NTHA’s training programs take the stress out of traineeships and apprenticeships for employers and trainees. By Donyale Harrison
Australia’s workplaces are hungry for skilled staff, but supply isn’t keeping up with demand – especially in industries like timber and hardware. While businesses can choose to find and train apprentices on their own, many are turning to Group Training Organisations (GTOs) like the National Timber and Hardware Association (NTHA) to simplify the process.
“A lot of businesses in the timber sector are small or medium-sized,” says Melissa Clark, General Manager of GTO and RTO services at NTHA. “They often see the barriers to hiring a trainee and wonder if the benefits are worth the effort. That’s where we come in – NTHA takes on the difficult parts of managing trainees and apprentices, making the process far more accessible for those companies.”
We spoke with Melissa about how GTOs operate, how NTHA supports both trainees and host employers, and also highlight two inspiring stories of former apprentices who have built successful careers in the timber industry from this pathway.
WHY GO WITH A GTO?
“The feedback we get says there are three main reasons employers use a GTO like NTHA,” Melissa says. “They’re the same for both traineeships and apprenticeships, even though there are differences between the two.
“The first is we handle the whole recruitment and onboarding process; the second is we’re the legal employer of the trainee – so the host company can offload most of the responsibility and risk onto us; and the third is that an organisation like NTHA brings expertise to the relationship in terms of mentoring and support.
“In our case, we also bring decades of experience in the sector, which means we can give focused advice when it comes to finding the best registered training organisation (RTO) and the best host employer fit for our trainees.”
Finding quality candidates is a job in itself. NTHA’s specialist recruiter goes out to schools and community groups looking for would-be trainees and apprentices. “Some of them have already been working in wood at school, while for others it’s the first time they’re hearing about jobs like frame and truss manufacture, wood machining or timber systems design,” says Melissa.
“We’ll look at anyone with an interest in working with their hands, who wants a career path and is reliable. We just make sure they’re prepared to put in the hard yards, because we can train the skills, but we can’t train the behaviour.”
NTHA then enters into a contract with them directly and effectively hires them out to the host companies.
“So, as their legal employer, all that administrative work comes onto us,” Melissa says. “We manage payroll and taxes, cover leave, super and other entitlements, we sort out WH&S and workers compensation, we deal with the paperwork if there’s an injury, and if a placement isn’t working out, we can intervene to solve the problems or, if needed, find a new trainee and a new host.”
While this service comes with a cost, it is less in both monetary terms and in added time than what taking on a trainee or apprentice directly would be for the host company.
“Our decades in the timber sector pay off,” says Melissa. “We know all the awards, all the requirements, how to fill out all the forms, so we can do all that admin side far more efficiently. I’ve had prospective host employers come to me after having had a go at employing trainees and apprentices directly and they say: ‘I haven’t got time for all that; we’ve got a business to run!’”
This expertise is reason enough for timber companies to turn to NTHA. Having managed thousands of trainees and apprentices since its early TABMA days, the organisation is deeply connected across the sector, unlike other GTOs.
“From carpenters, to fabricators, retailers to timber system designers, we’ve been working with people in practically every job in the industry for decades,” Melissa says.
“So when we’re talking with prospective candidates, we can answer their questions on different types of jobs, or whether they’d be best suited to an apprenticeship or traineeship.
“We can also help determine the best training organisation, taking into account their work, their location and what they need to meet their requirements.”
NTHA also runs an RTO – FITEC Australia Pty Ltd, trading as NTHA Training – which delivers nationally recognised vocational qualifications across all sectors of the forest and timber industry.
“Our training organisation is focused on quality training outcomes that lead to career pathways for our learners and a skilled and capable workforce for our customers across Australia,” says Melissa.
“Because we know what timber businesses need, we know how important it is to be adaptable. Say have someone who is working mostly in a warehouse, but the host employer runs a sawmill on the side. We might be able to add some sawmilling units to their certificate in warehousing operations, adding another string to their bow.”
TRAINING BENEFITS
One of the first decisions made in the apprenticeship is most appropriate.
“The major difference is the term,” says Melissa. “An apprenticeship is four years, while a traineeship is two.
“It’s all certificates, but there is usually more flexibility in terms of being able to mix up some courses in a traineeship, while the course of study for an apprenticeship is often fixed.
“In general, an apprenticeship is more focused on skilled trades like carpentry, while a traineeship is often aimed at a broader range of occupations. So, after training in sales for the timber sector, you might go and work in a bank, as one of our former trainees did before returning to the timber industry. What you’ve learned will transfer directly.”
One thing that Melissa notes is that apprenticeships are usually more appealing to school leavers, because they feel more able to get by at the lower rate of apprentice/ trainee pay for a longer period of time with parental support.
