PANEL 2: RETAIN CLAIRE SHORE
Senior business development manager at Blackburn College It is important to recognise training is an investment and that investment will ultimately lead to progression.
All three parties – apprentice, training provider and employer - involved in the apprenticeship process need to work together to develop that progression.
It is about asking those really key questions at the start of the apprenticeship conversation. What is the individual looking to get out of it and what is the business looking to get out of it?
It is important to set objectives for the individual undertaking the apprenticeship, but the business will also have some wants and needs. Objective setting is probably one of the most important things you can do.
MARTIN BLUNT Head of enterprise and engagement within University of Central Lancashire
Engagement at the very beginning of the journey is important, sitting down with the line manager and the potential apprentice is absolutely key.
It is where you can start to spell out exactly what that journey will be. Those challenges, that work-life balance in terms of study, the job itself is going to be quite a challenge. It is very much a tripartite discussion about the journey and the benefits.
A lot of businesses come to us with no idea what they really want. That engagement discussion, that needs analysis approach identifies what we can do and how we can tailor our course to fit the apprentice, the line manager and the organisation.
ROB PIPE Production operations manager at Plumbs
The opportunity is there for all of us to embrace apprentices and go on that same journey they are on.
We set up monthly meetings where we get the tutor on site, get the apprentice in the room and go through the process, in terms of where we are at the moment; where we need to go next and how do we get there? We get on board with that journey.
If we don’t do that, why should they? We have to invest in people. If we show that we care about how well they are doing in that apprenticeship, they will come on that journey with us and they will stay with us at the end of it.
We have strong retention levels across the business. As a whole we do very well from apprenticeships.
ROBIN LINDSAY Operations manager at NLTG
You have to see an apprenticeship as an investment, that is crucial. The partnership approach is also so very important.
Apprenticeships are so much more than just a certificate. It’s not just a piece of paper at the end of it. It is really about understanding how we make a lasting difference and really change the shape of that individual.
The broader skills, the broader learning that apprenticeships bring are absolutely crucial as well, looking not just at a series of modules you need to complete or exams you need to pass.
As a way to retain your very best talent, apprenticeships are a fantastic opportunity. No matter how long people have been with you there will be some area they can develop.
SEAN REDFEARN Founder and managing director of Red-Fern Media
We are currently looking at taking on an additional five apprentices and putting them into their own agency.
We are creating an agency that is purely run by apprentices, mentored by us, which will then become a talent pool for people to come up into the bigger agency.
It’s an 18-month journey, from level three into the bigger agency and we’re looking to retain that talent by creating that continuous journey.
We are working with our local college. We are influencing that curriculum; we are influencing the software they use. Students are engaging with that.
We are continuing those conversations, including with students that are coming through, asking what career path they are looking to achieve.
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