PetrosA
Senior Member
- Location
- Lancaster, Pennsylvania
I think I'd look at how the apprentice is performing as a money maker in comparison to the other apprentices and at some level in comparison to the other journeymen. Being on time, knowledge, how they relate to customers etc. are all just qualities of the value of an employee as your tool for making money. You probably have a good grasp of your journeymen by now. Observe the interaction of the apprentices with the better journeymen. Are they treating work as a learning experience? Are they helping or hindering? Do they seem to have an inborn desire to produce quality work?
I also think it helps to establish a reputation as an employer. For instance, if you have 10 guys working as apprentices, let them know that you're going to weed out 3 or 4 of them in a few weeks. Then give the others a raise. That sets you up as a demanding employer. Then make it a standard practice that after X number of months after a new group is hired, 30% or 40% know they're going to get let go. They need to understand that it's not only about showing up for work and putting in your 40 hours. The target is to earn their respect and have a bunch of MacGyvers working for you.
I also think it helps to establish a reputation as an employer. For instance, if you have 10 guys working as apprentices, let them know that you're going to weed out 3 or 4 of them in a few weeks. Then give the others a raise. That sets you up as a demanding employer. Then make it a standard practice that after X number of months after a new group is hired, 30% or 40% know they're going to get let go. They need to understand that it's not only about showing up for work and putting in your 40 hours. The target is to earn their respect and have a bunch of MacGyvers working for you.