“We do have people aged 25 to 30 who approach us after they’ve been labouring in the industry and now see the benefits of gaining a qualification and pathway,” she says. “Anyone over 21 is classed as ‘mature age’. It’s harder to put a mature age person into an apprenticeship because there isn’t a lot of funding around, so it costs an employer more.
“A traineeship doesn’t, so we find we put more mature age people into traineeships than apprenticeships. I wish that was different, because a lot of young people are 21 before they start to realise what they want to do with their life.”
Every trainee and apprentice comes with a dedicated NTHA field officer who works with both them and the host company.
“That intermediary position means that both parties can trust the field officer has their best interests at heart,” Melissa says. “A trainee might have a question they think is too silly for their supervisor, like how to fill out a timesheet, but they’re happy to ask the field officer to help. Similarly, the employer might choose to have the field officer – in their mentor role – be the one to say, ‘so a 7am start means boots on, ready to work, not just rocking up at site then.’
“We’re in touch with them regularly and everyone has the field officer’s phone number for help with problems big and small.”
NTHA field officers also deal with the registered training organisation (RTO) and manage training schedules. Feedback flows between the RTO and host employer through the field officer, who can relay praise or areas that need work to the trainee or apprentice.
“Every eight weeks in South Australia and 12 weeks everywhere else, we sit down with the host employer to see how things are going” says Melissa.
“Sometimes they tell us: ‘They’re doing really well. Could they finish the traineeship or their apprenticeship earlier?’
“We can talk to the RTO – who we get reports from monthly as a matter of course – and show they’ve met all of the on-the-job requirements and ask if can they get the theory signed off. That’s a lot harder to do if you employ somebody direct.”
PROBLEM SOLVING
One major advantage of a GTO becomes apparent when problems arise with trainees or apprentices.
“It can be something as basic as an apprentice losing access to their car,” says Melissa. “Not all host employers are on sites accessible by public transport, so they might need to find a new host.
“Sometimes things just aren’t a good fit between trainee and host company. I’ve found that 95% of the time in those cases, host employers will say ‘that’s okay, we want someone else.’ And we can place another trainee with them.
“They see the value in using a group training organisation like NTHA to do that recruitment, because we know their business.”
Melissa points out that dealing with young people always comes with a set of challenges as this is often their first experience of having to take responsibility for themselves, and many have been protected from consequences until now. Field officers spend a lot of their workload mentoring younger trainees and apprentices through that adaptation.
“I was speaking with one of our people this morning who was telling a trainee: ‘You’ve been late six out of ten times, if you can’t fix that, they’re going to let you go,” she says.
“We take on that HR role, but also a mentoring role. That might mean some training in employability skills, it might mean a blunt conversation about expectations. The kids know that we actually want them to succeed and we will work to give them a second chance when they get things wrong, so they listen.
“Sometimes they just need that reality check. That doesn’t mean that they shouldn’t have another opportunity.”
Retention rates for companies that take on trainees and apprentices through a GTO are roughly 19% higher than those that employ directly, and Melissa believes that the positive impact of field officer mentoring is a key reason for this.
She says, “The field officer is that person that can be there for them, that can provide them with advice, provide them with information, and improve their confidence as well, which is really important. And every boost to retention is a boost to productivity for the host business.”
Not everyone makes it through. Melissa says the same three reasons are behind 98% of the people they lose: “One big one is that they believe they can manage on a low training pay rate, and then three to six months in, they realise they can’t. The cost of living is just too high if you don’t have family support in many places. I’ve raised that with the government as a systemic problem we should be trying to address.”
The second is simple change of mind. “Like anything, you don’t know if you like it till you try,” says Melissa. “While we can move trainees and apprentices from, say, timber systems design to carpentry, they might realise they want to be a veterinary technician.”
The third arises from mental health issues.
“Kids are really upfront about declaring when they have anxiety or depression, or are neurodiverse,” Melissa says. “We have a lot of programs to help accommodate those issues, from well-trained field officers to the Employee Assistance Program. In some cases, we can also work with their job providers to get them into counselling. But while some of those kids thrive in the workplace, others don’t work out.”
Most trainees and apprentices who do move onto a second host employer have positive results. “We’re very honest with our hosts,” says Melissa. “It’s a small industry, you have to be.
“We’ll say, ‘we had this individual that worked at this place that didn’t work out for XYZ reasons. With some extra training – that could be a trade school, counselling or employment training – would you take them on?’ And they’ll say, ‘Yep, no problem. Send them forward.’ We’ve had that happen quite a bit.”
