{"id":62652,"date":"2023-11-28T09:39:25","date_gmt":"2023-11-28T09:39:25","guid":{"rendered":"https:\/\/www.managers.org.uk\/?p=62652"},"modified":"2025-07-03T14:35:39","modified_gmt":"2025-07-03T13:35:39","slug":"management-apprenticeships-in-action","status":"publish","type":"post","link":"https:\/\/www.managers.org.uk\/knowledge-and-insights\/research\/management-apprenticeships-in-action\/","title":{"rendered":"Management Apprenticeships in Action"},"content":{"rendered":"<h1>Management Apprenticeships in Action<\/h1>\n<p>          Raising Productivity and Delivering Economic Growth        <\/p>\n<p>Across 2022 and 2023, CMI commissioned two research projects focusing on employers who use management apprenticeships, to understand their value and the impact that they have on organisations and individuals. Working with two external research agencies &#8211; Quadrangle and Savanta &#8211; we interviewed 24 employers and 11 apprentices.<\/p>\n<p>                                    <a href=\"#benefits\" target=\"_self\">Key Benefits<\/a><br \/>\n                                                <a href=\"#case-studies\" target=\"_self\">Case Studies<\/a><br \/>\n\t<strong>What Challenges do Businesses Face?<\/strong><br \/>\nBoth studies showed a series of recurring challenges for businesses across multiple sectors, resulting in a difficulty to adapt to changing landscapes and maintain competitiveness.<br \/>\n\t\t\t\t<img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.managers.org.uk\/wp-content\/uploads\/2022\/06\/icon-career-management-magenta-150x150.png\" alt=\"Icon Representing Career Management\" itemprop=\"image\" height=\"150\" width=\"150\" title=\"icon-career-management-magenta\" onerror=\"this.style.display='none'\"  \/><\/p>\n<h4>Managerial bad practice and accidental managers<\/h4>\n<p>Across industries, people tend to be promoted into management positions without the necessary training, leading to poor management culture.<\/p>\n<p>\t\t\t\t<img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.managers.org.uk\/wp-content\/uploads\/2022\/06\/icon-organisational-performance-magenta-150x150.png\" alt=\"Icon Representing Organisational Performance\" itemprop=\"image\" height=\"150\" width=\"150\" title=\"icon-organisational-performance-magenta\" onerror=\"this.style.display='none'\"  \/><\/p>\n<h4>Increasing skill gaps<\/h4>\n<p>Through a lack of training and upskilling in a changing landscape, organisations are struggling to adapt and ensure employees have the right skills.<\/p>\n<p>\t\t\t\t<img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.managers.org.uk\/wp-content\/uploads\/2022\/09\/edi-solidarity-150x150.png\" alt=\"edi-solidarity\" itemprop=\"image\" height=\"150\" width=\"150\" title=\"edi-solidarity\" onerror=\"this.style.display='none'\"  \/><\/p>\n<h4>Lack of a diversified workforce<\/h4>\n<p>Certain industries in particular are finding they have a very homogenous workforce causing problems for succession planning, growth and innovation.<\/p>\n<p>\t\t\t\t<img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.managers.org.uk\/wp-content\/uploads\/2022\/10\/find-my-friend-150x150.png\" alt=\"find-my-friend\" itemprop=\"image\" height=\"150\" width=\"150\" title=\"find-my-friend\" onerror=\"this.style.display='none'\"  \/><\/p>\n<h4>Retention struggles<\/h4>\n<p>Employers are increasingly struggling with retention with employees demanding more investment in training and development.