21 July Making Apprenticeships Work: Employer Engagement in Developing the Quality Apprenticeships Model Patrick Craven, Zeeshan Rahman & Richard Guy London Conference on Employer Engagement in Education and Training

Agenda 1.Setting the scene 2.Industry Skills Board 3.Quality Apprenticeships Model 4.Case studies 5.Strategic Areas & Action Plans 2

Apprenticeships at forefront of current education and skills agenda Politicians and businesses want good quality apprenticeships But lack of consensus on apprenticeship quality and delivery Need to implement and build on apprenticeship reforms and put quality at heart of apprenticeships Three million apprenticeship starts by 2020 & >30k new apprentice jobs pledged by NAW 2016 Setting the scene 3

Industry Skills Board (ISB) An employer group set up by City & Guilds Group to look at wider skills agenda, develop an analysis and understanding of what constitutes best practice and ensure this is communicated to policymakers 4

Quality Apprenticeships Model Model proposed by City & Guilds and ISB based on literature review and employer consultation with focus on quality Quality is a central theme and is about: o Recruitment being intrinsically demanding and worthwhile o T&L programmes using range of methods and supported by highly skilled adults o Demanding end-assessment having high standards o Progression opportunities showing potential career routes 5

100k staff in UK, with 2.5k apprentices 18k completed L2 Hospitality Apprenticeship No qualifications required but M&E assessment ‘Not Going to Uni’ campaign for ages Crew trainers mainly provide on-the-job training Coaching, mentoring and feedback via formal review meetings, drop-in sessions, workshops Maths & English – LearnDirect/external tutors Motivated by awards/rewards for hitting targets Technical exam, M&E tests, QSC exam, evidence log online and tasks in paper diary Progress to various roles possible L3 Hospitality/Customer Service in 2016 McDonald’s Case Study 6

275 staff - 11 apprentices and 48 completed Advanced L3 Engineering/Manufacturing (Tech) 6-month recruitment campaign Parents’ evening, factory tour, workshops etc. L3 BTEC, L2 NVQ, FS & Work in 11 departments Role specialism with L3 NVQ Mentoring, reviews, feedback via formal/informal review meetings and group/one-to-one sessions Rewarded with pay rise for hitting targets College for qualifications and functional skills Productivity, accuracy and quality are crucial Qualified apprentice could progress to various roles and study up to masters level Xtrac Case Study 7

140k staff, with 1,000 apprentices Entry level & higher level programmes Recruit young people from 3 rd sector/job centres Pre-employment training and work experience Recruitment difficulties in pre-apprenticeships Technical qualifications, soft skills training, M&E Coaching/mentoring by manager/external coach Linked to financial services sector qualifications recently modernised via Trailblazers End assessment blended to cover knowledge and skills via practical element and exams Established pathways to develop and progress e.g. L2 to L3 or Higher Level apprenticeship Barclays Case Study 8

9k staff, with 133 apprentices at L3 Need GCSE’s in English, Maths, Science A*-C Online application, video, tests, and interview Initially more off-the-job training and then on-site with manager and mentor Technical courses, academic qualification, and practical element Technical, soft and M&E skills developed In-year assessments, and end-of-year practical and written assessments since Trailblazers Quality Improvement Group for apprentices Progress to higher qualification or new Higher Apprenticeships in IS/IT & Project Management Good retention, progression, and productivity National Grid Case Study 9

Strategic Areas & Action Plans Adopt and use framework for components of a quality apprenticeship. Training and learning at heart of policy and action for apprenticeships. Employer groups and assessment organisations to drive up standards via governance. Single apprenticeship for each occupation and highly occupationally competent assessors. Every apprentice to have progression pathways and to continue T&D after completion. Employer-led governing bodies to take forward voluntary extension of licence to practice and have oversight of levy expenditure policies. Apprenticeship levy to be on virtual accounts, made easier for employers to opt for direct funding, and possible for providers to subcontract to levy paying employers. Strengthen careers guidance and recruitment into apprenticeships. Employers to increase proportion of apprenticeships offered as vacancies. UCAS-style application process to be established. Government, colleges and providers to help vocational learners progress onto related apprenticeships to complete their training. Quality at the Heart Employer Commitment Access Employer-led governing body to take many apprenticeship-related decisions, with some decisions remaining with Government. Build on Trailblazer employer group model but integrate with new form of Industrial Partnership and/or Sector Skills Council. Leadership

Questions Answers 11