BUILDING FUTURE LEADERS
Melissa highlights a key difference between NTHA and other GTOs: “We are all about strengthening the timber industry. At the moment, our workforce is ageing, so we need trainees and apprentices to guarantee our future.”
Two things are very attractive: the range of jobs in the sector and the many success stories of people who have forged strong careers on the back of timber training.
“I was in Sydney last week with clients who were some of the first trainees and apprentices back when we were TABMA,” Melissa says. “They were talking about when they started as a TABMA cadet, and they’re now in executive director and management roles.”
The Trainee Success Stories included on these pages are just two of the many from thousands of NTHA trainees and apprentices.
“We’ve had people succeed in the timber industry and then go out and take on management roles in other fields, because the skills they learn are so transferable,” says Melissa.
“Timber jobs are effectively all customer- facing, whether you’re in retail or warehousing, in an F&T plant or doing timber systems design and that customer service experience is invaluable in the job market.” One thing that is definitely an in-house secret is the range of jobs in timber and the flexibility of those jobs. Melissa says, “When we talk with young people about timber as a career, they think carpentry and joinery, but they don’t know there’s a huge prefab and F&T sector where you’re working indoors.
“We tell them about computer jobs designing the frames and trusses for a house, and they don’t even know that job exists, let alone that you can be on $100,000 five years after you’ve qualified if you’re good, because it’s a skill shortage.
“And that job can be done remotely. We’ve got an organisation in Queensland where their trainee wanted to travel. He’s working from Canada three days a week: he gets to travel and continue in his profession, and they get someone who’s really committed.”
NTHA also uses its influence as an industry group to advocate for change around timber sector traineeships and apprenticeships. “For example, the frame and truss traineeship is vital, but it’s not mandated,” says Melissa.
“It’s going to be a process making that change. We’re also working on issues like what sort of skills can be transferred across from a traineeship to apprenticeship, because at the moment some make you start again from scratch with none of your skills recognised. That might be OK if you’re 18, but if you’re 23, it’s a big ask.”
Part of that is arguing for more government support for businesses taking on trainees, and apprentices. “We know that would make a real difference,” Melissa says.
Similarly, in its discussions with TAFE and other RTOs, NTHA delivers feedback from the sector about where the sector is moving and which skills will be needed in the future.
“Sometimes, a trainee might also want to add something outside the box,” says Melissa. “Like taking on the social media channels for their host business. We don’t have an educational stream for that, but our field officers can help them find resources and give feedback.
“Ultimately, we want them working in the sector, and we want the host businesses to get the greatest benefit of taking on trainees and apprentices with the least cost. When we see someone come on board and find their feet in year one, then qualify in year two or four and go on to be a valued employee then ultimately move into leadership roles – that’s why we do what we do.”
To learn more, visit www.ntha.com.au/For-the-Employer/group-training/
TRAINEE SUCCESS STORY
From apprentice to branch manager: Aiman Merchant’s timber journey
Aiman Merchant, now the successful and respected Branch Manager of Dahlsens in Kirrawee, NSW, began her remarkable career in the timber industry through an NTHA apprenticeship in Timber Retail.
Today, she leads one of Dahlsens’ key branches with pride, passion, and a commitment to shaping the next generation of timber professionals.
But her story started with determination and a leap of faith.
“When I came across the course, I was a single parent looking for a job,” Aiman recalls. “I’d always wanted to be part of the timber industry – my father ran a similar business back in India. I knew it was something I could handle and thrive in.”
Despite finishing her two-year course in just 13 months, Aiman had to wait 18 months for her apprenticeship to be officially signed off. Her big break came when she met Peter Admas at the NTHA Blacktown intake. Though her first interview at Hardware & General did not land her the role, Peter saw her potential and helped secure her an apprenticeship with the same company.
“Peter asked me if I was okay working alongside 17-year-old male apprentices,” she laughs. “I said, absolutely – I was just grateful for the opportunity.”
That opportunity turned into a hands-on, full-spectrum role under the TABMA banner, where she immersed herself in counter sales, special orders, restocking, and learning the full range of hardware operations. Her versatility soon saw her move into the plumbing section, working across roofing, flashings, and fittings. In 2021, she took a major step by joining Dahlsens – and quickly rose through the ranks.
“As soon as I joined Dahlsens, I became branch supervisor, then second-in-charge. A lot of it was being in the right place at the right time but I was ready for it.”
BUILDING KNOWLEDGE, BREAKING BARRIERS
Though Aiman was no stranger to the timber world, her apprenticeship taught her vital skills and knowledge, especially about Australian industry standards and timber regulations.
