experienced person, a legacy of the companionship of past centuries.

However, when the ESSEC Business School decided in 1993 to offer apprenticeships to all its students (admitted on a competitive basis or by M2 equivalence) in its Grande École program, higher education was disconcerted. ESSEC, a highly selective management school, explains that all the professions of excellence require not only a transfer of knowledge, but also a long-term experience that is not possible to acquire through a succession of internships of variable duration in different worlds and on heterogeneous themes.

As a result, health professions (physician, surgeon, pharmacist), legal professions (lawyer, notary, accountant), airline pilots and musicians impose years of “apprenticeship or companionship” alongside a peer or manager, where only the legal status and vocation of the novice differ (intern, employee, clerk) and the daily reality is identical. The pedagogical approach is based on several components. It articulates specific and regular theoretical teachings that allow the apprentice to understand the environment in which he will evolve, the rules of the art that he will have to apply and those of the teachings in professional situations, allowing him to familiarize himself, with the help and supervision of an apprenticeship manager, with the complexity of the practice. Work-linked training thus constitutes the keystone of the knowledge-assimilation process.

1.2.2. The choice of pace of work-linked training and duration: tailor-made

Apprenticeship arrangements are based on the activities of the profession in question and the expected level of autonomy, as described very precisely in the certification standards for the relevant qualifications and diplomas. It is therefore necessary to precisely determine the time required to acquire all the skills needed to pass the tests for obtaining the diploma that recognizes the ability to perform the relevant function. The rate of work-linked training must be based on the rise in expected and acquired competences. The mission in the company chosen by the apprentice and proposed by the company must be perfectly aligned with the pedagogical objectives of the program. Indeed, the apprenticeship contract is the basis for obtaining the diploma or qualification.

Each profession is part of an environment that develops its own specificity and rules. Marketing professions in the cosmetics sector therefore have more intense periods of activity than others during the calendar year (budget period, business review, product launch, etc.), like audit functions but with a different seasonal structure (fiscal year). It is therefore essential to establish a pace of work-linked training that takes into account functional and sectoral specificities as well as the size of the economic entity welcoming the apprentice, while optimizing and adjusting academic constraints (size of promotions, content layout, educational mix). It is necessary to build a balance that aggregates the duration of the contract in number of months, the terms of the apprentice’s presence in the company whether full-time (semester, trimester, weekly) or part-time (number of days per week shared or time in the shared day), favoring observation, support, management, repetition, task control and mastering while maintaining the apprentice’s availability for highly satisfactory cognitive functions in acquiring the fundamental theoretical knowledge.

Consequently, of the 353 apprentices in the Grande École program in 2018, 47% are working on a semester basis, 43% on a weekly basis and 10% on a quarterly basis. In addition, 77% of apprentices in consulting positions and 86% of auditing apprentices have a half-yearly work/study schedule.

1.2.3. International experience

The ESSEC Business School prepares its students for practicing their job on a worldwide basis. Living for six months in a foreign country, either for an academic exchange or for professional experience, is a major component of the diploma. Students who choose an apprenticeship can include their international experience in this course. However, it is easier for them to benefit from an academic exchange than from an assignment to a foreign subsidiary of their French host company. (Under French law, apprenticeship contracts must be signed with a French corporation). To date, many administrative (social security coverage, costs, barriers to entry into a country) and organizational (new apprenticeship manager, work–study balance) obstacles make this alternative complicated and risky and often force the apprentice to fulfill this condition at the end of his apprenticeship contract and, in fact, to extend his schooling. The aforementioned law of September 5, 2018 reaffirms, in its article 24, the need for simplified access to long-term international mobility.

1.2.4. The individualization of courses

Apprenticeship pedagogy must also open up and adapt to the wishes and projects of young people to enable them to succeed, i.e. to achieve the personal and professional project of their choice, (for the authors, success in this context means achieving one’s project). Successive generations (baby boomers, generation X, generation Y or millennials, etc.) and their increasingly rapid evolution have destroyed the idea of a standard model and a pedagogical model. There is no longer a single accepted model of success. Everyone develops their own personal and professional project.

An apprenticeship and its pedagogy must therefore also meet these requirements. Thanks to the organization of studies by term, ESSEC is able to offer its apprentices a personalized course: each term, the apprentice chooses the courses he will follow, as well as his work/study schedule.

A pillar of apprenticeship pedagogy, the tutoring system provides each apprentice with two-fold support:

• – the apprenticeship manager: a professional employee of the corporation having at least a diploma equivalent to the one prepared by the apprentice;
• – a tutor, a member of the educational community. The variety of profiles of tutors helps encoura...

Table of contents

• Cover
• Table of Contents
• Foreword – ESSEC Business School: The Pioneering Spirit
• Foreword – Learning by Doing
• Introduction
• PART 1: The Challenges of Apprenticeships in the Training System
• PART 2: Perspectives of Apprenticeship Actors
• PART 3: Elsewhere in the World
• PART 4: Perspectives on Apprenticeships
• List of Authors
• Index
• End User License Agreement