<\/p>\n<style>\n    .mem-survey-label {\n        background-color: #fff;\n        padding: 7px 10px;\n        font-size: 12px;\n        width: auto;\n        display: inline-block;\n        margin-bottom: 15px;\n        border-radius: 5px;\n    }\n    [class*=\"questionnaire-\"]:is(.banner) {\n       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background-position: 50%, 80%;\n    }\n    h3 {\n        color: #d10074;\n    }\n    @media screen and (max-width: 767px) {\n        .questionnaire-individual .background div {\n            background-image: linear-gradient(to right, #dfdbe0, transparent), radial-gradient(circle closest-side, transparent, #dfdbe0), url('https:\/\/www.managers.org.uk\/wp-content\/uploads\/2020\/09\/Delivering-Apps-Header.jpg');\n            background-size: 100% 100%, 100% 100%, cover;\n        }\n    }\n    @media screen and (max-width: 575px) {\n        [class*=\"questionnaire-\"] .background {\n            display: none;\n        }\n    }\n<\/style>\n<p>                     Members&#8217;<br \/>\n                        Survey<\/p>\n<h2>Do you agree that you have received adequate management training to perform effectively in your current role?<\/h2>\n<p>Share your valuable insights on your management experience, current state retirement age and hybrid working for a chance to win one of three Amazon vouchers (1 x \u00a3100 and 2x \u00a350).<\/p>\n<p>Your voice as managers and leaders is of great significance and truly makes a difference!<\/p>\n<p>                    <a href=\"\/login\/?cmissologinredirect=https:\/\/cmi-managersvoice.vision-critical.com\/c\/a\/6ffkIfgeP382F51C5wKX5Z?_i=[cmi-sso-crm-user-id-2]\">Have your say<\/a><\/p>\n<h2>The benefits of Management Apprenticeships<\/h2>\n<h3>Upskilling existing employees<\/h3>\n<p>Apprentices in the Quadrangle research highlighted improvements in skills such as communication, leadership, organisation and confidence. Charlotte, who completed both her Level 3 and Level 5 apprenticeship with Greater Manchester Learning Provider Network, talked about how the scheme has enabled her to be more reflective and politically astute, improving her business acumen, presentation skills, and financial management.<\/p>\n<h3>Financial benefits<\/h3>\n<p>Management apprenticeships have profound positive effects on organisations, including through implementing cost-saving measures and bottom-line impact. Diamond Hard Surfaces, estimated 10% of administration time was saved thanks to their apprentice Sally&#8217;s work on streamlining and digitising the company&#8217;s resource planning system. Another apprentice, Brooke, was estimated to have made an impact of over \u00a3200,000 on the bottom line of company Broadley Speaking throughout her time on the programme.<\/p>\n<h3>Diversifying the workforce<\/h3>\n<p>Through the recruitment of new hires from a more diverse talent pool, organisations are bringing new skills, perspectives, and talents to innovate, upskill, and prepare for the future. Whether this be opportunities for education leavers, those re-entering the workforce or for people with particular characteristics. At Travis Perkins, 38% of the management apprenticeship cohorts identified as female compared to 12% who joined through more &#8220;traditional&#8221; entry level routes.<\/p>\n<h3>Improving retention<\/h3>\n<p>Multiple employers spoke about how management and leadership apprenticeships at Level 3 &amp; 5, but particularly Level 3, had more benefit for the company &#8211; upskilling employees and improving management practices, whilst management and leadership apprenticeships at higher levels (particularly Levels 6 and 7) were key for retaining senior talent, by investing in key personnel.<\/p>\n<h3>Improving Management Quality<\/h3>\n<p>Training employees with practical, on-the-job experience can help them develop the skills they need in-line with organisational values, as well as acting as role models for better management skills. One apprentice, Jacintha, shared how she improved her mentorship and line-management, helping her to support new team members who have, in turn, been promoted.