“Every country has different laws. Learning about timber accreditation, species, production methods, all of that fascinated me. But one of the most valuable things I learned was how to truly interact with customers.”
In a male-dominated industry, Aiman has her share of challenges: “You do get customers who look right through you, questioning your knowledge just because you’re a woman. But I’ve got a beautiful team behind me who supports and respects me.”
Her experience has turned into a drive to uplift others, particularly women, in the industry.
“It can be hard for women to get their foot in the door, but with the right support — like I had with NTHA — it becomes a place where you can thrive. Yes, you may have to work a little harder, but it is worth it.”
EYES ON THE FUTURE
Now in a leadership position, Aiman is passionate about mentoring and nurturing new talent.
“Our job is not just about selling — customers expect real specialist advice. I would love to find someone with the same drive and dedication I had. I want to teach the right way from the ground up because this industry needs people with deep knowledge and hands-on experience.”
Aiman’s journey – from a single parent seeking an opportunity, to managing a major branch and mentoring future industry leaders – is a testament to resilience, passion, and the power of vocational training.
“I’m proud of where I’ve come from. The apprenticeship gave me a foundation, but it’s the love for what I do that keeps me going,” she says.
TRAINEE SUCCESS STORY
NTHA trainee Stephen Fife has built a solid career from the ground up
Stephen Fife’s career in the timber industry began over 30 years ago with a TABMA traineeship, an opportunity that gave him the foundation for his successful sales career.
“I started my traineeship back in 1988/89 after I had just finished school and decided to take up a Timber & Building materials/retail traineeship with TABMA. Back in those days I was in one of the first classes that TABMA ever had.”
The program gave Stephen hands-on experience across multiple areas of the timber and building materials business.
“Our traineeship had us doing a little bit of everything, including a grading certificate for timber. We did a bit of estimating as well as sales. So, it encompassed everything that you needed to build sales in the industry back in those days.
“We would spend most of our time working in the business we were in, then come down to Sydney once a month and do the theory side of things.”
Stephen excelled in the program, finishing top of his class, and was soon offered a full-time job based on TABMA’s recommendation.
“I got offered a job from a guy called John Angel who was managing a large wholesaler back in those days called Montague L Meyer. Those were vibrant days of timber importing/wholesale in Australia. I was recommended to him by the people at TABMA because I did well in the course and loved the training from start to finish.”
BUILDING A LIFELONG CAREER
Stephen did not know it at the time, but his training set him on a career path that would see him rise through the industry, take on leadership roles in major companies, and even run his own businesses.
“I worked for MLM for about seven years and loved every minute of it. They put me on the road doing sales at the age of just 20 where I learned a lot around the importance of building relationships.”
After some time, Stephen later moved on to Simmonds Lumber, and spent seven years there, then took a 20-year detour from the timber industry before returning.
“I left the timber industry for about 20 years and used my skills to run a few businesses of my own across multiple sites. After I sold them, I spent some time finance broking and then I got back into the timber industry with Meyer Timber, and I have loved every minute ever since.’
Now branch manager at Big River’s Albion Park site, Stephen leads a team of over 30 people and contributes to the growth of the business across the region.
“I have done a full circle. I started as a TABMA trainee, did my time in wholesale over the years, then went on to run my own retail business. Now I am back in the industry that I love.”
THE IMPORTANCE OF TRAINEESHIPS
Today, Stephen is a strong advocate for investing in trainees and sees it as essential to the future of the industry.
“If you invest in your training, it pays off. And it not only pays off for the individuals, it pays off for the industry as well,” he says.
He believes the industry needs to provide real pathways for young people looking to build long-term careers, which is why he advocates for NTHA’s traineeships, 30 years on from finishing his own traineeship.
“We have to invest in our staff by training and getting people on who are interested in having lifelong careers, not changing every couple of years.”
“We must take on trainees and build the next generation. We really do. Stories like these show them their promise. If you put in the hard yards, you are going to get somewhere in life.”
As someone who started as a trainee and rose through the ranks, Stephen knows first-hand how powerful that early support can be. He took on several trainees in his own businesses and is looking to add to the number currently at Big River sites with trainees at Albion Park in the near future.
“You build lifelong industry relationships in this industry, and that is how I got back into it. Now, very lucky to be back with Big River. I love that every day is different… but most of all it is so important being able to lead people and give my employees confidence to do what they want to do.”
Stephen’s journey is living proof that a traineeship isn’t just a job, it’s a career foundation, a confidence builder and a pathway to leadership. For businesses looking to secure their future workforce, the message is clear.
“If we can give a genuine pathway, and the industry does that, we will have a strong future. And you guys [NTHA] are the conduit that makes that happen,” Stephen says.
