Article Summary
Now in its seventeenth year, National Apprenticeship Week has long been seen as a fantastic way of raising awareness of apprenticeships. Among the many events happening across England, you’ll find schools, universities and colleges running apprenticeship fairs, information evenings for parents and some of our most high-profile employers hosting events aimed at encouraging people to apply for their schemes. But at Investors In People we focus more on what it takes to run a successful apprenticeship scheme. It’s why during this National Apprenticeship Week we’ll be hosting a networking event aimed, primarily, at those of you whose job it is to develop and look after your organisation’s apprenticeship schemes. We know creating a successful apprenticeship programme isn’t easy, that it’s often a steep learning curve for those involved and that doing it well takes commitment from all levels in the business. But as our CEO, Paul Devoy, puts it, getting it right is important:
“Apprenticeships are good for the individual, they’re good for employers and they’re good for the overall prosperity and social cohesion of society.”
Within this article you will find ideas and experiences that show what you need to think about to make sure your scheme – whatever stage it’s at – is a success. There are some tips from us, as well as advice from those who are already running successful apprenticeship programmes.
Let’s start with the advice.
What does it take to run a successful apprenticeship scheme?
To answer this, we asked two companies already accredited by us under our We Invest in Apprentices framework what they thought the drivers were behind their success.
Greene King, recognised last year as the UK’s Best Pub Employer, has 35 different apprenticeships in operation and has supported over 17,000 apprentices since they launched their scheme in 2011. Graham Briggs, their Head of Apprenticeships and Employability Programmes, credits their success to the support they’ve had across the business, from Greene King’s executive board right through to the line managers. “Apprenticeships,” he says, “are seen as a key tool to create opportunities, attract diverse talent and support people to achieve a fulfilling career in hospitality.”
It’s something Laura Malcolm, Head of Next Generation Talent at DHL Supply Chain, agrees with. For DHL, apprenticeships are a “pivotal part in future proofing our talent pipeline” and, says Laura, as with Greene King, senior buy-in was a key reason why their apprenticeship scheme has done so well:
“We have a board sponsor who plays an important role in pushing the messaging on apprenticeships throughout the business and ensuring the right opportunities are available.”
What’s evident from both companies is they see apprenticeships as a long-term investment and that it’s their role to give their apprentices the skills they need for life. It’s apt then that the theme of this year’s National Apprenticeship Week is Skills for Life – helping individuals get the skills and knowledge they need for a rewarding career, and helping employers develop a workforce ready and able to take on the jobs of the future.
Much has been made in recent years of the poor quality of some apprenticeship schemes and that being the reason behind the number of dropouts. While the government has made a commitment to drive up the quality, particularly around the educational aspects, at Investors In People we believe it’s only by providing high-quality schemes that companies can reduce their drop-out rate and really begin to reap the benefit of what they’ve invested.
As Laura Malcolm says, one of the things that’s made their scheme successful has been “providing meaningful experiences” for their apprentices: “We ensure all our apprenticeship opportunities provide real life experience that will kick start someone’s career the right way.”
It’s clear then that to run a successful apprenticeship scheme the two biggest things you need to get right are:
- Investment and commitment from across the business – all the way from the board to those working beside the apprentice in the office or on the shop floor. You need to highlight success stories within your business and make sure everyone working with your apprentice understands the benefit the scheme will bring to them.
- Creating meaningful experiences for your apprentice so that at the end of their course they don’t go elsewhere, they stay and go on to have a long and successful career in your organisation.
In short, you need to be committed to an apprenticeship as a long-term investment, one which may take a few years for the benefits to be felt. It’s why commitment is one of the key things we look for when we’re assessing a scheme. There are other things too and, with that in mind, here are a few more tips from us on what to think about. They’re based on our framework, which was developed to cover every aspect of what it takes to build and execute an apprenticeship scheme that delivers positive and predictable results.
We invest in apprentices
- Drive the success of your apprentices
- Gain insight into the relationships between apprentice, manager & training provider
- Supported by our experienced practitioners
- Accreditation valid for three years
- Network with an active community from a variety of sectors
- Join our movement to Make Work Better
Developing a high-quality and effective apprenticeship scheme – tips for getting it right
- Think about your apprentice’s development. It’s not just about the commercial need for an apprentice, look at the broader and perhaps more pastoral needs:
- Make sure they’re supported by a trained, engaged and willing line-manager and/or mentor and that they feel prepared for their assessments within the apprenticeship programme.
- Help them measure, monitor and manage their workloads.
- Provide timely information, feedback and motivation.
- Give them objectives that stretch and develop them both personally and professionally.
- Ensure communication is open and that there is good support in place. This is about being joined up – having the support there across all functions, management levels and training providers.
- Make them aware of what their future pathway looks like, with meaningful milestones. Celebrate their successes and provide role models and inspiration by sharing the successes of those who have taken the same pathway before.
- Ensure they feel empowered to give their ideas and feedback; that they know their voice matters to the company.
- Consider their wellbeing a priority and, particularly for those under 18, ensure there is adequate safeguarding.
- Be committed. As with any other role there needs to be a good business case for your apprenticeship and your apprentice should be treated fairly.
- Ensure your recruitment is tailored to the specific needs of apprentices and that you try to recruit from a wide and diverse pool of talent. Think outside the box – we know Amazon, for example, targets its schemes toward people who’ve previously served in the armed forces as they like the qualities they bring to the job.
- Your induction process needs to be adapted specifically for apprentices, who may have very different backgrounds and experiences compared with those who come to your organisation via the more traditional route.
- Make sure their wage is competitive and their benefits package the same as your other employees.
And finally, we do have one more suggestion to make!
In short, you need to be committed to an apprenticeship as a long-term investment, one which may take a few years for the benefits to be felt. It’s why commitment is one of the key things we look for when we’re assessing a scheme. There are other things too and, with that in mind, here are a few more tips from us on what to think about. They’re based on our framework, which was developed to cover every aspect of what it takes to build and execute an apprenticeship scheme that delivers positive and predictable results.
Summary
To quote our CEO, Paul Devoy, again:
“There’s plenty on offer to enhance the learning and skills of apprentices and apprentice employers alike and the new relationships, connections and teachings from the day will go a long way towards supporting employers and employees on the next step of their journeys.”
If you’d like more information on how our We Invest in Apprenticeships framework can support you in developing an effective apprenticeship programme, please get in touch. We’re here to make work better!
