Apprenticeships can improve diversity of thought within an organisation and set up employees in early careers with the skills needed to excel, yet apprenticeship starts are declining. Kate Burnett discusses the main challenges limiting uptake and what businesses can do to improve their success rate.
Apprenticeships are a great opportunity for people to gain knowledge and experience of the professional world while also receiving an income. For young people, who are keen to enter an industry straight after school or college, they are invaluable.
However, despite the range of opportunities apprenticeships offer both businesses and emerging talent, they are not reaching their full potential. Data from the Individualised Learner Record (ILR), and Apprenticeship Service and Office for National Statistics Inter-departmental Business Register (IDBR), portrays a gloomy outlook for the future. Since the introduction of the apprenticeship levy in 2016/17, small and medium sized enterprises have seen significant declines in the number of apprenticeship starts (down by 51% and 54% in 2020 respectively), while large businesses saw a smaller decrease of 11% in 2020.
In Q4 of 2021, according to government statistics, the number of apprenticeship starts and participations fell in comparison with 2020’s figures.
DMA Talent, the Data & Marketing Association’s talent division, conducted research which revealed that 62% of the surveyed sample used apprenticeships and a further 32% were interested in using one.
So, what is holding back a third of the businesses from taking on apprentices?
Last year, the DMA interviewed senior professionals to learn more about their usage of apprenticeships, what was working well, and what challenges they faced.
In addition, we learned what businesses, the government, and industry bodies like the DMA can do to make apprenticeships more successful.
Successful apprenticeships benefit everyone
The interviewees stated that apprenticeships made their talent acquisition more diverse, with the benefit of fresh perspectives from the young talent coming through from a variety of different backgrounds.
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It was also highlighted that they help to develop a more capable workforce with specialist skills, as apprentices often learn educational theory while developing practical work experience.
Apprenticeship programmes have the potential to help make industries become better representative of customers and UK society. In addition, a diverse talent pool will bring new perspectives to a business while helping it to support its local community. They can help local talent to develop skills that aren’t currently available in a specific geographical area.
Apprentices, often experiencing work for the first time, can be moulded into a well-rounded employee, learning directly from the best: you. In other words, they can become your businesses’ tailor-made, most qualified specialists. They can grow in tandem with your business and will have an eagerness and desire to upskill.
DMA Talent’s research also found that apprentices are normally recruited based on their soft skills (e.g. eagerness to learn, passion, etc) and personality, rather than their technical skills or experience in the sector/industry. This approach helps organisations to cast a wider net and choose the best suited candidate/s for their business.
Challenges limiting uptake
Our research also identified several key challenges that are limiting apprenticeship uptake across the industry.
Despite the levy being the main driver to start an apprenticeship programme, there is confusion about what it can be used for – especially about why it cannot be used to upskill current staff or put towards other forms of training beyond apprenticeships.
There is also widespread concern regarding the stipulated agreement that a minimum of 20% of an apprentice’s time must be allocated to their studies – especially for agencies built on fee-earning models. The challenges and priorities of work versus learning are ever present. To help resolve this, a degree of flexibility must be considered by businesses and educational institutions.
Boardrooms are considered to be the hardest to engage with for programme development and funding by many organisations. SMEs, meanwhile, struggle more than larger organisations to justify the resource needed to support an apprentice.
Working together to find solutions
With more support and guidance for businesses, we can increase the number of apprentices across the industry. But we must improve senior stakeholder buy-in, improve understanding of the apprenticeship levy and help organisations find accredited training providers.
Apprenticeships need to become part of the overall talent strategy – driven by the boardroom so they become embedded into the DNA of a business.
The skills businesses can pick up from managing a diverse team can only be beneficial for the organisation. Knowing this and being able to bring evidence into board-level discussions might make a big difference on the decision of whether to start or continue an apprenticeship scheme.
The best way to ensure apprenticeships won’t turn into wasted opportunities is to ensure they have the incentive of a future and role with the business. During the programme, apprentices should be given constant encouragement from across the business and feel like they are valued.
The best way to ensure apprenticeships won’t turn into wasted opportunities is to ensure they have the incentive of a future and role with the business.”
Having a cohort of apprentices can be very helpful, but make sure it’s an inclusive community so they get to interact with all departments. Simple things like creating regular catch ups with various departments will help them to understand how the business operates and will make a difference on the success of an apprenticeship programme.
Our research discovered one of the main challenges limiting the uptake of apprenticeships was finding a good training provider. To help, DMA Talent has partnered with The JGA Group to deliver accredited apprenticeship training for marketing and communications apprenticeships. We have partnered with Sixth Sense Training to create more entry-level jobs for emerging marketing talent and to help businesses across Scotland find a trusted provider for digital marketing apprenticeships. Trade bodies across the UK should similarly work with specialist trainers to assist their respective industries.
Improve your apprenticeship programmes
The insights gathered from senior professionals, from both agencies and brands, has provided us with unique guidance on what businesses can do to improve the success rate of their programmes.
Be proactive. Apprenticeships aren’t just a tick-box exercise; they are an opportunity to enhance the output of your business and gain a fresh perspective. Therefore, as a business, you need to decide how the programme can deliver these valuable opportunities. A thoughtless approach on the set up can lead to a very frustrating experience for both sides.
The apprentices will put their trust in your business from day one. You need to make sure they can access everything that is necessary for them to get their qualification and receive a purposeful and professional experience.
Advanced planning. Before starting, it’s key that you plan objectives and decide how an apprentice’s training and time can help achieve them. It’s important that these are discussed with those employees who are directly involved with the programme. The senior management team, HR and line managers must all dedicate time and be ready to offer support. Apprentices should have a clear schedule, what the long-term vision is for them, and be able to ask questions. In addition, line managers need to have access to relevant sources of information and training to guide young talent.
Face-to-face contact. Of course, meeting in person has been hard for the last year and each one of us has had to deal with Zoom and Microsoft Teams fatigue. Therefore, bear in mind how hard it could be for someone new to the workplace to join, learn and build skills remotely. At home, apprentices lack that sounding board and morale boost that a team and office can naturally provide. Regular contact and transparency are both essential.
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Apprenticeships can be so valuable for both businesses and early talent, so it’s important that organisations, trade bodies and government do as much as possible to encourage uptake.
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