“Apprentices Are Not Cheap Labour. They’re A Long-Term Growth Strategy”
“Apprentices Are Not Cheap Labour. They’re A Long-Term Growth Strategy”
Double It List winner and Salon Smart 2026 speaker Elle Foreman warns frustrated salon employers from shaping the apprentice conversation the wrong way
by AMANDA | NATIONAL APPRENTICESHIP WEEK
Elle Foreman
When I speak to other salon owners about apprenticeships, one concern comes up more than any other. You spend years training someone, investing time and money, only for them to leave. Sometimes to another salon, sometimes to go self-employed. The investment never feels like it’s returned.
I understand that frustration. Training takes time, patience and real financial commitment. When someone leaves, it can feel like a poor return, especially when margins are tight and costs continue to rise.
But that frustration has started to shape the conversation in the wrong way. Apprenticeships are increasingly framed as too much of a financial risk, with an expectation that providing training should guarantee long-term loyalty. Too often apprentices are then treated as cheap labour rather than trainee stylists.
It doesn’t have to be like this. When apprenticeships are done properly, they work for everyone involved. The key is balance. Teams need to understand that apprentices are primarily there to learn. They are, in effect, studying on the job. When this is framed clearly, the dynamic shifts. Stylists begin to think about how to support apprentices, rather than focusing on what they can get from them.
Most of what an apprentice needs to become a stylist is learned in the salon. That makes the team around them their biggest influence. Standards, habits, confidence and professionalism are absorbed daily, often without being taught. But this alone is not enough; a culture of mutual respect and care for each other’s progression matters. At the same time, this can’t be idealistic. Apprentices are there to learn, but salons are businesses and stylists have mortgages to pay.
When structured properly, apprentices can help keep services profitable by increasing capacity and keeping pricing accessible, rather than every task being carried out by a senior stylist. When the balance is right, everyone wins. The problem starts when that balance is lost. If apprentices are only valued for what they contribute to the salon, rather than what they need, the system breaks.
At Tribe Salons, almost half of our team began as apprentices. Without our apprenticeship programme, we simply would not have the business we have today. Recruitment is tough and staff turnover is inevitable. A strong apprenticeship pipeline protects the business from that risk. It has given us continuity, stability and a team that understand our standards from the start, strengthening our culture and fuelling our growth.
Along with strong leadership, good financial planning is key. We budget for apprentices and build that investment into our pricing. This means we do not rely solely on an apprentice’s contribution to justify the cost of their training. We take a long-term view – healthy pricing creates margin and margin creates space for learning. That space then allows you to invest in people properly and protect the business. A clear path of progression is the biggest driver of staff retention.
The industry is at a turning point. Fewer apprenticeships now will mean fewer skilled hairdressers in the future. If we continue to reduce opportunities, the consequences will be felt for years. An industry that struggles to replace its own experience can’t sustain itself.
It doesn’t have to be like this. Apprenticeships still work, but they require a shift in mindset. When treated as a long-term investment, apprenticeships remain one of the most effective ways to build a resilient, sustainable salon business.
