1% is the percentage of firms in world who send their apprentices abroad. Youth mobility alternating remains marginal, while it can provide an opening intercuturelle teams.

The shopping site training its apprentices in the heart of its human resources policy.This year, one of them flew to England to work in a shop located in Brighton charity. I see several advantages. The use of English has become essential, especially in the capital, which attracts a large international clientele.In 15 days, the apprentice had the opportunity to learn the vocabulary on the sale. It gained independence and was more motivated to return.It is also ready to take on more work responsibilities,says the manager who is an exception. Only 1% of small businesses are with their apprentices in this process, representing 2,000 young people per year.If this figure reflects the reluctance of businesses in this area, there are at least two explanations.the administrative procedures are still too restrictive.


Between paperwork and cost

The leader who wants to send his apprentice abroad must plan to start the process four to six months before departure in order to complete all the formalities required: sign an agreement making available to the foreign company and the apprentice that specifies the location of training, the training period, the security and training (provided by the CFA, apprentice training center) contact the health insurance fund for the E 101 in duplicate.The young, meanwhile, must apply for a European health insurance card to stay covered under the social protection.

Then the duration of the course is the company that continues to pay his apprentice. “This is the second subject discussed by the bosses, because they feel lost in labor.They may request reimbursement from the foreign company hosting the apprentice.These provisions must be negotiated before and mentioned in the agreement.Most leaders do not.It is up to chambers to take action to inform and educate businesses, concluded the expert.