<\/p>\n<h3>Progression routes<\/h3>\n<p>Micronclean set up their Level 3 apprenticeship scheme in 2017, and have seen progression and promotion for between 60-70% of participants, showing how these apprenticeships can prepare employees effectively for promotion opportunities. Another apprenticeship provider shared that previously, it would have taken an employee 15 years to move from an entry level role to branch manager, whereas their apprentices are seeing this change in around 6 years.<\/p>\n<h2>Visualising the benefits<\/h2>\n<p>There were a series of benefits shared across the two studies, providing tangible and intangible benefits for both businesses and apprentices alike. Tangible benefits are those that can be measured such as financial impacts, recruitment and retention statistics, or pay rises. Intangible impacts are those that can be felt such as employee morale or soft skills such as confidence.<\/p>\n<p>\t    <a href=\"https:\/\/www.managers.org.uk\/wp-content\/uploads\/2023\/11\/apprenticeship-benefits-graphic.pdf\" target=\"_blank\"><br \/>\n      <\/a><br \/>\n      Graphic created by Quadrangle<br \/>\n\t\t\t\t<a href=\"https:\/\/www.managers.org.uk\/wp-content\/uploads\/2023\/11\/apprenticeship-benefits-graphic.pdf\" target=\"_blank\" rel=\"noopener\"  itemprop=\"url\"><br \/>\n\t\t\t\t<img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.managers.org.uk\/wp-content\/uploads\/2023\/11\/Levy2.0-Graphic2.png\" alt=\"A graph showing the tangible and intangible benefits of apprenticeships on employers and businesses in a compass\" itemprop=\"image\" height=\"800\" width=\"1200\" title=\"Levy2.0-Benefits\" onerror=\"this.style.display='none'\"  \/><br \/>\n\t\t\t\t<\/a><br \/>\n\t\tGraphic created by Quadrangle<br \/>\n\t\t\t\t<img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.managers.org.uk\/wp-content\/uploads\/2020\/09\/Delivering-an-Apprenticeship-Jumpy-Box.jpg\" alt=\"male and female workers around table reviewing laptop\" itemprop=\"image\" height=\"400\" width=\"600\" title=\"Delivering an Apprenticeship Jumpy Box\" onerror=\"this.style.display='none'\"  \/><\/p>\n<h2>Who are Management Apprenticeships for?<\/h2>\n<p>Management Apprenticeships are opportunities for new and existing managers to learn and develop new skills and apply them straight into the workplace through a combination of on-the-job experience and off-the-job learning.<\/p>\n<table>\n<thead>\n<tr>\n<th><strong>Level<\/strong><\/th>\n<th><strong>Suited to<\/strong><\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>3<\/td>\n<td><b>Team Leader\/Supervisor<\/b> &#8211; New employees and frontline managers who are keen to develop and progress their skills<\/td>\n<\/tr>\n<tr>\n<td>5<\/td>\n<td><b>Operations\/Departmental Manager<\/b> &#8211; Experienced managers or those in more complex roles, usually promoted for technical ability with limited formal management training<\/td>\n<\/tr>\n<tr>\n<td>6<\/td>\n<td><b>Chartered Manager Degree Apprenticeship<\/b> &#8211; Middle and senior managers, providing a degree alongside their apprenticeship training to those who may not have previously had the opportunity<\/td>\n<\/tr>\n<tr>\n<td>7<\/td>\n<td><b>Senior Leader Apprenticeship<\/b> &#8211; Senior team leaders to improve strategic leadership skills. A strategic leader with senior management responsibility, which may include formal governance\/director responsibilities will be responsible for setting strategy, direction and vision, and for providing a clear sense of purpose and driving strategic intent. <\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<style>\n  .who-for {\n    position: relative;\n    overflow: hidden;\n    background: #ffffff;\n  }\n  .who-for .container {\n    position: relative;\n    padding-top: 4rem;\n    padding-bottom: 4rem;\n  }\n  .who-for .background,\n  .who-for .background > div {\n    border-radius: 999px;\n  }\n  .who-for .background {\n    position: absolute;\n    top: 50%;\n    width: 50%;\n    right: 50%;\n    transform: translateY(-50%);\n    overflow: hidden;\n    min-width: 600px;\n    max-width: 800px;\n  }\n  .who-for .background div {\n    padding-bottom: 100%;\n    background-image: radial-gradient(circle closest-side, transparent 35%, #ffffff), url('https:\/\/www.managers.org.uk\/wp-content\/uploads\/2023\/05\/GettyImages-1395144844-scaled.jpg');\n    background-size: 100% 100%, cover;\n    background-position: 0%;\n    transform: rotateY(180deg);\n  }\n  @media screen and (max-width: 767px) {\n    .who-for .background div {\n      background-image: linear-gradient(to right, #ffffff, transparent), radial-gradient(circle closest-side, transparent, #ffffff), url('https:\/\/www.managers.org.uk\/wp-content\/uploads\/2023\/05\/GettyImages-1395144844-scaled.jpg');\n      background-size: 100% 100%, 100% 100%, cover;\n    } \n  }\n  @media screen and (max-width: 575px) {\n    [class*=\"kooth-\"] .background {\n      display: none;\n    } \n  }\n<\/style>\n<h2>Who are Management Apprenticeships for?<\/h2>\n<p>Management Apprenticeships are opportunities for new and existing managers to learn and develop new skills and apply them straight into the workplace through a combination of on-the-job experience and off-the-job learning.<\/p>\n<table>\n<thead>\n<tr>\n<th><strong>Level<\/strong><\/th>\n<th><strong>Suited to<\/strong><\/th>\n<\/tr>\n<\/thead>\n<tbody>\n<tr>\n<td>3<\/td>\n<td><b>Team Leader\/Supervisor<\/b> &#8211; New employees and frontline managers who are keen to develop and progress their skills<\/td>\n<\/tr>\n<tr>\n<td>5<\/td>\n<td><b>Operations\/Departmental Manager<\/b> &#8211; Experienced managers or those in more complex roles, usually promoted for technical ability with limited formal management training<\/td>\n<\/tr>\n<tr>\n<td>6<\/td>\n<td><b>Chartered Manager Degree Apprenticeship<\/b> &#8211; Middle and senior managers, providing a degree alongside their apprenticeship training to those who may not have previously had the opportunity<\/td>\n<\/tr>\n<tr>\n<td>7<\/td>\n<td><b>Senior Leader Apprenticeship<\/b> &#8211; Senior team leaders to improve strategic leadership skills, with a focus on working at a higher organisational level and providing clear and inclusive leadership <\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<style>\n        .cmi-bb-quote-carousel--slides {\n            display: none;\n        }\n    <\/style>\n<p>                        We had a number of colleagues who had not been able to access degrees earlier in life and they were therefore really grateful for the opportunity to do degree level education within an apprenticeship at Co-op fully funded, at this stage in their career.<br \/>\n                        Louise Timperley, Apprenticeship Manager, Co-operative Group                    <\/p>\n<p>                        <button type=\"button\"><br \/>\n                        <\/button><br \/>\n                        <button type=\"button\"><br \/>\n                        <\/button><\/p>\n<h3>Case Studies and Resources<\/h3>\n<p>Below you can find the case studies from both the 2022 and 2023 research projects, alongside the findings from each set of case studies. You can read more on our Apprenticeship Levy work in the articles below.