During our recent webinar on employer partnerships and apprenticeships, the chat exploded with questions. We covered strategic partnerships, sector case studies from IT, healthcare, and skilled trades, plus practical frameworks for building sustainable programs.
But these four questions kept coming up—and we didn't get to them during the live session. Our expert panelists, Amy Lesniak and Jennifer Thomas, shared their answers afterward based on years of hands-on experience.
Want the complete strategic playbook? Watch the webinar recording here to learn about partnership frameworks, funding strategies, and proven approaches to employer engagement.
Q1: Can you share examples of apprenticeships for new entrants (non-incumbent workers/upskillers)?
Jennifer Thomas: Most apprenticeships can be for entrants, including entry roles. It's really up to the employer and their needs and minimum qualifications.
Amy Lesniak: I set up all my new hires as apprentices unless they are hired as a lead or manager. This ensures they will get training and guidance in the field instead of being thrown to the wolves to figure out the job. I think it's often easier to register new hires than incumbents.
Q2: What role have workforce development boards played in the apprenticeship programs you've highlighted? Figuring out the proper role has been a challenge for us.
Amy Lesniak: Boards will often have a pipeline of dislocated workers and underemployed individuals to hire should they be a fit for an employer as an apprentice. Mostly, I have worked with boards as they are a funding source to offset training costs. The paperwork is usually exhaustive and can vary by region/state.
Jennifer Thomas: Partners in helping bridge the employer-to-apprentice gaps, and some are RA sponsors themselves. Many WDBs get additional funding, so Clark has been able to partner with them and give financing in addition to WIOA, etc. They've been great partners, but it has been challenging at times as well—there is a lot of "red tape" boards have.
Q3: How did you navigate many different groups in your apprenticeship ecosystem wanting to "own" employer engagement, leading to many other groups tapping employers (sometimes exhausting them)?
Amy Lesniak: Speak their language, be patient, and utilize resources you can trust to help weed out intentions such as folks wanting to cash in on grants rather than create a quality program.
Q4: How do you address/overcome the training provider bottleneck (insufficient instructors, capacity for apprentice cohort classes) in community colleges, CTCs, and for-profits/non-profits?
Amy Lesniak: This varies by institution. Those with strong workforce departments, employer partners, and funding are the best providers. I have started building partnerships with colleges of business, which often use internships for credit, so there is already an existing network of employers, and it can be a way to transition the internships to apprenticeships.
Ready to Build Stronger Apprenticeship Partnerships?
*Watch the full webinar recording* to dive deeper into the strategies that make employer partnerships successful.
In the complete session, our expert panelists discuss:
Strategic partnerships as the foundation – How intentional collaboration between employers, education providers, workforce agencies, and intermediaries creates sustainable programs
Distinct roles within the ecosystem – Understanding what each partner brings and how to leverage their unique strengths
Real-world case studies from IT, healthcare, and skilled trades – Measurable outcomes including retention improvements, employer ROI, and funding success
During our recent webinar on employer partnerships and apprenticeships, the chat exploded with questions. We covered strategic partnerships, sector case studies from IT, healthcare, and skilled trades, plus practical frameworks for building sustainable programs.
But these four questions kept coming up—and we didn't get to them during the live session. Our expert panelists, Amy Lesniak and Jennifer Thomas, shared their answers afterward based on years of hands-on experience.
Want the complete strategic playbook? Watch the webinar recording here to learn about partnership frameworks, funding strategies, and proven approaches to employer engagement.
Q1: Can you share examples of apprenticeships for new entrants (non-incumbent workers/upskillers)?
Jennifer Thomas: Most apprenticeships can be for entrants, including entry roles. It's really up to the employer and their needs and minimum qualifications.
Amy Lesniak: I set up all my new hires as apprentices unless they are hired as a lead or manager. This ensures they will get training and guidance in the field instead of being thrown to the wolves to figure out the job. I think it's often easier to register new hires than incumbents.
Q2: What role have workforce development boards played in the apprenticeship programs you've highlighted? Figuring out the proper role has been a challenge for us.
Amy Lesniak: Boards will often have a pipeline of dislocated workers and underemployed individuals to hire should they be a fit for an employer as an apprentice. Mostly, I have worked with boards as they are a funding source to offset training costs. The paperwork is usually exhaustive and can vary by region/state.
Jennifer Thomas: Partners in helping bridge the employer to apprentice gaps, and some are RA sponsors themselves. Many WDBs get additional funding, so Clark has been able to partner with them and give financing in addition to WIOA, etc. They've been great partners, but it has been challenging at times as well—there is a lot of "red tape" boards have.
Q3: How did you navigate many different groups in your apprenticeship ecosystem wanting to "own" employer engagement, leading to many other groups tapping employers (sometimes exhausting them)?
Amy Lesniak: Speak their language, be patient, and utilize resources you can trust to help weed out intentions such as folks wanting to cash in on grants rather than create a quality program.
Q4: How do you address/overcome the training provider bottleneck (insufficient instructors, capacity for apprentice cohort classes) in community colleges, CTCs, and for-profits/non-profits?
Amy Lesniak: This varies by institution. Those with strong workforce departments, employer partners, and funding are the best providers. I have started building partnerships with colleges of business, which often use internships for credit, so there is already an existing network of employers, and it can be a way to transition the internships to apprenticeships.
Ready to Build Stronger Apprenticeship Partnerships?
*Watch the full webinar recording* to dive deeper into the strategies that make employer partnerships successful.
In the complete session, our expert panelists discuss:
✅ Strategic partnerships as the foundation – How intentional collaboration between employers, education providers, workforce agencies, and intermediaries creates sustainable programs
✅ Distinct roles within the ecosystem – Understanding what each partner brings and how to leverage their unique strengths
✅ Real-world case studies from IT, healthcare, and skilled trades – Measurable outcomes including retention improvements, employer ROI, and funding success
✅ Employer buy-in and funding models – Proven strategies for securing commitment and making programs financially sustainable
✅ Overcoming common challenges – Practical insights on navigating compliance, building trust, and scaling programs
✅ Whether you're just starting or looking to scale existing apprenticeship programs, this session provides actionable strategies you can apply immediately.
✅ Employer buy-in and funding models – Proven strategies for securing commitment and making programs financially sustainable
✅ Overcoming common challenges – Practical insights on navigating compliance, building trust, and scaling programs
Whether you're just starting or looking to scale existing apprenticeship programs, this session provides actionable strategies you can apply immediately.
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