Many shops are frustrated with the technician shortage and are finding that more traditional methods of finding qualified technicians are not working. Faced with that frustration, DeCarolis Truck Rental Inc., a NationaLease member, decided to develop its own apprenticeship program with the goal of creating preventive maintenance technicians who could complete a PM or truck service on their own.
Mary Grace Callipare, Decarolis’ director of human resources, outlined the steps needed to develop a solid apprenticeship program.
Step 1: Appoint a trainer
DeCarolis called on Joe Cialini, a 15-year diesel technician who had 10 years’ experience with the company, to serve as a trainer. “Joe’s vast knowledge of trucks and components and his ability to communicate were vital to the programs’ success,” Callipare said.
Step 2: Develop a curriculum
Rather than try to develop its own curriculum, DeCarolis purchased a program called Heavy Duty Truck Systems from Cengage. The program includes free materials for the instructor as well as printed lesson plans and PowerPoint presentations.
Step 3: Designate a space for training
It is important to have an area set aside where the trainees can meet. DeCarolis was able to convert an old parts building into a training center. The building’s showroom became the classroom, and the warehouse became the training area to give the trainees hands-on experience.
Step 4: Have the proper equipment
While all shops have equipment, make sure to dedicate equipment to be used by the apprenticeship program. DeCarolis had a sleeper tractor that needed engine work that the apprentices used to practice on. The company also built some demo stands from used truck parts.
Step 5: Locate potential apprentices
Finding candidates can be the most difficult part of the process. Callipare said that DeCarolis focused on candidates “with mechanical ability and a drive to learn. These candidates typically did not have truck experience, or the tools needed to do the job.”
Callipare used a variety of methods to find potential candidates including word of mouth, advertising in local papers, radio, and LinkedIn, placing social media posts on Facebook, contacting local boards of cooperative educational services and incentivizing current employees to recruit candidates.
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Classes took place five days a week and trainees were given time each day to review material for the day’s lesson. After a daily quiz covering the day’s material was given, Cialini would give a presentation. After that, the apprentices would go to the shop the practice what they had learned.
DeCarolis created a two-year contract with the candidates. The apprentices were paid for the six-week duration of the program and were provided with program materials, binders, presentations, videos, and the use of a laptop. The apprentices also were provided with a starter toolbox and tools which they would own outright if they stayed with the company for two years. Upon graduating from the program, the apprentices received a pay increase.
All apprentices were hired to work in one of DeCarolis’ branches and were given help to acclimate to the new branch. Each apprentice was assigned a mentor for their first three months at the branch. They performed their first PM service the first day on the job.
Jane Clark focuses on managing the member services operation at NationaLease as vice president of member services. She works to strengthen member relationships, reduce member costs, and improve collaboration within the NationaLease supporting groups.
