Cranfi eld Executive Development
Challenging myths that surround apprenticeships for experienced leaders
Senior Leader Apprenticeships (SLAs) are funded by the apprenticeship levy, which was introduced in 2017 to create long-term sustainable funding for apprenticeships, and to support employers with upskilling their employees. T e apprenticeship levy is an amount paid at a rate
of 0.5% of an employer’s annual pay bill (if more than £3m), but smaller employers can still benefit from apprenticeships. T ey pay just 5% of the apprenticeship cost, and the Government pays the rest. SLAs were specifi cally designed to support individuals
who are moving into senior or strategic management roles. T is includes general managers, senior managers, section leaders, executives, directors, COO, CFO, CEO, CIO roles, and senior military offi cers. Despite the sustained popularity of these SLA appren-
ticeships several ‘myths’ still exist: ■ Myth 1: Apprenticeships are only for young people about to start their career - one of the most pervasive myths is that apprenticeships are designed solely for young people at the beginning of their careers. T is stereotype couldn’t be further from the truth. SLAs are specifi cally tailored
Dr Steph Russell Head of
Apprenticeship Development, Cranfi eld Executive
Development, Cranfi eld School of Management
to meet the needs of experienced professionals who are already in leadership positions or aspiring to move into senior roles. They focus on advanced skills, strategic thinking, and leadership capabilities essential for eff ective high-level management, and for hitting organisations’ strategic aims.
■ Myth 2: Apprenticeships are only for trade or technical skills - historically, the word apprenticeship was associated with hands-on trades and technical skills. T ese days the word apprenticeship has a far broader scope. SLAs have been designed to develop skills that are transferable across strategic management, innovation, governance and organisational leadership, providing a comprehensive education that goes far beyond operational and technical qualifications. Consequently, SLAs have been successfully developing strategic leaders across a wide range of sectors, including public, private and charity organisations in fi nance, healthcare and education.
■ Myth 3: Apprenticeships offer less value than traditional degree qualifi cations – another common misconception is that apprenticeships are low level and therefore have less value than traditional degree qualifications. But SLAs lead to highly respected professional and academic qualifi cations, such as a Postgraduate Diploma in Strategic Management and Leadership Practice. T ey can also lead to professional recognition, such as being recognised as a Chartered Fellow by the Chartered Management Institute. SLAs have been developed by representatives from both higher education and industry. T ey ensure that the
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