HR, apprentices and the next generation at PWP SA in conversation

Working in several departments: an asset for training

HR, apprentices and the next generation at PWP SA in conversation

At PWP SA, apprenticeships are not just about learning a trade. It's about build a route, to develop well-rounded profiles capable of understanding the workings of the company, adapting to different environments and developing a global vision. With this in mind, the company has for many years been implementing a strategy of interdepartmental rotation for its commercial apprentices.

To understand the practical effects of this, we have interviewed three people directly involved in the process:

• Marcia, HR manager and trainer, who herself comes from this system,
• Sydney, a former apprentice who now works in the accounts department,
• Daniela, I am currently a 2ᵉ year apprentice in purchasing.

Three voices, three complementary perspectives, exploring a tried and tested method.

Interdepartmental rotation: a tradition turned HR strategy

«This process has always existed at PWP, even during my own CFC. Today, I continue this tradition with conviction.» — Marcia

Interdepartmental rotation is more than just a teaching tool. It is based on a training philosophy: to help people discover the company in all its facets, by encouraging cross-functionality and collaboration.

At PWP, the career path follows a clear line:

• 1ʳᵉ year: service sale
• 2ᵉ year: purchases
• 3ᵉ year: accounting and HR assignments

«This provides a coherent link between practical work and school training. We structure the course in line with the apprentice's maturity, achievements and future prospects.»

But beyond the organisation, it's the human and professional benefits that are important.

«Apprentices have a better understanding of the meaning of their tasks, and they are more motivated. We avoid routine. And on the job market, this versatility is a real added value.» — Marcia

Immerse yourself in the services to learn better

For Daniela, currently in her 2nd year, this immersion in several departments changes everything.

«I started in sales, and now I'm in purchasing. What impressed me most was that first spell in sales: the real start, the moment when you leave school and discover the reality of the world of work. I had to adapt quickly.» — Daniela

This change of environment is not just a technical challenge, it's a lesson in flexibility.

«Moving to different departments really prepares me for what's to come. I'll be more competent and more credible too. It's a real added value.» — Daniela

Sydney, who followed the same route, confirms with hindsight:

«I was able to visit all the departments. That's what enabled me to understand the company as a whole. And today, I'm much more comfortable working with everyone.» — Sydney

She also emphasises the relational benefits:

«The course enabled me to forge links with each team. I wasn't just an apprentice, I was involved, recognised and integrated into every department.« — Sydney

Adapt, say goodbye, start again

Changing departments every year - sometimes even more than that - is no mean feat. Daniela expresses this with touching sincerity:

«It's not the rotation itself that's difficult, but the end. You get attached. And when you change, you have to start all over again. You don't get to know your colleagues as well, and you have to find your feet again.» — Daniela

Sydney shares this emotion:

«Every time there's a change, there's a little apprehension. But every time, the teams have made me feel very welcome. They've helped me find my place. And that makes all the difference.» — Sydney

At PWP, this transition is anticipated and supported. Marcia sets up six-monthly assessments, discussion sessions and, above all, personalised individual monitoring.

«Each integration is a key stage. We don't leave the apprentice to «navigate alone». We prepare the ground, we support them and, above all, we value their commitment.» — Marcia

A gradual rise in skills

As they move through the departments, the apprentices become more independent. It's not just a question of repeated tasks or know-how: it's also a question of meaning.

Daniela sums it up simply:

«Because I understand better what we're doing and why, I'm more efficient. I ask fewer unnecessary questions. And I become more independent.»

She also stresses the importance of familiarity with the tools:

«You can find certain software from one department to another. We're gaining confidence.»

For Marcia, this rise in power is visible from the second year:

«You can see the evolution. They're more confident, they're more daring and they're asking the right questions.»

A culture of transmission

This model cannot exist without a strong commitment from the teams. And that's where the role of in-house trainers comes into its own.

«We ask our colleagues to take the time. To show their passion for their work. Training isn't a sideline: it's a powerful act of transmission.« — Marcia

But the dynamic does not rely solely on the experienced employees. Daniela emphasises the importance of apprentices helping each other:

«At PWP, there are several apprentices at different levels. We help each other. The older apprentices advise us, and we help the younger ones. It's a real strength.» — Daniela

Lessons from a multi-service route

At the end of their testimonies, the three women deliver the same message: this system develops essential qualities for the professional world.

«What did it teach me? Adaptability. It's THE skill that has enabled me to get the best out of every department.» — Sydney

«This system also forces us to review our fundamentals. Each rotation is an opportunity to redefine what is essential in our business.» — Marcia

«I already feel much more competent. Programmes don't scare me any more. I feel ready.» — Daniela

A formative and human vision of learning

What this approach reveals is a fully-fledged HR philosophy. Training at PWP is about growth. It means supporting young people in their professional development, while valuing them as future employees in their own right.

«We don't train to train. We train to integrate.» — Marcia

And the results are there: young people who are committed, competent and ready to take their place, with a global and human vision of the profession.

At PWP, training means passing on knowledge, but also «Transform.