Introduced in 2015, degree apprenticeships provide school-leavers and existing staff with a way to earn a degree while working for a company. For the employer, apprentices provide an energy boost for the entire workforce, improving organisational performance and productivity.
But what is the best way for an employer to hire an apprentice? How do you align an apprenticeship programme with your organisation’s future skills needs? And how do you ensure apprentices fit in and help lift the whole workforce?
In this Q&A, two large employers that have enrolled staff in Open University (OU) degree apprenticeships give their advice. Phil Jones is managing director at information communication and technology vendor, Brother UK. Louise Powell is head of skills development at builders’ merchants Travis Perkins.
What preparation should an employer do before hiring an apprentice?
Phil Jones: Understand your organisational requirements and provide the necessary resources to ensure the apprenticeship experience is relevant for both parties. Identify meaningful work which genuinely provides an opportunity for learning and aligns to the business need.
Louise Powell: Ask whether the apprenticeship fits within your organisation. Know whether it feeds into your business goals, and make sure there is leadership backing at a senior level. Check whether there is an appetite for it among your employees too – an apprenticeship takes a lot of personal commitment.
What is it like having an apprentice in your organisation and how do you help them fit in?
Phil Jones: I pick up a sense of pride from our apprentices, who exude energy and confidence as they begin to understand how our business works and their skills develop. It’s important to treat young people as adults and ensure that there is a culture of mentoring around them.
Louise Powell: You have to embed them within your organisation and make them feel supported throughout the programme. There are challenges – they need to balance their time well. But the impact on productivity has been positive.
How can an employer align their apprenticeships with future skills needs?
Phil Jones: Envision your future business model. Look at the gap between where you are now and where you’d like to be. Tailor your talent pipeline to filling that requirement. Also, you should not overlook the untapped talent you already have in your business as a mature apprentice may fill a skills gap as an alternative to a new hire.
Louise Powell: Ask yourself: where are our skills gaps and which areas of the business do we need to grow to ensure the future success of our organisation? Use the apprenticeships to plug those specific gaps.
Have your apprentices increased business productivity?
Phil Jones: They often come up with new ways of working due to seeing things with a fresh set of eyes – creating a smarter and more productive business. They have also developed or suggested applications which have impacted the way we work.
Louise Powell: We expect an improvement in productivity. We are enthused that the apprentices will drive change and innovation in our organisation, and that they will bring different ideas to the business and help us reach younger customers.
Have the apprenticeships helped you motivate and retain talent?
Phil Jones: In my experience, people have a natural desire to pay you back if you invest in them. Apprentices may stay with you for longer, as they feel appreciated and well recognised. Longer-serving employees see apprenticeships as a great opportunity to leave a legacy and get great benefit from developing their potential.
Louise Powell: Those who feel stagnant within the organisation will be motivated, as they will see a clear path to a higher position. We expect to promote people throughout their apprenticeships.
What are the advantages of work-based learning?
Phil Jones: People can study a module and immediately translate the knowledge in the workplace, which brings the lessons to life. It’s a highly dynamic way of learning, which can be better than academic environments.
Louise Powell: It’s hugely attractive for new recruits to be offered, potentially, a degree. When we headhunt from other organisations, that gives us a real edge.
How can an employer make the most of an apprenticeship?
Phil Jones: The key to a successful apprenticeship programme is good feedback and high-quality work. You get the most value out of an apprenticeship by coaching people through it, and helping them apply the lessons they learn while studying in their job.
Louise Powell: Focus your apprenticeship training on where you need to build skills capacity in your organisation. It also helps to have a network of mentors across the business who ensure your apprentices are on the right track.
How can an employer ensure consistent training and quality standards?
Phil Jones: By choosing a good provider – such as the OU. Wherever possible, pre-screen apprentice candidates for cultural fit. That will dramatically increase your chances of developing high-performing apprentices.
Louise Powell: We measure whether people are completing the apprenticeships and how quickly individual apprentices progress into higher roles. This way, we can see if we are getting a good return on our investment. So far, we have.
To find out more about OU degree apprenticeships, visit open.ac.uk/business/apprenticeships
