Click and view our case studies below:
“We have been using our Apprenticeship Levy funds to upskill a number of our Team Leader and Customer Service staff for the past 12 months. Key Training have been extremely efficient and supportive throughout and I cannot fault their desire to help us understand the levy process and to ensure that the training delivered suits both our business and learning needs. Julie Rowe and the wider team have been a pleasure to work with.”
‘The apprentice levy has been very beneficial to Sanctuary, it’s massively helped us in upskilling our workforce. I have started a management course which is really helping me in my role. The development I’ve seen in such a short space of time has been outstanding and I highly recommend the course and other companies to use the Levy to help with talent management. ‘
At Allport Cargo Services we are passionate for our staff to realise their potential and we have used some of the apprenticeship levy to upskill our current employees. We have engaged with Key Training to do this and a number of our employee’s have engaged in the Team leader/ supervisor level 3 and Operational Manager Level 5 apprenticeship, they have all commented on how much they have all learnt and the practical nature of the apprenticeship has made them confident in managing their teams. This in turn as had a positive impact with our customers.
Over the past year we have put a lot of focus and drive into our apprenticeship scheme and for 2019 we are aiming to have 12% of our workforce being developed just through the apprenticeship route. Unlike the traditional approach of an apprenticeship we have taken the route to develop our own staff, this is proven by 80% of those on an apprenticeship are through upskilling of our current employees. We have decided to take this approach because we are invested in our current employee’s career growth and working to build our future leaders from within. Through the significant changes we have made in our employee development and driving the uptake of apprenticeships we have been able to support and drive our stars of the future. The program has allowed us to offer greater opportunities and career development for our teams, and in return we have committed employees who are invested in the success of our business. We would encourage every employer to provide apprenticeship programs to their employees. Not only does it provide fantastic learning opportunities but it also teaches you a thing or two along the way, allowing you to adapt your business for the future successors.
Here at Cromwell we’ve now been running professional apprenticeships for about one year (with big plans for this year!). The three core programmes we are using are; Customer Service Practitioner at level 2 for our contact centre colleagues Leadership & management Qualifications at level 3 and 5 (first line managers and second line managers) For us, both leadership programmes demonstrate our commitment to rising stars (and experienced leaders), to gain a professional qualification. The aim of all three is to build self-confidence and help us achieve our business goals. Working with the team at Key has been really easy, I think you understand our business and put up with some of our challenges! We are really happy with the partnership and are looking forward to pushing ahead with our plans for 2019.
Case Study Title: Equalities and Diversity – E-Learning content Training: Equalities and Diversity in assessment Company Logo: Process/Background – WWP has been working with the Royal College of Physicians for nearly 20 years, providing a vast range of personal development and Leadership and Management programmes. We have built a close partnership with the Learning and Development team and that is why they recommended us to MRCP(UK) to help them build content for their e-learning course. The Programme/Objectives – Anique Liiv, an MRCP Policy Officer, approached WWP for some help in developing highly bespoke content for the examiners and trainers who assess trainee physicians in the workplace and in examinations. The programme was needed to support all clinicians in understanding their roles and responsibilities under the Equality Act 2010, and how issues of unconscious bias can come into assessment decisions. MRCP(UK) prides itself on its commitment to promoting equality of opportunity and enjoys a membership representing an immensely diverse range of people. Examiners and trainers face many challenging situations accommodating the different needs of trainees and must be able to make decisions that are based solely on the trainees’ abilities. Chrystie Harrison, our expert consultant in Equalities and Diversity, worked side by side with Anique to write the scripts and learning points for several videos and cartoons to be used in the on-line programme. It was important that there were sufficient examples so that anyone taking the course a second or third time would experience new activities. Once the videos and cartoons had been completed, Chrystie and Anique facilitated a live case study activity with three cohorts of clinicians. These sessions were audio-recorded and added to the on-line offering. This additional method of learning from peers added a depth of reflection and understanding which would otherwise have been missed in an e-learning package. Solution – This project relied on close partnership working and was successful because of the enthusiastic engagement of all parties. The project took approximately 1 year to complete. Result – MRCP(UK) are delighted with the results and now have a highly bespoke learning solution that specifically meets the needs of its pool of examiners.
