In 2001 Dofasco, a Canadian Steel Maker, realised a time was coming when it would have to face an aging workforce and a limited pool of future talent. To address this situation the company established a training and development initiative with an emphasis on apprenticeships. The programme had between 200 and 250 employees in the apprenticeship system at any given time and about and the $250,000 was invested per apprentice. As a consequence most of the apprentices chose to remain with Dofasco af...

BPIR Categories

9.10.1 Retain human capital
9.3.1 Plan & forecast workforce requirements
9.4.1 Align employee & organisation development needs

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