Absence of conflict of interest.
Citation
Highlights
- The study’s objective was to examine the implementation of the Siemens Energy, Inc. apprenticeship program which provides on-the-job training and related technical instruction to high school graduates and community college students.
- The study author conducted an implementation evaluation using document reviews, interviews, and surveys with current apprentices and apprenticeship managers.
- The study found that the apprenticeship program is delivered as designed and that managers and apprentices both reported that the apprenticeship successfully prepares future Siemens employees for success.
- The study relies on a small sample size of managers and apprentices, excluding administrators from the community college involved. This restricts the amount of information that can be gathered about the apprenticeship program.
- There was no companion impact study.
Intervention Examined
Siemens Energy, Inc. Apprenticeship Program
Features of the Intervention
- Type of organization: Business
- Location/setting: Charlotte, North Carolina
- Population served and scale: Young adults; 15 participants
- Industry focus: Manufacturing
- Intervention activities: Registered apprenticeship
- Organizational partnerships: Community college
- Cost: Not included
- Fidelity: Not included
Siemens Energy, Inc., located in Charlotte, North Carolina, is a turbine maker that has worked with Central Piedmont Community College (CPCC) on an apprenticeship program since 2011. They have graduated 11 apprentices to date. The team recruits interested students by visiting local high schools and community colleges. Prospective applicants tour the facility before applying through the community college, submitting a resume, cover letter, transcript, recommendation letters, and a placement test. Based on these application materials, selected candidates undergo a hands-on evaluation at the factory over four days, after which eight candidates are offered summer internships. Upon completing the internship, final selections for the apprenticeship program starting in the fall are made. The program runs for 4 years. During this time, apprentices complete 2 or 3 CPCC classes each semester, totaling 1,600 classroom hours and they need to maintain GPA of 2.8. Additionally, they receive 6,400 hours of training at Siemens. Siemens covers the tuition and supplies costs while paying apprentices an hourly wage. Failure to complete the apprenticeship requires repayment of these costs. Graduates receive a journeyman certificate and an associate degree in applied science in either computer-integrated machining technology or mechatronics engineering technology, along with a guaranteed job at Siemens.
After five years of the program, there were 15 active apprentices: 4 in their first year, 7 in their second year, 2 in their third year, and 2 in their fourth year. Over the last five years, 11 apprentices have graduated. This indicates that around 4 to 7 new participants enter the program each year, while about 2 tend to leave annually. The author does not provide information on the number of applicants.
Features of the Study
The implementation study took place at Siemens Energy, Inc. The researcher reviewed program documents and conducted surveys and interviews with current apprentices and two members of Siemens management. All apprentices were young men, all under 24 years old, and mostly single with no dependents. Among them, 86% were White and studying part-time, and 60% had no previous college credits. One manager was a man who had been an apprentice, but the study did not provide details about the other manager's background.
Data collection tools were adapted from established, validated tools and measures, such as the Noel-Levitz Adult Learner Inventory. The researcher secured consent from all participants and scheduled interview times for both apprentices and management. Participants also received a survey link to fill out at their convenience before a set deadline. The author recorded and categorized qualitative data from the interviews and used a statistical tool to check the reliability of the survey; any responses that did not meet reliability standards were removed. Descriptive statistics were calculated from the survey results, and key themes from program documents supported the author's claims when needed.
Findings
Intervention Activities/Services
- The study found that the program was implemented as designed, with apprentices engaging in a total of 1,600 classroom hours and 6,400 hours of training at the Siemens plant while maintaining a GPA of at least 2.8.
- Apprentices were looking for lasting, growth-oriented careers with good pay, and representatives of Siemens were looking for highly skilled employees. Apprentices and managers universally agreed that the apprenticeship was meeting these dual goals.
- Providing financial assistance, covering tuition, offering training, and mentorship were key factors in the success of apprentices.
- Apprentices favorably rated their learning experience and expressed satisfaction with the process and learning outcomes of the program.
- The program effectively prepared apprentices for their careers and life, as reported in interviews and surveys.
- The perceived challenge of getting into the program led to higher student achievement after enrollment. It attracted smart candidates who were interested in the apprenticeship opportunities at Siemens.
Implementation Challenges and Solutions
- The study found that one of the primary challenges was the lack of diversity in the apprenticeship program with all apprentices being young, white men.
- Apprentices reported that they did not have a clear understanding of the curriculum program and sometimes experienced a lack of support in academic settings.
- Apprentices with previous college credit also had challenges transferring their credits to CPCC in a timely manner.
- The study did not find solutions to implementation challenges, but the author does offer recommendations for other implementing organizations to address reported challenges.
Considerations for Interpreting the Findings
The study relied on a small sample of apprentices and managers (excluding administrators at the community college). The management sample was too small to meet the author's reliability standards, so the responses from the manager survey were left out of the analysis. This further reduces the scope of information included in the study. This means that the study may not capture all the operations and outcomes of the program.