Nov 2015 British Land
Skills gaps
Apprenticeships in Construction 2015 House of Commons Library Nov 2015 Apprenticeship Statistics for England: 1996-2015 Jeanne Delebarre
Industry feedback • Still acute skills gaps in a number of areas which are not addressed through apprenticeship provision • Issues around the job readiness of young people • Training that is delivered is often patchy • Lack of trained people to support the development of the apprentices • Fragmented nature of the industry and short term contracts • Focus often on short term CSR initiatives rather than improving productivity • Due to the nature of the industry there are concerns about the risk and uncertainty of employing apprentices • Employer would rather invest in an experienced skilled workforce • Reluctant to committing resource on training and college fees when they only receive the pay back at the end of the apprenticeship when they become valuable and productive • Issues of poaching and free riding “ A ‘collective action’ problem is one where many people would benefit from something happening/being done, but the cost to any one individual of undertaking it makes it unlikely that someone will take it in hand.” Mancur Olson
Changes with the Apprenticeship Levy Employer driven Employers designing apprenticeships to make them more responsive to their needs and the future economy, and controlling funding Simplicity Simplifying apprenticeship standards so that they are shorter and more accessible Quality Improving the quality of apprenticeships so that they are viewed with the same esteem as University • Employer-led groups designing apprenticeships – Trailblazers (Skills, knowledge, behaviours) • Short, concise standards replace long, complex frameworks; not necessarily based on qualifications (simple overview for parents, students and business) • All apprenticeships have an independent end point assessment; grading; links to professional recognition (ensure compentency) • All apprenticeships must last at least 12 months; ‘quality statement’ for standards • Give employers greater control over funding
Leadership K10 are working with the British Land project teams in delivering employment and training outcomes with a focus on apprenticeships. This will consider the British Land new 2020 target of a 3% UK workforce to be employed as apprentices Within this role K10 will : • Provide support to British Land in delivering apprentices, local employment and training • Design and deliver a site specific ‘employment plan’ undertaking employer engagement and relationship management • Work closely with local agencies to ensure that suitable job ready candidates are identified for employment opportunities, including apprenticeship and other work placement/work experience opportunities • Establish and maintain a good understanding of the local labour requirements for each of the projects and produce a tailored approach on each • Undertake the monitoring and evaluation of each project against the agreed targets. This will enable us collaboratively to : • Identify skills gaps • Design training that reflects these needs • Integrate apprenticeships into business as usual • Demonstrate the commercial benefits of employing apprentices • Higher apprentices address under-employment issues • Improve not just apprenticeships but also broader workforce development • Utilise the input from manufactures and suppliers
K10 Theory of Change Inputs --> Activities --> Outputs --> Outcomes --> Goal We want to give all suitable young people the capability to achieve long-term rewarding employment through high quality work-based learning programmes. Theory of Change co-produced with New Philanthropy Capital after winning an impact- readiness grant.
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