Apprenticeship Knowledge Transfer Methods

Last month I shared that the average age of controls engineers now stands at 54, with only 5 percent under the age of 30. Since then I have been having detailed conversations with both hiring managers and candidates, and the picture is clear. This is creating a perfect storm for automation departments across manufacturing, life sciences, and industrial sectors. One engineer I spoke with recently made a complete career pivot. He accepted a vocational teaching position after a retiring teacher called him directly, saying they needed someone to train the next generation. This reflects a growing trend of experienced engineers stepping into teaching and mentorship roles to address the knowledge transfer gap. Systems integrators are responding in kind. Rather than fighting over the shrinking pool of experienced engineers, many are ramping up training and mentorship. One integrator told me their training budget has increased by 40 percent year over year, with a focus on pairing senior engineers with graduates and early career hires. OEMs are also shifting. Companies that previously demanded 5+ years of experience are now more open to candidates with strong fundamentals and the right problem-solving instincts, trusting that technical skills like PLC programming can be taught. The most forward-thinking organizations are tackling this through multiple strategies: Creating formal knowledge transfer programs to capture the tacit expertise of senior engineers Partnering with community colleges and trade schools Establishing apprenticeships that blend classroom learning with hands-on project work Offering phased retirement to keep senior talent engaged as mentors Using technology to record and share institutional knowledge As the talent gap widens, companies that treat knowledge transfer as a strategic priority rather than an HR formality will gain an edge in reliability and innovation, it's going to be a long road, but this has got to be the foundation for the next generation, surely. What other solutions are there?

I had another reminder this weekend that learning is learning, regardless of the developmental stage. This card was in my daughter’s latest Lovevery box. It was designed for parents of children around 4 years old. It illustrates the "gradual release of responsibility" model - learners progress through scaffolded stages of observing an expert model, practicing with support, then applying skills independently. Mastery comes from actively engaging as guidance fades. This approach reminds us that simply telling isn't enough for developing competence. We need learning and apprenticeship models ranging from highly directive techniques early on ("I do, you watch") to non-directive coaching as learners gain experience ("You do, I'll be here if needed"). For managers, trainers and mentors, intentionally structuring learning paths with this transparent progression enhances engagement and skill transfer. It aligns with theories like cognitive apprenticeship and Vygotsky's Zone of Proximal Development by meeting learners where they are. Whether upskilling a new manager or onboarding engineers to a complex coding stack, starting with modeling and scaffolding towards autonomy cultivates self-sufficiency. I was struck that this simple visual for parenting holds so many implications for the professional sphere as well. How have you applied these principles to workplace learning? How does this model show up in your organization? #coaching #learninganddevelopment #traininganddevelopment #workplacelearning

Moving Knowledge from Documents to People In many organizations, critical knowledge lives in manuals, procedures, and thick binders, both electronic and hard copy. But real success happens when that information moves into the minds of the workforce. No matter how comprehensive the documentation is, it’s the people who make decisions, solve problems, and deliver results in real time, not the documents. How do we bridge the gap? - Simplify and contextualize procedures into real-world, day-to-day tasks. - Train actively, not passively. Hands-on learning beats passive reading every time. - Mentor and coach. Knowledge transfer happens faster through human connection. - Embed learning into the flow of work, not just in the classroom. - Continuously reinforce key knowledge through feedback and reflection. Organizations that focus on building a learning culture, not just a document library, create faster, more confident, and more resilient teams. When leaders treat knowledge transfer as a strategic priority, teams don't just "know what to do" They understand why it matters and own the outcomes. Knowledge belongs in people, not just on paper. #KnowledgeManagement #WorkforceDevelopment #LearningCulture #ContinuousImprovement #Leadership #TrainingAndDevelopment #OperationalExcellence #PeopleFirst