Gerald Eve says the benefits of apprenticeships go beyond diversifying its workforce. Its HR co-ordinator and one of its apprentices explain how and discuss the key considerations for employers and recruits.
Bethany Richards is HR co-ordinator at Gerald Eve
How does Gerald Eve’s apprenticeship scheme work?
We have been offering apprenticeships for several years now on the commercial real estate pathway and have started to take on more each year as knowledge around property apprenticeships grows.
Apprenticeships are a great route for those wanting to get into property as you are not only studying towards a degree and becoming a chartered surveyor, but you are also learning practically from our industry experts. We have also recently started recruiting apprentices in more specialised disciplines aside from the commercial pathway, such as rating and planning. Further afield, we have also recruited management, administration and recruitment apprentices.
Our degree apprenticeships span an individual’s degree studies and subsequently passing their assessment of professional competence (APC). The general structure of our commercial real estate apprenticeship programme initially places the apprentice in a team – such as the commercial valuation team – for two years to gain hands-on experience while studying.
Apprentices then move into the structured two-year graduate programme, where they get the opportunity to rotate into four teams to gain experience in different sectors of commercial real estate and work on competencies to pass the APC and become a qualified surveyor. We also support apprentices as they gain professional development skills to become rounded, successful surveyors.
Why take on an apprentice?
From a business perspective, taking on an apprentice means several things. Having an apprentice come in with a ‘fresh slate’ often results in a new perspective being contributed to conversations. They can bring in diverse ideas and suggestions, especially if they are straight from school and without a university background.
Apprentices also boost social mobility, with people from diverse backgrounds more likely to come across the schemes as a way into property, therefore widening the talent pool to enrich the workforce.
Apprentices can bring in diverse ideas and suggestions, especially if they are straight from school and without a university background
An apprentice has the ability to study and gain hands-on experience, often getting the chance to put their study into practice, and practice into study too, which is a highly effective route to developing and retaining future talent.
We have had several former apprentices who are now qualified chartered surveyors across a variety of sectors. One former apprentice was recently promoted to senior surveyor and sits in the rapidly growing energy team, advising on areas such as wind energy, repurposing fossil power stations and hydropower. This apprentice began her apprenticeship journey in one of our valuation teams.
Another former apprentice from our Leeds office sits in the minerals team, having taken the minerals pathway on the real estate apprenticeship. There are numerous niche areas in property that apprentices are exposed to during their training. Since qualifying, this former apprentice has sat on multiple panel Q&As, including the RICS Minerals and Waste Management Conference, discussing how to attract young people into the industry, focusing predominantly on apprenticeships.
What should an employer consider before taking on an apprentice?
Apprenticeships can be hard work. Studying and working at the same time can be demanding, so it is important managers understand how apprenticeships work and how we can support them. Apprentices work four days a week, with one day allocated to university work, so it is important that workload is delegated effectively. We want to ensure our apprentices do not feel overwhelmed with work and ensure they have time to complete their studies.
Also, apprentices are often young people with limited experience in the world of work. It is important to consider how we can help support their professional and personal development, alongside their degree studies, to set them up for success in all elements of their role. Ensuring managers are equipped to support apprentices is vital.
Bethany Richards is HR co-ordinator at Gerald Eve
Ben Holmes is an apprentice in the commercial valuation team at Gerald Eve
Why did you embark on the apprenticeship?
When I started sixth form it was drilled into us that we had to apply to university, and it seemed as if this was the only option. Although I applied, I knew I didn’t want to study full time because I’d had enough of education and wanted to start pursuing a career. A degree apprenticeship gave me the opportunity to work full time and also complete a university course resulting in a degree as if I had studied full time.
Originally, I was looking at degree apprenticeships in general and there were all sorts, from marketing to project management, but I found the most common adverts were within the property industry. After looking further into these roles and the job descriptions, I felt as though working in property could be something I would enjoy.
What are the benefits so far compared with alternative routes you could have taken?
I always try to focus on the fact I am building professional relationships, becoming more disciplined and gaining experience in an industry I genuinely care about when telling people about the benefits of doing an apprenticeship.
The fact that I can be paid while learning through work and also university means I am well set up for future jobs
However, the first thought that comes to mind when thinking about the apprenticeship and how my experience compares with that of my friends at university is the money. The fact that I can be paid while learning through work and also university means I am well set up for future jobs and can complete the degree with no student debt.
What concerns did you have when you started?
One of the main concerns when I joined was that I didn’t know anything, but I was instantly reminded that I wasn’t expected to. Coming straight from A-levels into a full-time professional environment is tough. When I started, I would be sitting in conversations with no clue what any of the terms being used meant, but within four months I had got to grips with the common terms and was able to provide input.
I was also worried that being so much younger than everyone else would be a problem as I would not fit in,
but in my first year the people I have met have genuinely been some of the most welcoming and helpful people and this continues with every new colleague I meet.
Gerald Eve being a partnership gave me the confidence that the more senior members of the company had good intentions and would be visible and available when and if they were needed. I think the advantage of partnerships is that the people at the top own the business so they are more focused on making sure employees are happy at work and can do their job well – to me it offers a family-like culture.
What challenges do apprentices face?
Going straight into a full-time job and then starting a degree alongside is tough – time management is certainly a skill that you need to have or at least be able to develop quickly. Multitasking at work is difficult enough, but then adding degree learning and assignments on top of that is a lot.
Another drawback is that apprenticeships are still quite new to a lot of people and businesses. I have noticed that a few people do not fully understand the best way to deal with younger people at work. I do have a concern that when I join different teams in the company they might struggle to understand I have to work differently to the typical graduate that joins the firm, because I work four days a week and one day each week is spent at university.
Ben Holmes is an apprentice in the commercial valuation team at Gerald Eve
