It’s National Apprenticeship Week! Apprenticeships are paid, hands-on training programs where individuals learn on the job while earning a wage. Apprentices start working, earning, and building skills from day one. Long associated with the trades, they’re now opening doors into everything from healthcare to tech, offering a faster, more grounded path into solid careers.
For National Apprenticeship Week, BioSTL team member Dr. Thi Nguyen, Senior Manager of Industry Workforce Partnerships, spoke with two employers taking different—but complementary—approaches to building talent pipelines in the St. Louis region through apprenticeships in manufacturing and life sciences.
Ryan Hale, HR Manager at Thermo Fisher Scientific, and Megan Morris, HR Manager at Jost Chemical, are both spearheading their companies’ investments in apprenticeship models that meet workers where they are and create clearer, more accessible pathways into high-demand careers. Their apprenticeship models integrate work-learn into existing employee training processes with the aim of improving employee experience and retention.
While their programs look different in practice, both are grounded in the same goal: developing talent by adding an employment pathway; in addition to traditional contract or full time roles. This kind of employer-led and talent-first process is critical to building a more inclusive, resilient workforce.
How It Started
How did your apprenticeship programs get started?
Ryan:
Our program is really built around preparing people early. We send new employees to Southern Illinois University Edwardsville (SIUE) for a week-long training where they learn foundational skills—aseptic technique, bioreactors, documentation, and lab practices.
From there, they come back to the site and continue developing those skills over the course of a year.
Megan:
We started our apprenticeship program on the trades side because we were struggling to find qualified talent. It wasn’t just a Jost issue—it was everywhere. So, we focused on roles like industrial maintenance mechanics, welders, pipefitters, and electricians, bringing in people who might be changing careers or just coming out of high school.
Now, we’re expanding into lab sciences, specifically for lab technician roles in our quality control and microbiology labs.
What Training Looks Like
What does the training model look like in practice?
Ryan:
We use a cohort model. Groups of employees go through training together, usually starting at the same time and attending that initial week in-person at SIUE. After that, the learning continues hands-on, on-site and with additional online coursework.
It’s structured but also integrated into their onboarding—so it feels like a natural part of starting the job, not something extra.
Megan:
For our trades programs, it’s very individualized. Employees identify a program at a partner institution—like Rankin, St. Louis Community College’s Advanced Manufacturing Center, or American Welding Academy—and complete that training in-person while working full time.
We work closely with employees upfront to make sure the program aligns with what we need, and then we support them as they go through it. Because we operate 24/7 and 365, we also adjust schedules to make sure they can attend classes.
Making It Work
How do you think about the cost and investment required to start an apprenticeship program?
Ryan:
For us, the biggest upfront challenge wasn’t necessarily cost—it was navigating the structure. There’s a lot of paperwork and coordination to get everything set up, especially understanding the commitments on both sides.
But once it’s in place, it becomes part of the system.
Megan:
Like any education, it can be a financial burden. We offer tuition reimbursement after six months, up to the IRS tax-free limit, and we also work with training providers to identify scholarships or flexible pacing options.
The goal is to make sure it’s not overwhelming for the employee—that they can move at a pace that works for them.
Do apprenticeships impact your current workforce day-to-day?
Ryan:
The on the job training is built into our process. Early on, employees are already in training mode, so adding the apprenticeship component doesn’t create disruption for them or their mentors.
And we treat apprentices like employees first. They’re held to the same standards, and that’s important for long-term success.
Megan:
It’s really an extension of how we’ve always trained, and teams are accustomed to the process, it doesn’t feel like extra work. We’ve always developed people internally, so apprenticeships just formalize that. Many of our helper roles naturally transition into apprenticeships.
From an operations standpoint, it’s not disruptive—it’s something we plan for from the beginning, with clear expectations between managers and employees.
What’s Changing
Are you seeing an impact on retention?
Ryan:
We’ve already seen a measurable impact. Our first-year turnover has dropped by about three percentage points since launching the program last August. Out of more than 60 apprentices, only a handful have left—and one of those was due to relocation.
That’s been really encouraging.
Megan:
It’s still early for us, but what we are seeing is excitement. People are asking questions, exploring opportunities, and realizing they can continue their education while working. That mindset shift is huge.
How do employees respond to the experience?
Ryan:
Because the training happens so early, it just feels like part of onboarding. It actually helps them understand the environment better and feel more confident when they transition to the floor.
Megan:
They like it. They’re working full time, but also building new skills. Employees say that they like being able to apply the learning right away to a job. It gives them opportunities to learn new skills they might not otherwise have in their current role.
Where They’re Focused Next
What roles are you focused on as you expand?
Ryan:
We focus heavily on upstream and downstream processing, as well as buffers and media. It’s largely entry-level training, but we also bring in QC technicians and even quality engineers who may be new to these processes.
We’re also excited about our partnership with SIUE—these trainings now translate into college credits, which can count toward a bachelor’s degree.
Megan:
Right now, we’re focused on lab technician roles in our microbiology and quality control labs. The goal is to create pathways for those employees to grow into more advanced roles—like chemists or microbiologists—and continue building their careers.
Advice for Employers
What advice would you give to employers considering starting an apprenticeship program?
Ryan:
Be prepared for the upfront work, but know that it pays off. Once it’s running, it becomes a powerful tool for both developing talent and retaining it.
Megan:
Do it. Even if you’re not ready to fully sponsor your own program, being part of the ecosystem matters. It gets your company name out there, connects you to talent, and shows that you’re invested in people’s growth.
Building the Future Workforce in St. Louis
As employers create apprenticeship pathways across the region, they are showing what’s possible when workforce development is intentional and embedded, and
expanding access to life sciences and manufacturing careers in St. Louis. BioSTL connects employers to training programs and pre-apprenticeship programs, and supports employers in piloting and implementing work-learn programs so companies can meet their workforce needs. To learn more, reach out to workforce@biostl.org.