Session W4. Creating High-Value Apprenticeship Programmes

Transcription

1 Session W4 Creating High-Value Apprenticeship Programmes

2 Workshop W4 Creating High-Value Apprenticeship Programmes

3 Workshop objectives Explore the key stages and practicalities of designing an apprenticeship programme Draw on the experience of organisations with successful apprenticeship schemes Apply the principles to your own organisation

4 Workshop Schedule Introduction: Key steps in creating and apprenticeship programme Case Study: Mojo Events Part 1: Aligning apprenticeships with the business strategy Part 2: Attracting and recruiting apprentices Part 3: Creating a great programme Reflecting on your context take aways

5 Section Flow Insights from GSK and Volvo Case study: MOJU events Personal reflection

6 Introduction and case study Getting Going!

7 CIPD Knowledge Hub - People Management Essentials

8 CIPD Guide: Apprenticeships that work

9 Open University KPMG Report: Maximising apprenticeships

10 Introducing your workshop case study: MOJU events

11 Part 1: Aligning apprenticeships with the business strategy

12 GSK Apprenticeship Programme Stephen Stewart October 2017 Kenley Pharmacist Salford, UK

13 Aligning Apprenticeships with Business Strategy CIPD Conference Oct 2017

14 Aligning Apprenticeships with Business Strategy Our journey from local to global 3 Apprentices in Apprentices in 2017 Ulverston Site Global Apprenticeships Stephen Stewart GSK Apprentice Lead CIPD Conference 17 th November

15 Aligning Apprenticeships with Business Strategy Strategic Workforce Planning Strategic Capability Differentiators Gaps Workforce Local/National/Global Best route to fill any capability gaps Demographics External Factors Sector Trends Science Industry Partnership Apprentice Standards Apprentice Levy Stephen Stewart GSK Apprentice Lead CIPD Conference 17 th November

16 Aligning to Strategy Volvo Group UK and Eire

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19 What drives your business? Turn the conversation from what's available to what is possible Integrate Demonstrate demonstrate demonstrate

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21 Part 1: Aligning apprenticeships with the business strategy Activity With reference to the MOJU s company information and the Government Apprenticeship Standards webpage suggest apprenticeship programmes that could support MOJU s business strategy

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24 Part 1: Aligning apprenticeships with the business strategy Activity With reference to the MOJU s company information and the Government Apprenticeship Standards webpage suggest apprenticeship programmes that could support MOJU s business strategy

25 Strategic goal 1 possible options Sales, marketing & procurement standards Commercial procurement and supply Funding band 9 - Funding band maximum 9,000 Legal, finance and accounting standards Strategic goal 1: Increase event profitability by 10% through improved administration, procurement and financial monitoring and reporting. Credit controller-collector Funding band 7 - Funding band maximum 5,000 Business and administration standards Business administrator Funding band 7 - Funding band maximum 5,000

26 Strategic goal 2 possible options Sales, marketing & procurement standards Strategic goal 2: Events assistant Funding band 9 - Funding band maximum 9,000 Deliver 20% more events through increased internal event support and delivery capacity.

27 Strategic goal 3 possible options Digital standards Digital marketer Funding band 10 - Funding band maximum 12,000 Strategic goal 3: Improve the digital marketing for events by increasing internal expertise in this area Creative and design standards Junior content creator Funding band 10 - Funding band maximum 12,000

28 Strategic goal 4 possible options Catering and hospitality standards Hospitality team member Funding band 7 - Funding band maximum 5,000 Strategic goal 4: Provide an excellent work environment through improvements to the staff restaurant with more healthy food and by pioneering a new staffed gymnasium with support for personal fitness Health and science standards Personal trainer Funding band TBC - Funding band maximum TBC