Almost half of all building apprentices leave before completing their qualification, but HIA Apprentices is on a mission to change that. We’re here to provide strong, practical support for apprentices and their host employers when challenges arise.

At the heart of this program are our dedicated HIA Field Officers – the trusted experts who keep everything connected and moving forward, even in tough times.

Why some apprentices drop out

New data from the National Centre for Vocational Education and Training revealing a decline in the number of construction apprentices in training shows the challenge the country faces.

HIA Chief Executive Industry & Policy, Simon Croft, says the total number of apprentices in training declined by three per cent over the past 12 months. ‘Equally concerning was that despite 7,482 apprentices successfully finishing their training, this was overshadowed with 7,550 withdrawals over the same period. This marks the second consecutive quarter where the number of dropouts exceeded completions,’ he says.

Factors such as financial strain, relationship issues, life changes, exploitation and challenges in supporting apprentices are contributing to this high attrition rate.

But these statistics would be worse without HIA Apprentices, a program that does the heavy lifting for employers and provides practical and emotional support for apprentices.

Providing emotional support

HIA Apprentices Field Officers are highly skilled professionals committed to supporting both apprentices and hosts. Their role goes far beyond recruitment and guidance; they work in close partnership with host employers to achieve the best outcomes for everyone involved. This broad expertise reflects their dedication to helping apprentices thrive and ensuring hosts experience success.

HIA Apprentices General Manager, Lisa Ebert, explains that challenges often stem from communication gaps rather than lack of effort or care. Hosts play a critical role in shaping an apprentice’s experience, but training isn’t always their primary skill set, and sometimes they benefit from additional support.

‘We have these incredible, empathetic field officers who help strengthen that relationship so everyone succeeds, ensuring the apprentice thrives and stepping in to mediate when issues arise,’ she says.

Young people can be hesitant to voice concerns because of the natural power imbalance in the employer-apprentice relationship, and hosts can’t always anticipate what’s on an apprentice’s mind. Lisa notes this can lead to unresolved issues and, unfortunately, good apprentices leaving the system because they feel unsupported.

Field officers bridge that gap by creating a safe space for apprentices to share what’s happening and then working with hosts to address concerns constructively. This might include setting realistic expectations for a first-year apprentice or adjusting management approaches. ‘They’re not just guiding the apprentice—they’re partnering with the host to help them become an even stronger trainer,’ Lisa says.

Helping apprentices and host employers navigate challenges

Penny Lees has been with HIA Apprentices for four years, starting as a field officer and recently transitioning into the role of manager. She came to the role with the experience of being a host employer with her husband. She says apprentices are negotiating a complex stage of life and her role is to manoeuvre them through that to a qualification at the end.

‘We're dealing with a demographic of say 16 to 25,’ she says. ‘They're experiencing a lot of things for the first time — they’re leaving school, they’re drinking, they’re driving, they’re getting licences, relationships, they’re breaking up, they’re experimenting with things.’

Along with the actual trade skills, they have to learn communication skills, how to work in a team and resilience. ‘It’s the best day when you hand them their certificate. You see them on their last day and how these young children have left school and joined the workforce and four years later they're grown, competent adults,’ Penny says.

Coffs Harbour apprentice Luke wanted to follow his girlfriend to Newcastle but didn’t want to give up his apprenticeship. So when his field officer contacted Penny, she was able to match him with another employer, rather than have him bail out.

It was a win-win for Luke, who was someone the industry could ill-afford to lose, and for his new boss Buildon Projects’ Alex Finney, who Penny says has the skills and the passion to pass them on.

‘Hosts have to want to teach,’ she says. ‘You do need to be passionate about bringing our next generation through. Young people do need time, and they do need someone to pass on their knowledge, so they have to want to pass on their knowledge and do it in a way that’s inspiring.’

Alex says Penny and her team have been unbelievably supportive, providing the information and advice to cover an ever-changing regulatory environment and help understand the apprentice’s personal situation.

‘It’s just good to know that if there is something going on that as an employer you’re not quite capable of dealing with, you can reach out to them and they can give you the information you need or come to the site and talk these things through with the apprentice so that you’re not left having to always resolve these things by yourself,’ Alex says.

Adaptable management

Twin brothers Tyler and Kalib are fourth-year apprentices at Adelaide’s FrameWayz, a prefabrication business. Last year their world was rocked when Tyler was badly injured in a car accident and needed three months off to recover. Their apprenticeships could easily have been casualties too if not for their then field officer Kate Erskine and their boss Brook Chambers, who sees his staff as a long-term investment.

Tyler says Kate was like a second mum to them. ‘You could go to her about anything, she was always checking up on you and would always just listen to what you had to say, and talk about things outside of work as well.’

Kate visited Tyler in hospital and ensured work matters were sorted so he didn’t stress, as well as keeping channels open with Brook. ‘She was just very caring and cared about everyone on a personal level – not just about work, it was just about how you’re going in general and making sure everything in your life was OK,’ Tyler says.

Brook says it was a challenge for the business, but it was more important to know Tyler was going to be OK and that his brother was coping too. FrameWayz has built a strong team culture that contributes to a high retention rate. The team was able to cover for Tyler until he recovered. ‘We just saw everybody did what they had to do and adjusted, and we moved forward,’ says Brook.

As a host employer, Brook gives his apprentices the time to adapt and learn but, according to the twins, also the challenges to grow. As part of building that business culture he has always taken a personal interest in his staff, ensures they are paid well, and that any issues are resolved.

‘We unashamedly say we don't want them to leave. We want all to stay long-term. My role is to make it more attractive to stay with us than it is to leave,’ he says.

Both Tyler and Kalib intend to stay with FrameWayz, take on more responsibility and run their own crews, but long-term they know they now have options.

Building the workforce

These kinds of HIA success stories show that it is possible to improve the current poor completion rates to keep young people in the industry and build the workforce needed to deliver the housing the nation requires.

HIA Apprentices and its field officers like Kate and Penny play a crucial role.
Penny says some apprentices might have four or five hosts throughout the course of their training and without the field officers would be on their own.

‘We really do care,’ she says. ‘We give them all the support that we possibly can.
‘The same goes with the hosts. They sometimes have apprentices who aren’t quite the right fit for their business. We’re there for them as well. So we really do offer a really, really good product and good service.’

First published on 19 February 2026