Building the FM workforce of the future: Why apprenticeships and mentoring matter more than ever

Facilities management never stands still. Technology changes. Compliance tightens. Clients expect more, and rightly so. Through all of that, one thing holds steady - good people make the difference.

Finding them isn’t always straightforward. Which is why I’ve always backed apprenticeships and mentoring as one of the best ways to develop the kind of engineers we need - people who set standards high, deliver well, and bring the right behaviours to the job.

Why apprenticeships matter

I started my career as an apprentice. At the time, I probably didn’t think too far ahead. I just wanted to get on with the job and make progress. But looking back, it shaped how I think about building teams now.

The FM industry has a well-known skills gap, apprenticeships give us a way to bring new people into the industry and develop them properly - with the technical, professional, and behavioural standards that today’s clients expect.

It takes time. You don’t see results straight away. Stay with it though, and the engineers you develop are a cut above - they understand their craft, they carry themselves well on site, and they know how to operate effectively in sensitive or complex environments.

This also shapes culture. Bringing apprentices in early lets us set the tone - how work is done, how people interact, and what good really looks like. That influence carries through as they progress into more senior roles.

The value of mentoring

Mentoring is critical if you want apprenticeships to deliver that standard of engineer. Those first few years can be challenging. Apprentices are learning their trade while adapting to the realities of site work, balancing college with practical experience, and figuring out where they fit in the team.

A good mentor provides the steady guidance they need to get through that. It’s about being present - having regular conversations, watching out for where they might be struggling, and keeping their development on track.

It also means understanding them as people, not just apprentices. Family situations, confidence issues, or learning differences - all these things can affect how someone progresses. If you want them to succeed, you need to understand what might be going on beyond the tools and the tasks.

Consistency is key. Apprentices respect mentors who show up for them - not in big gestures, but in small, everyday ways.

Building engineers who can excel

When we invest in an apprentice, the goal isn’t just to produce a technically capable engineer. We want people who can operate to a high standard in all aspects of the role - technical, personal, and interpersonal.

That’s why we take a 360-development approach. We build technical skills, of course. But we also focus heavily on communication, professionalism, adaptability, and responsibility - the things that make an engineer genuinely valuable to clients and teams.

Written communication and numeracy matter. Engineers need to produce clear reports, explain technical issues to non-technical audiences, and present confidently when required.

Just as important are behaviours. Reliability, attention to detail, resilience - these are qualities that take shape through mentoring and experience. Apprentices who develop them go on to become engineers who not only do the job well but elevate the standards of those around them.

Clients feel that difference. An engineer who communicates clearly, carries themselves professionally, and takes ownership of their work provides a level of service that reflects well on the whole business.

And many apprentices go on to leadership roles, client-facing work, or specialist disciplines. That progression is built on the strong foundations apprenticeships give us - and why we treat them as a strategic priority.

Lessons from experience

I’ve seen what happens when apprenticeships and mentoring are done well. One standout example was an apprentice who had recently qualified, that we placed at the National Army Museum - a demanding site with a high-profile client. There were questions internally about whether he was ready. I backed him. He stepped up and exceeded expectations.

That individual went on to lead larger teams and now runs his own business.

I’ve seen similar stories with many other apprentices - people who have moved into leadership, specialist roles, or started businesses of their own.

These things take time. They’re not quick wins. The payoff though - for the individuals, their teams, and the clients they support - speaks for itself.

Why clients should take notice

Clients want confidence that their FM partners are building teams capable of delivering to high standards - not just today, but in the future.

That’s why apprenticeships and mentoring matter. They help us develop engineers who understand what’s required technically and professionally, who can engage effectively with client teams, and who take genuine ownership of their work.

At Pareto and Sowga, we believe this is one of the best ways to build a workforce that meets the expectations of modern FM. It takes longer. But the engineers we produce through this process consistently bring more to their roles, and that benefits clients in ways shortcuts never will.