Company Name: A Prestigious Local School Training: Management Skills Process/Background – WWP has worked with this prestigious organisation for 16 years supporting the learning and development of employees in both the academic and support departments. The Programme/Objectives – In 2014 the school commenced a talent management exercise and looked at its succession plan for future leaders. It identified the individuals making up the talent pool and researched what support these individuals would need to drive their careers towards the next step. WWP delivered a series of programmes in 2015 which were very well received. In 2016, the organisation worked with the talent pool to identify the next stage of development for this cohort and, in partnership, with WWP we designed a programme targeting Aspiring Academic Heads of Departments. Solution – The programme was developed to cover some of the key skills required to be a successful Academic Head of Department. The initial focus was on creating impactful presentations where each participant was given tools to motivate and inspire their audience. The delegates then used these techniques to design and deliver a presentation on which they received individual feedback and tips to improve their future delivery. The next learning area was to give them the skills to successfully recruit to their teams and conduct fair and objective interviews. The delegates learned about the legal frameworks governing fair and effective recruitment and developed the skills to conduct behaviour based interviews which ensured they gained evidence of competence in order to find the right person for the job. The next area of development was Chairing meetings. During this session, participants explored the roles and responsibilities of a chair person and developed techniques for controlling challenging situations. The programme ended with a group discussion which enabled participants to share personal experiences. Result – The participants all found the events very valuable and enjoyable and it has supported the school’s aim to develop and retain its talent.
Key Relationships for Successful Apprenticeships Across the UK apprenticeships are increasingly being recognised as an effective entry point into the workplace; particularly the health and social care sector. One apprenticeship success story in Tyne and Wear demonstrates the benefits of an effective, tri-party working relationship between employer, trainer, and the apprentices themselves. The Challenge Although apprenticeships offer an invaluable entry point into the NHS and social care settings, without clear lines of communication between employers and trainers, many placements often run the risk of becoming wasted opportunities. Apprentices in one leading medical practice have benefited from a strong partnership enabling them to develop important skills such as customer service and how to deal with difficult patients. Since 2013 Key Training Limited, holder of the Skills for Health Quality Mark, and Chainbridge Medical Partnership have provided eight young people with apprenticeship opportunities in Business Administration. How they achieved this Several factors have led to a successful track record between the employer and training provider in running apprenticeships: clear understanding of roles and expectations; regular communication between all parties; a committed team approach; and high quality training experience assured by the Quality Mark from Skills for Health. Debbie Calder, Chainbridge’s Practice Manager and a former apprentice herself, understands from personal experience the advantage a work based learning route offers: “Had I not been given that apprenticeship opportunity when I was 16 years of age, I wouldn’t be in the job I have now. I always knew that if I got to this management level, I would want other young people to have the same opportunity.” On a regular basis, employer, trainer, and apprentice sit down and discuss how things are progressing for each individual learner. Partnership working is key, as Debbie continues: “It’s absolutely essential that we all work together, all get on, and all have a common goal.” Katie Cooper, one of the current apprentices, illustrates why the scheme has been such a success: “Even though I had zero experience when I started at the practice straight from sixth form, I was provided with the support and time out of work to complete my NVQ, and support in work. Debbie and Joanne work really closely together to offer me the best support.” Joanne Allison, Training Consultant from Key Training, has been impressed with the practice’s mentors, “ensuring apprentices are given enough time each week to work on their Apprenticeship qualification. Having an employer who fully engages with the apprentices and their training is essential.” The Quality Mark, which Key Training holds, has also been an important factor. The mark signals that employers are working with an organisation that has met a recognised high quality standard for health specific training. The outcomes 7 trainees have completed Apprenticeships at level 2 and 3, and gone into full time work in the practice or other parts of the NHS New recruits developed and mentored, going on to become part of a motivated and effective workforce and improving quality of care for patients Apprentices supported to build portfolio of skills and experiences, and explore and identify how they want to move their career forward Practice staff benefit from mentoring the apprentices, and find it rewarding to pass on their knowledge and experience All apprentices benefit from superior training, endorsed by Skills for Health Quality Mark. Lessons and highlights The partners agree it’s been an important lesson to appreciate that all apprentices are different and recognise that individual’s needs and the best way to accommodate these for a successful apprenticeship. Debbie says: “Working alongside Key Training to develop apprentices is very rewarding and we all learn something new with every apprentice we take on. A highlight is that our apprentice Katie said “I love working here”. I want them to be happy, because to be happy at your job is just fantastic and that is what we want to achieve.”
