Hiring apprentices isn’t just a business decision; it’s a necessity. With an ageing workforce and the constant challenge of finding skilled talent, small and medium-sized enterprises (SMEs) like ours face a crossroads, says Stephen Wilde, Managing Director, Southbourne Rubber, We need to grow, adapt, and future-proof our teams. Apprenticeships offer a way to do all three. I’m writing this now because the conversation around apprenticeships is more urgent than ever. At Southbourne Rubber (SBR) we believe in practical solutions and real support for young people. Apprenticeships are about people, not just policies. They thrive when businesses invest in environments where young talent feels valued and supported.
Our decision to hire apprentices was shaped by necessity and vision. The reality is, our industry, like many others, is facing a generational shift. Experienced staff are retiring, and the skills gap is widening. We needed fresh energy, new perspectives, and a way to build our future leadership team from the ground up. Over the years, we’ve welcomed more than twenty apprentices. Not one has dropped out. That’s not luck, it’s the result of intentional support, clear pathways, and a culture that values growth. Some of our apprentices have become technicians, team leaders, and even directors. In fact, our two directors are both under 30. Their journey from apprentice to leader is proof that SMEs can offer rapid progression and meaningful careers.
Retention doesn’t happen by accident. It’s built on continued support and visible career mapping. Young people need to see where their journey leads, not just what their job is today. We start by making every apprentice feel welcome. A personal note from me, a buddy system, and a clear schedule for their first week. We talk openly about our business story, our values, and how they fit in. Apprentices shadow senior leaders early on, breaking down barriers and showing them the future is within reach. Regular check-ins, honest feedback, and recognition of small wins keep motivation high. We celebrate progress, not perfection. When apprentices know they matter, they stay, and they grow.
For young apprentices, working in an SME is a unique opportunity. You’re not just a number. You’re seen, heard, and given real responsibility. You can go from sweeping the floor to pitching ideas to the managing director in weeks. The impact of your work is visible, and your voice shapes the business. In a small team, you learn fast, adapt quickly, and build relationships that last. You’re part of a community, not just a workforce. Our directors under 30 are living proof that age is no barrier to leadership when the environment is right. Continued support is the key to retention. Apprenticeships are fragile at the start. The first days and weeks matter most.
We focus on clarity and care, making sure every apprentice knows what’s expected, where they’re headed, and who’s there to help. Mistakes are treated as learning opportunities, not failures. Career paths are discussed early and revisited often. The value of apprenticeships in SMEs goes beyond skills and productivity. It’s about building a culture of belonging, purpose, and pride. Apprentices bring fresh ideas, energy, and adaptability. They help us innovate, stay resilient, and connect with the next generation of talent.
For young people, an apprenticeship in an SME is a chance to grow as a professional and as a person. You’re not just learning a trade, you’re building a future.
If you’re an SME leader considering apprenticeships, my advice is simple: start with intention, invest in support, and make retention a priority from day one. The rewards include a loyal staff, future leaders, and a business poised for success in the future. Apprenticeships aren’t just a way to fill gaps. They’re a way to build something that lasts.
Written by
Stephen Wilde, Managing Director, SBR and SME Champion, Apprentice Ambassador Network