CMI Brief – Army Apprenticeships 23 May 2017 Brigadier Suzanne Anderson Head Individual Development, British Army

Maximising Talent – Strategic Change Programme Reducing Injury, Improving Resilience, Bettering Service Growing an Offer That Inspires Attending to Causes of Ill Discipline, Promoting Respect for All Right Numbers in Right Structure Contemporising The Offer Creating Agility, Flexibility & Choice Maximising Talent is the overarching personnel plan for the Army out to 2025. It delivers Future Army 2025 by delivering the following Strategic Objectives: Man the Army fully, with the best talent possible from across UK society. Grow that talent to its potential, as required by the Army in 2025. And do so as efficiently and effectively as possible.

Development and Retention Building Capability Transition Development and Retention Capability Offer Sufficient Capable Motivated

Whole Life Development

Army Skills Offer Employability Skills Training, Coaching & Assessing Professional & Trade Skills Intellectual Development Army Skills Offer Leadership & Management Building on the opportunities offered by the Apprenticeship programme, the Army has also invested in an Army Skills Offer: Employers recognise the value of military service but the skills, knowledge and experience gained while in service have not been articulated coherently or in terms they readily understand. The Army Skills Offer provides a portfolio of funded qualifications that makes very clear the skills acquired in Regular and Reserve service, whether that is gained through professional trade skills, CLM, Army Trainer Capability or elsewhere. This will help support and frame the offer made to the individual and the employer, will help aid retention and facilitate transition.

Range of Army Apprenticeships

Apprenticeship Performance Up to 15,500 soldiers on programme Ranging from Level 2 – Level 4 Over 80% achievement rate 95% of recruits join an apprenticeship

Army Education & Training System Army Education Centres Selection Centres Education For Professional/ Personal Development Apprenticeship Basic Training Trade Training Initial Trade Training Field Army posts Recruit Training Units & Colleges Specialist Schools Specialist Training Schools & Unit Training Wings Fundamental Military Skills Specialist Skills

Critical Success Factors A whole organisation approach with coherent policy owned by senior management with authority, power and resources to implement that policy Ownership of the management of apprenticeship provision to meet organisational and learner needs Culture of training and development and an ethos that generates high expectations of success Strong incentives to learn – promotion linked with qualification (functional skills) attainment

The Way Forward Develop standards Develop higher/ degree opportunities Maximising the Levy return

CMI Brief – Army Apprenticeships 23 May 2017 Brigadier Suzanne Anderson Head Individual Development, British Army