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in on the apprentice and help them learn. “People who look at it as more work, I think they’re looking at it all wrong,” Lewis says. “It’s not more work. The apprentice- ship program is just adding to focus to the work we should already be doing.” “The mentor handles the day-to-day relationship with the apprentice, being vigilant that the necessary tasks are be- ing performed to complete the program,” Barr says. “After the apprenticeship is completed, it’s back to the program manager to wrap up paperwork and discuss next steps with employment and an individualized growth plan.”


TRAITS TO LOOK FOR IN PROGRAM MAN- AGERS AND MENTORS Kesteven says a program manager is knowledgeable of the apprenticeship program, consistent in keeping com- munication between the mentor and apprentice and consistent in tracking information. “This person is like a talent scout,” Barr says. “(They) need to be personable, knowledgeable about the program/ company/outlook of the green industry, strategic, outgoing and open to thinking outside the box.”


Another trait to look for include being a good time manager.


“It’s a year-long to 18-month-long


process that you can’t have everything done all at once,” Lewis says. “But you also have to manage your time because you’re managing other people’s time, materials and resources.” When it comes to what to look for in mentors, Lewis says that mentors need to believe in developing people and believe in the apprenticeship program. “I think of this person as the coach,” Barr says. “(They should be) nurturing, organized, motivating, knowledgeable in the trade skills and able to give construc- tive feedback.” Kesteven adds that mentors need to be patient, consistent and follow through.


TIME COMMITMENT After getting the program under way, program managers only have to maintain it and check in on the mentors to make sure everything is going smoothly. “I would say it takes 10 percent of your time, probably less, probably five percent,” Lewis says. “I mean it’s really not even an hour a week for a program manager.” Kesteven says currently their program manager spends 2 to 3 hours per month working on the program, depending on how much the apprentice has completed. “The biggest items of time consump- tion are sourcing and building relation-


ships with secondary schools,” Barr says. “These are ongoing and continuing activi- ties with more focus in the fall and late winter/early spring months.” When it comes to the amount of time mentors can expect to spend on the apprenticeship program, Lewis says it’s the same amount any manager spends training their people. Mentors at EMI meet with their apprentices bi-weekly to discuss where they are, how they’re trending and what upcoming core com- petencies they plan to cover. “With consistent weekly training the mentor needs about an hour per week to complete training topics and paper- work for documentation of the hours,” Kesteven says.


Barr says their mentor spends 1/5 to ¼ of her week on the apprenticeship program.


“Don’t look at as a monumental task or that you have to do 2,000 hours in 3 months,” Lewis says. “Look at it as you’re already training your people. Now you’re just documenting how you’re training them in these core competencies.” TLP


REGISTER YOUR COMPANY IN THE


APPRENTICESHIP PROGRAM


INTERESTED IN ENROLLING YOUR COMPANY IN THE LANDSCAPE MANAGEMENT APPRENTICESHIP PROGRAM? GO TO HTTPS://WWW. LANDSCAPEPROFESSIONALS.ORG/ APPRENTICESHIP TO LEARN MORE.


National Association of Landscape Professionals 27


Mentors need to believe in developing people and believe in the apprentice-


ship program. Photos: (Left) EMI (Right) Bonick Landscaping (Bottom) EMI


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