Why More Contractors Are Building Their Own Apprenticeship Programs

And why Gen Z is showing up to learn the trades

When Brian looked at the roster of open roles at his growing commercial construction firm (including project foremen, carpenters, field engineers, etc.), he saw more than just job postings. He saw a warning sign.

The company had plenty of work on the books, but they had fewer and fewer experienced hands to lead the charge. Applications from seasoned professionals were slowing, and the younger hires coming in weren’t sticking around long enough to develop. It became clear to Brian that he couldn’t wait for the labor market to fix itself.

So, Brian did what a growing number of contractors across the country are doing: he built an in-house apprenticeship program.

The construction labor shortage is no longer just a talking point; it’s a daily operational threat. As of 2025, the U.S. construction industry is short approximately 439,000 workers, and demand for new buildings, infrastructure, and housing remains on the rise.

Registered Apprenticeship Programs (RAPs) have tried to help. Enrollment is growing, but not fast enough. Completion rates are still lagging, and even when graduates finish, their training doesn’t always match the pace or culture of modern job sites.

That’s why more firms are taking training into their own hands, customizing their curriculum, culture, and coaching to fit the work they do.

There’s another force at play here, too, one that’s surprising to some: Gen Z is showing up.

Contrary to the belief that young people only want tech or white-collar jobs, a 2025 Resume Builder survey revealed that 42% of Gen Z adults are currently working in or training for a skilled trade. Even more surprising? Among them, 37% hold college degrees.

Many are attracted to the stability, career growth, and lower debt associated with skilled labor roles. In fact, a DEWALT-sponsored study found that 68% of Gen Z workers are committed to pursuing a career in the trades.

Brian noticed this trend first-hand. He had young guys coming in who didn’t want to sit at a desk all day. They liked working with their hands. But they also wanted structure, mentorship, and a real path forward.

Some might assume that running your own apprenticeship program is a nice gesture, but too costly or time-intensive to maintain. In reality, the return can be substantial.

According to the U.S. Department of Labor, employers earn approximately $1.47 for every $1 invested in apprenticeship programs. That includes increased productivity, reduced turnover, and lower recruiting costs. Plus, companies get to shape the future leaders of their firm from the ground up.

Apprentices become not just workers but culture carriers, trained in technical skills and company values.

For contractors like Brian, the decision to build an apprenticeship program wasn’t just about filling roles. It was about building something sustainable.

Apprenticeship programs aren’t just a short-term fix. They’re a long-term strategy that could shape the future of the construction workforce for generations to come.