Walk into any septic services or plumbing shop across the country and ask the boss what keeps them up at night. Chances are, you’ll hear a variation of the same concern: “Where are the next generation of installers, pumpers and plumbers going to come from?”
With a growing wave of retirements and fewer young people entering the trades, many shops are feeling the crunch. But there’s a solution hiding in plain sight: Build your own bench by setting up a structured, in-shop apprenticeship program.
An apprenticeship is a long-term investment in your company’s future, not just cheap labor. Done right, it creates reliable, well-trained employees who know your standards, your customers and your way of doing things.
Here’s how to build an apprenticeship program that works — for you and your future installers and pumpers.
Start with a clear vision
Before you bring in an apprentice, ask yourself: What kind of employee do I want to develop?
Are you looking for a residential service tech with strong soft skills? An experienced excavation equipment operator? Or a well-rounded journeyman who can eventually run jobs — or even manage the shop?
Clarifying your end goal will shape everything from your training timeline to the projects you assign. It also helps you set expectations with the apprentice from Day One.
Make a written training plan
A good apprenticeship needs structure. That doesn’t mean every hour has to be scheduled, but there should be a roadmap.
Break down the core skills your apprentices need to learn, such as:
- Tool identification and safe use
- Onsite system installation practices
- Service and troubleshooting
- System design knowledge
- Customer interaction
- Job site safety
Set rough timelines — what should be learned in the first three months? Six months? First year? Keep it realistic, but challenging. Apprentices appreciate seeing progress.
Bonus: This kind of documentation can help you partner with local trade schools or qualify for workforce development funding.
Assign a lead trainer or mentor
Even in a small shop, an apprentice needs a go-to person. Ideally, this is someone patient, skilled and proud to pass on their knowledge. A great mentor doesn’t just bark orders — they explain why things are done a certain way, encourage questions and give feedback (good and bad) on the spot.
Rotating apprentices through a few lead techs can also expose them to different styles and specialties. But consistency matters — make sure they’re not just fetching parts and cleaning out the truck for six months straight.
Balance learning with productivity
Time is money. It’s easy to get frustrated when an apprentice slows you down. But the long-term payoff outweighs the short-term drag — if you handle it right.
Mix in some “learning days” where speed doesn’t matter, and apprentices can try new tasks hands-on. On busier days, have them observe and assist. Set clear goals so they know when they’ll get to take the lead — under supervision.
And yes, mistakes will happen. Build in time to correct them, talk about them and keep moving forward.
Track progress and give feedback
Too often, apprentices get stuck in limbo — doing grunt work without knowing where they stand. Avoid that by doing regular check-ins.
Once a month, review the training plan together. What’s been learned? What’s next? Where are they struggling? What can they do on their own now?
This isn’t just for the apprentice — it’s also a chance for you to catch bad habits early and recognize achievements. A little praise goes a long way.
Create a path to licensure and advancement
For your program to retain talent, it has to lead somewhere. Help your apprentices understand the requirements to get licensed in your state or province. Partner with local vocational schools or unions if needed. Offer to help with test prep or reimburse licensing fees after they pass.
But also look beyond the license. Could this person become a lead tech? A foreman? A trainer? Maybe even a future partner? Let them see that your shop offers a career, not just a job.
Make it part of your culture
An apprenticeship program should be part of your shop’s identity, not a side project.
Talk about it in your job ads. Celebrate when apprentices reach milestones. Let your senior techs know that teaching is part of their role. Build pride around the idea of growing your own team the right way.
Over time, your company will gain a reputation as a place that trains, respects and invests in its people. That reputation is pure gold when it comes to recruiting in a tight labor market.
Payoff will happen
Training the next generation takes time, patience and a commitment to doing things right. But the payoff is huge: loyal, skilled workers who know your company inside and out — and help carry it into the future.
So if you’re tired of waiting for the “right hire” to walk through the door, stop waiting. Build them yourself.
Naomi Brandt represents Brandt Plumbing, which serves the Southeast Wisconsin area.
