Opening the Doors Wider: Apprenticeships as a Talent Strategy

Michael Chiappetta

Director of US Financial Services Business Operations & The US Apprentice Network Champion

Accenture

Meet Michael Chiappetta, a strategic leader at Accenture and a driving force behind the firm’s pioneering Apprenticeship Program. What began as a five-person pilot in Chicago has grown into a national movement, with Accenture hiring over 2,500 apprentices to date. As a founding leader of the Chicago Apprentice Network, Michael has been instrumental in scaling this success nationwide. With over 200 employers across 11 regional networks, the Chicago Apprentice Network is striving toward a collective goal of 10,000 apprenticeships by 2030. Continue reading to learn how organizations are collaborating to design transformative opportunities for the talent of tomorrow using apprenticeships as a viable talent strategy.

What is your role at Accenture?

I'm the Director of US Financial Services Business Operations and the US Apprentice Network Champion.

 My philosophy is simple: don't try to do 50 things at once. Do five things really well, and then expand upon that success.

What brought you to this role?

I studied Engineering and Business at the University of Illinois and began my career with Accenture in 2001. I spent my first 14 years in technology consulting, partnering with clients across various industries.

That foundation led me into strategic and business operation roles for the following decade. Most recently, as the Chicago Local Market Development Director, I sat at the intersection of business growth, employee engagement, and corporate social responsibility. It was in this role that I had the pleasure of working on the Apprenticeship Program.

Can you tell me about any primary mentors that you've had as you’ve progressed throughout your career?

I believe you mold your leadership style based on those who have led you throughout your career. Over the course of my journey, I’ve picked up lessons from a combination of leaders at Accenture and various civic leaders. For the managers who weren't very effective, I made a conscious effort not to repeat the things I didn't find helpful. Some leaders resonated with me based on the way they engaged, taught, or provided support during hard times. I made sure to incorporate the tools that I found most valuable into my own style. Ultimately, I’ve learned that success builds upon itself. My philosophy is simple: don't try to do 50 things at once. Do five things really well, and then expand upon that success.

Another key is remembering that perfect is the enemy of good.

What have been the keys to your success?

Throughout my career, I’ve compiled a few key adages that have shaped my philosophy. The first is to ideate without boundaries. Stretch your ideas first, then layer in the constraints. This allows the idea to grow larger than it would have if you had colored within the lines. I used to think about how to solve problems during the ideation phase. Under the guidance of a great leader, I came to understand that if you go into a creative mode without any limits, you can expand beyond your boundaries.

Another key is remembering that perfect is the enemy of good. You can make incredible progress by doing things well without being held back by a need for absolute perfection.

Finally, I strive to leave the world a better place than I found it and to focus on things that move the needle. Time is the biggest constraint in both my professional and personal life. Because of that, I ensure that whatever I am working on has a direct impact, rather than spending energy on ancillary or smaller benefits.

Tell me what it's like to work at Accenture. What makes it special or unique?

At Accenture, it really is all about the people. This July will mark my 25th year here, and I’ve had the opportunity to work with incredible people. As an organization, we are always on the cutting edge of change and innovation.

There are also endless opportunities here to find your passion, whether that is in a specific industry, cutting-edge technology, business process, or particular client. My time in technology consulting was fun, challenging, and dynamic. It gave me the ability to learn and navigate areas that were engaging. In my strategic operations and leadership roles, I’ve enjoyed creating programs that improve our business, but I’ve also had the opportunity to create initiatives that help the community from a civic point of view. Developing the apprentice program, scaling apprentice networks across the US, and seeing the great things we've achieved through them has been a highlight of my career.

Tell me about the Chicago Apprentice Network and its purpose.

The network’s primary goal is to build awareness and excitement around apprenticeships as a viable talent strategy, encouraging more employers to follow suit.

Launched in 2017 and co-founded by Aon and Zurich North America, the network strives to develop successful apprenticeship models across every major industry and job function.

We have worked with the team to simplify the apprenticeship process for new employers.

What started in Chicago has grown into a national movement. There are currently 11 apprentice networks comprising 200 employers, all working toward a collective goal of creating 10,000 apprenticeships by 2030.

How is the Accenture Apprenticeship Program structured?

The Accenture apprenticeship follows an earn-and-learn model with competitive pay and benefits that provide a pathway to an ongoing full-time career opportunity. Over the course of one year, we provide the training and mentorship needed to develop proficiency in targeted business and technology areas, alongside professional skills training to prepare individuals for long-term roles. To be eligible, participants must have a high school diploma, but cannot have a bachelor’s degree.

Our apprentices go through the same rigorous entry-level technical training as new analysts, starting with a three-to-four-week "boot camp" totaling 120 to 160 hours of training in cutting-edge technology. In addition to this, apprentices receive a specialized week of training focused on professional soft skills, such as confident communication, storytelling, and client interaction.

To ensure success on the job, we utilize a robust support system. Every apprentice has a mentor for regular check-ins. Apprentices shadow team members and are guided by supervisors specifically trained to manage this talent pool. Additionally, we provide frequent, specific performance feedback and regular cohort check-ins to build community. Since launching our program in 2016, Accenture has brought on more than 2,500 apprentices in various cities across the US & Canada.