<\/p>\n<p>\t&nbsp;<br \/>\n&nbsp;<\/p>\n<ul>\n<li><a href=\"\/wp-content\/uploads\/2023\/11\/management-apprenticeships-case-studies.pdf\" target=\"_blank\">Management Apprenticeship Case Studies Case studies and findings from 2022 and 2023<\/a><\/li>\n<li><a href=\"\/wp-content\/uploads\/2023\/11\/management-apprenticeships-savanta-2023.pdf\" target=\"_blank\">2023 Apprenticeship Research Findings Outcomes from the 2023 Savanta project<\/a><\/li>\n<li><a href=\"\/wp-content\/uploads\/2023\/11\/management-apprenticeships-quadrangle-2022.pdf\" target=\"_blank\">2022 Apprenticeship Research Findings Results from the 2022 Quadrangle project<\/a><\/li>\n<\/ul>\n<h2>More about Management Apprenticeships<\/h2>\n<p>        9 entries found<br \/>\n            Topic: Apprenticeships<\/p>\n<h2>Building NHS talent from the ground up<\/h2>\n<p>Level 3 BA apprenticeships are developing the next generation of NHS workers at Dudley NHS Foundation Trust.<\/p>\n<p>        <a href=\"https:\/\/www.managers.org.uk\/knowledge-and-insights\/case-study\/building-nhs-talent-from-the-ground-up\/\">Read article<\/a><\/p>\n<ul>\n<li><a href=\"https:\/\/www.managers.org.uk\/knowledge-and-insights\/case-study\/\">Case Study<\/a><\/li>\n<\/ul>\n<p>1m<br \/>\n            Topic: Apprenticeships<\/p>\n<h2>Building careers through lower-level apprenticeships<\/h2>\n<p>Read about Skillwise, a private  training provider that helps employers to invest in their managers through CMI EPA.<\/p>\n<p>        <a href=\"https:\/\/www.managers.org.uk\/knowledge-and-insights\/case-study\/skillwise\/\">Read article<\/a><\/p>\n<ul>\n<li><a href=\"https:\/\/www.managers.org.uk\/knowledge-and-insights\/case-study\/\">Case Study<\/a><\/li>\n<\/ul>\n<p>2m<br \/>\n            Topic: Apprenticeships<\/p>\n<h2>Developing leadership programmes in the NHS<\/h2>\n<p>Debbie McArthur had a thriving career in education, but CMI&#8217;s Level 7 Senior Leader Apprenticeship unlocked her confidence.<\/p>\n<p>        <a href=\"https:\/\/www.managers.org.uk\/knowledge-and-insights\/case-study\/debbie-mcarthur\/\">Read article<\/a><\/p>\n<ul>\n<li><a href=\"https:\/\/www.managers.org.uk\/knowledge-and-insights\/case-study\/\">Case Study<\/a><\/li>\n<\/ul>\n<p>3m<br \/>\n            Topic: Apprenticeships<\/p>\n<h2>Apprenticeships are important &#8211; here are five ways they could be better<\/h2>\n<p>From flexibility to future-readiness, here&#8217;s what an expert panel at a recent CMI event had to say about apprenticeships<\/p>\n<p>        <a href=\"https:\/\/www.managers.org.uk\/knowledge-and-insights\/article\/apprenticeships-are-important-here-are-five-ways-they-could-be-better\/\">Read article<\/a><\/p>\n<ul>\n<li><a href=\"https:\/\/www.managers.org.uk\/knowledge-and-insights\/article\/\">Article<\/a><\/li>\n<\/ul>\n<p>1y+<br \/>\n            <a href=\"https:\/\/www.managers.org.uk\/page\/2\/?p=62652&#038;fl_builder\">View more<\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>CMI sets out a vision for a positive reform agenda to raise productivity and deliver economic growth.<\/p>\n","protected":false},"author":1176,"featured_media":48640,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[50],"tags":[861,1042],"tax_topic":[12554,8319,11],"tax_professionalstandard":[18],"tax_audiencelevel":[],"tax_purposesignposting":[30],"tax_newstream":[33,12542,12541],"tax_tribes":[],"class_list":["post-62652","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-research","tag-apprenticeship-levy","tag-apprenticeships","tax_topic-apprenticeships","tax_topic-employment-landscape","tax_topic-personal-development","tax_professionalstandard-developing-people-and-capability","tax_purposesignposting-news-views-and-updates","tax_newstream-apprenticeships","tax_newstream-campaigning-and-advocacy","tax_newstream-research-and-innovation","user-has-not-earned"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v24.0 (Yoast SEO v24.0) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Management Apprenticeships in Action - CMI<\/title>\n<meta name=\"description\" content=\"Management apprenticeships are a valuable way to boost productivity in the workplace. 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