Addressing construction skills shortages: GRAHAM's investment in Graduate Apprenticeships

This case study focuses on one of our key employer partners, GRAHAM. It highlights how Graduate Apprenticeships have been firmly embedded in the company's talent development strategy and how they are addressing skills shortages. The case study features Jake Wales, Emerging Talent Advisor.

Can you give us some background to the company?

GRAHAM has been shaping the built environment for over two centuries. Since 1778, the company has grown into a leading name specialising in the delivery of award-winning projects across construction, civil engineering, interior fit-out, facilities management, and investments. Today, GRAHAM has more than 2,000 employees across the UK and Ireland, delivering complex, multimillion-pound projects.

What is your role in the company?

As the Emerging Talent Advisor, I support the development and implementation of strategic policies, practices and action plans in relation to Emerging Talent. I liaise with internal and external partners to attract, develop and retain a pipeline of talent for the future. Above all, I want to actively engage with all early career individuals to ensure they are engaged, developed and feel valued within the business.

How did the business first learn about Graduate Apprenticeships?

GRAHAM was one of the first employers to adopt Graduate Apprenticeship schemes in the construction industry when it became part of the national framework in 2017. As a member of 'The 5% Club', GRAHAM commits to having 5% of its workforce in formal training. The company has exceeded this, with 13% of its workforce on structured learning schemes.

How long have they been part of the talent development strategy, and how has this evolved over time?

Graduate Apprenticeship programmes have become well embedded within our talent development strategy to attract a pipeline of future talent. We have celebrated the success of several cohorts graduating and going on to have success within the company. Graduates are supporting the next generation of trainees coming through with full circle moments of becoming mentors themselves, supporting learners through the journey they had success on.

What are the key drivers for the business choosing Graduate Apprenticeships?

The big one is directly addressing the well documented skills shortages in the sector, by developing employees with skills learned directly on the job and in the classroom. It gives the company the opportunity to mould employees with skills needed within the business to grow our future leaders, instead of just waiting for the right people to come to the door. They create a workforce that knows how the business works understanding company values, procedures and projects with wider sector experience from client engagement and further knowledge from their studies.

How many Graduate Apprentices are employed in the business and on which programmes?

In the region I support, we have over 35 Graduate Apprentices on Built Environment degree programmes encompassing Civil Engineering, Construction Management and Quantity Surveying with 13 studying at Heriot Watt University and tree on the Civil Engineering programme. Graduate Apprentices work in a variety of trainee roles across diverse projects and sites.

Do you use Graduate Apprenticeships for recruiting new talent and/or upskilling existing employees?

We have used Graduate Apprenticeships as a tool for recruiting new talent and to support the development of existing staff, where it delivers real value for the individual and the business. The programme offers a more practical way of thinking about diverse and inclusive recruitment opening the door to people who may never had considered the traditional full-time university route or may not have considered pursuing further academic qualifications until later in their career.

What general benefits have you seen the apprentices bring to the business?

The first benefit you notice with Graduate Apprentices is the proactive, deliberate choice they have made to invest into their future. They bring enthusiasm, curiosity and a willingness to learn not only how things are done, but a hunger for knowing why things are done in certain ways. This encourages mentoring behaviours in senior staff and an immediate and motivated workplace impact. They can apply university learning directly to live projects and contribute to innovation and improved, up-to-date practice.

What key support, structures or practices does an employer need to have in place to ensure apprentices succeed?

There are a number of factors:

• A clearly defined role and a mapped development pathway that has considered the degree programme is essential for success.
• It is important to have supportive and proactive mentors to guide the apprentice through regular check ins providing feedback.
• The apprentice benefits from a variety of meaningful project exposure and responsibility increasing progressively to help connect the dots between university theory and practice.

Can you provide some specific examples of how the apprentices have been able to apply learning and/or made a significant contribution in the workplace?

One of our current Heriot-Watt Civil Engineer Graduate Apprentices said, “I have been able to apply what I learn at university directly to my site engineering role, particularly with setting out, interpreting drawings, and understanding construction methodology. This has helped me work more efficiently on site and provide better support to the site management team.”

Have any apprentices seen career progression during or after their apprenticeship?

Apprentices are supported with clear training development plans to support their progression. Our current Civil Engineer Graduate Apprentice said, “I have seen clear progression during my apprenticeship as my knowledge and practical experience have developed. I have taken on increased responsibility on site, including completing setting out tasks more independently and contributing more to quality assurance checks and problem-solving.”

Former apprentices have seen successful career trajectory within GRAHAM into supervisory and management roles.

Have any current or former apprentices been nominated for (or won) any internal or external awards?

We believe it is important to recognise the talent and individuals, as it builds confidence and reinforces a culture where achievement is valued across the business and wider sector. In line with this, former and current apprentices have been put forward for internal, institutional and industry awards with great success. Examples include external recognition through professional bodies such as the Chartered Institute of Building, which highlight strong technical capacity and development.

Have you used Graduate Apprenticeships as a development pathway for Modern Apprentices?

Yes, we have supported development pathways from those who have worked hard towards achieving Modern Apprenticeships and Scottish Vocational Qualifications by supporting them on to a Graduate Apprenticeship programme. Heriot-Watt is supportive of direct entry into Year 2 of programmes which helps accelerate development with those with appropriate, previous qualifications or experience.

What are Heriot-Watt's strengths as a talent development partner?

We benefit from open and consistent communication with academic and business partners of the University that support our graduate apprentices. This fosters a supportive and collaborative environment helping to tailor the needs of the programme to us as the employer and, importantly, the graduate apprentice. Mentors at Heriot-Watt are dedicated to ensuring students stay on track to achieve learning outcomes, and the content of the programmes closely aligns to industry and frameworks required to meet the demands of further professional pathways.

What advice would you give to other employers thinking about taking on Graduate Apprentices?

See it as a long-term investment, not just a recruitment option. If you can plan and engage with the apprentice’s learning journey rather than being put off by it, apprentices can integrate smoothly into the business. By offering support, mentoring and responsibility, it is an investment with meaningful and real return.

Overall, would you recommend Graduate Apprenticeships as part of a talent development strategy and why?

Without a doubt, I would strongly recommend recruiting Graduate Apprentices. At GRAHAM, we know our future depends on developing talent. That’s why we invest in apprentices, offering structured training, mentorship, and clear career pathways. They can deliver real value and bring a unique combination of fresh thinking, enthusiasm, and the ability to apply academic learning directly into the workplace from day one. Their success is very much our success.