Do you engage with any workforce partners to source talent for the apprenticeship program?

Yes, we started the program with the City Colleges of Chicago and have since expanded to work with many other community colleges and tech-focused nonprofits, including i.c. stars, Year Up, General Assembly, Code Platoon, and Genesys Works. These partners provide a pipeline of individuals who have completed certificate programs specifically focused on technology. We developed the model of partnering with community colleges and tech-focused nonprofits in Chicago. It proved successful, and we are now using that model across the US and in Canada. Today, anyone going through one of the community colleges or tech nonprofit programs that we’ve vetted and approved is eligible to apply for positions at Accenture at the apprentice level.

What benefits have you experienced by partnering with the City Colleges of Chicago?  

City Colleges of Chicago was the perfect partner for us to start with because they had already developed degree pathways and stackable credentials that aligned perfectly with our needs. A year or two prior to 2016, they had built a model to identify the most marketable open jobs in the Chicago area and then tailored their Associate degree classes to meet those specific demands.

When we reviewed the list of skills that a student would possess after completing a tech-focused Associate degree at CCC, we were blown away. Their model focused on major-level classes within the two-year degree, ensuring students walked out with marketable, high-demand skills. This allowed us to launch the apprentice program with a running start rather than standing still.

That initial alignment gave us the momentum we needed to scale. Since launching our program in 2016, Accenture has brought on more than 2,500 apprentices in various cities across the US & Canada. What began as a targeted pilot with CCC set the foundation for a national model that continues to grow.

Can you share details about how the partnership with City Colleges of Chicago is structured?

City Colleges of Chicago has been in the passenger seat, helping to drive the apprenticeship engine across Chicago since the very beginning. A pivotal moment occurred around 2018 when they dedicated a specific team to work directly with employers. This team leverages best practices and proven models to help companies build tailored apprenticeship programs and connect them with talented City Colleges students.

Currently, we work with a dedicated group from City Colleges and with other organizations in the Chicago Apprenticeship Network to build momentum and excitement for apprenticeship opportunities with employers across the region.

We have worked with the team to simplify the apprenticeship process for new employers. We’ve shared our roles, responsibilities, pay structures, benefits, and training modules with dozens of companies. Out of the 110+ employers in the Chicago Apprentice Network, at least 10 or 12 have adopted the same technology apprentice model we use.

What are examples of entry-level jobs at Accenture?

Before we launched our apprentice program in 2016, our traditional entry point was the Analyst level. This is the level I was hired into, and it typically requires a bachelor’s degree. To expand our reach, we created a new opportunity on the career ladder specifically for apprentices.

We hire apprentices into many of the same high-demand fields as our traditional analysts. These include technology roles specializing in software and platforms like Oracle, Salesforce, and SAP, as well as technical positions such as DevOps architects or roles within Industry X. We also offer opportunities in business operations, specifically in areas like sourcing and procurement.

It's not just about bringing folks in the door; it’s about retaining and developing them.

Once hired at the apprentice level, individuals can continue to build their expertise and progress further within the company. Many program alumni have done so and have continued to progress up the career ladder.

Do you have any success stories you’d like to share?

There are so many incredible stories of people who have joined Accenture since creating the apprentice program in 2016. Our apprentices come from a wide range of backgrounds. It is amazing to see the different paths we can bring together to create these opportunities. Just because someone didn't follow a traditional technology path straight out of college doesn't mean they won't love it or excel at it; this program provides the opportunity for people to move into high-demand roles and thrive, regardless of where they started.

Have you encountered any challenges in running this program? How did you overcome those challenges?

There are always challenges along the way, and we’ve made various tweaks to improve the program’s structure from its original design. The biggest challenge, however, was getting people comfortable with the fact that we were hiring from community colleges and tech nonprofits in addition to top universities.

Getting people used to something different from what we’ve always done took some time. For example, we started the apprentice program within our internal functions, which isn’t client-facing. In order to scale, we had to get our apprentices involved in our client-facing technology business. When we first spoke to the leaders of those accounts, they were skeptical and didn't know how it would work.

To overcome this, we hosted a meet-and-greet in our Chicago office between the current apprentice class and several top leaders. We secured their support from that moment on. They were able to witness and experience the passion and fire from the apprentices. The results spoke for themselves.

How do apprenticeships compare to traditional hiring methods in terms of effectiveness?

The apprenticeship program is a critical part of our talent strategy and has made up 20% of our entry-level hiring across the US & Canada over the past four years. Both methods are strong sources of talent for Accenture. When we started down the path of apprentices, one of the things that helped us continue to scale was the very high percentage of completion of the one-year program, as well as the high rate of conversion to full-time roles. The key is that it's not just about bringing folks in the door; it’s about retaining and developing them. Both are very strong sources of talent for the firm, and that success is exactly why we were able to scale the apprentice program model across the country.

The program has scaled successfully because it is a viable talent strategy built on the principle that recruiting is about potential, not only credentials. The most important skill Accenture looks for in any potential hire is the ability to learn.