THROUGH MY OWN EXPERIENCE AS AN APPRENTICE-TRAINED ENGINEER IN THE INDUSTRIAL SECTOR , I KNOW FIRST-HAND THE INCREDIBLE VALUE AND FRESH IDEAS THAT APPRENTICES CAN BRING TO AN ORGANISATION , AND AT SCHNEIDER ELECTRIC , WE OFFER APPRENTICESHIPS , INTERNSHIPS AND GRADUATE PROGRAMMES TO HELP US INNOVATE AND BUILD A GREENER , MORE SUSTAINABLE FUTURE .
T H E E D G E
Mark Yeeles , Vice President , Secure Power Division at Schneider Electric , UK and Ireland ,
information from those willing to help and support him is second to none . and pass his knowledge and wisdom on to the next wave of talent coming through our organisation .
As Schneider Electric doubles its apprenticeship opportunities this year , what strategic objectives does the company aim to achieve through this expansion , particularly in terms of talent development and organisational growth ?
The strategic aim we hope to achieve with this expansion comes in a multitude of different objectives . The immediate issue is we need more people to enter the industry . Data published in 2021 by the Uptime Institute estimated that staffing requirements would grow from
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THROUGH MY OWN EXPERIENCE AS AN APPRENTICE-TRAINED ENGINEER IN THE INDUSTRIAL SECTOR , I KNOW FIRST-HAND THE INCREDIBLE VALUE AND FRESH IDEAS THAT APPRENTICES CAN BRING TO AN ORGANISATION , AND AT SCHNEIDER ELECTRIC , WE OFFER APPRENTICESHIPS , INTERNSHIPS AND GRADUATE PROGRAMMES TO HELP US INNOVATE AND BUILD A GREENER , MORE SUSTAINABLE FUTURE .
I think of Nathan through different lenses of both coaching and mentoring ; he has been a fantastic mentor and a good mentee , his appetite to learn about how to better himself is exceptional and will only become stronger and stronger as he goes through his career . around 2 million full-time equivalents in 2019 to nearly 2.3 million in 2025 – we are now less than a year away from this . We think apprenticeships are key to continue to grow and share the positive , long-term , fulfilling career opportunities offered by the sector as well as attracting a diverse and wideranging workforce .
Other strategic objectives are they allow us to really get to know the candidate as they are like a four-to-five-year job interview for both parties . It allows them to find what they are passionate about and us to really find their strengths and where we can help them . This investment from both sides hopefully creates a symbiotic relationship which means we can benefit each other to be the best we can be , enabling them to have a successful career and us to retain the workforce .
What do you think the future holds for apprenticeships and how will Schneider Electric continue to support early talent development ?
I like to think that the future of apprenticeships will start to grow at a rapid pace . I think the apprenticeship programme has moved on a couple of ticks from when I took my apprenticeship in the early 90s and it is really fascinating to see the opportunities and diversity of learning which is open to apprentices across a multi-faceted and multi-function role .
Schneider Electric is very committed to supporting early talent and the development thereof but also keeping one eye on making sure those individuals have the right level of support and guidance on their career .
We need to build and grow on the success of apprenticeships , but we also need to think about how we do things differently as an industry . Together , we have an opportunity to ensure the future of apprenticeships is bright and to deliver a clear , concise , and collective message to attract a new and diverse generation of skilled workers . �
When I think more broadly about Nathan and others who have had a strong opportunity to forge a pathway into their career , they do it through several different means . Nathan has done it through both his performance and the way he has presented himself , and he has also now taken a qualification in coaching which I am particularly proud that he has done . What we now hope is Nathan will be able to carry that baton
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