I am an Admin Manager formally with Falcon Medical Group. At Falcon we employed 4 Admin Apprentices over approximately 3 years. I found the recruitment process very good. We were telephoned with a short bio on the candidate. We then organised an interview date that fitted in with the Practice and once appointed Key did all of the background work for us. An excellent process. Once an apprentice was in place the tutor made prompt contact and we were made to feel at ease contacting them if we had any issues. I did have some issues and brought them to the tutor’s attention and these were dealt with promptly and professionally. During the course of the Apprenticeship as Admin Manager, I was always involved in each stage of the course so that we could focus on key points to enable to apprentice to meet the needs of the course. All in all I have only had positive involvement with Key Training. Caroline Partis Admin Manager
Please allow me to briefly introduce myself, my name is Dave Green and I am the joint Managing Director at Lightning Fire Ltd (LFL). I am the main contact for Key Skills Training and am also Danielle’s mentor at LFL. I initially had telephone conversations with Laurie as we discussed the overall apprenticeship scheme and how it works prior to meeting her when she visited our offices. Laurie was friendly, helpful and informative over the ‘phone and has continued to be so on a face to face basis. Laurie has explained how the process works commencing with the induction period and then the various and subsequent “MOT procedure” which the NVQ process entails and involves. Laurie has also ascertained from me our thoughts and ideas for Danielle’s development and learning on her most recent visit to the company. During this visit Laurie carefully and comprehensively outlined the review procedures, she recorded part of our conversations and discussions, she asked what training needs that she could help with and she emphasised the importance of Danielle completing her work on time, this was to be 2-3 days before the next visit. Laurie also made sure that Danielle knows that she can call upon her for support and guidance whenever necessary in terms of any set assessments as well as on a more general basis. Laurie outlined the program of visits, she helped us all understand that we are all here to help Danielle achieve and be successful and I understand that I can ask Laurie for any additional training in any specific areas that Danielle may need as the program moves forward. Laurie asked what the company were going to do to support Danielle and I advised that we have committed to formulate an internal plan where she gets direct exposure to all facets of the business. On this point Danielle and myself have since agreed that we will initially give her a basic introduction into the various areas of a business as stage one of the plan before going into more detail about each area in stage two. (I have yet to advise Laurie of this decision). To date I have found Laurie to be personable, knowledgeable and very helpful. I believe that she genuinely cares about Danielle and that she is committed to helping her make a success of her apprenticeship opportunities with LFL. As a last point I would say that Laurie was genuinely very pleased to hear me unequivocally state that we want Danielle to build a career at LFL and that we will do all we can to help her during the apprenticeship stage and then beyond as she progresses within the business. I trust that the above is sufficient for your needs but if further information and or clarification is required then please do contact me at your earliest convenience. I can be contacted on any of the following: firstname.lastname@example.org email@example.com 02392 268999 07502 292721 Kind Regards, Dave Green Managing Director Lightning Fire Safety Systems Ltd
To celebrate National Apprenticeship Week (NAW) the team at independent agency Destination will be championing their new apprentice, Nicole Etherington, across the agency’s social media platforms. It’s an apt way to introduce 18-year old Etherington to clients, as since starting in December she has already had an impact on the Yorkshire-based agency’s online presence. Etherington impressed Destination’s team after being tasked with creating a poster and images for the agency’s holiday show in February, which was used on Twitter, Facebook, e-shots and leaflets. Director Shevaun Joy explains: “She’s very creative at making posters on Microsoft Publisher. She’s also shown us several things we didn’t know how to do on social media.” Initially she created window offers and did filing, progressing quickly to taking enquiries and shadowing the team. Joy sets regular targets, and hopes Etherington will be making bookings later this month. Having completed a 13-week introductory period, Etherington has now been taken on for 12 months. “This isn’t just a stop-gap for a year, we hope she will stay with us permanently,” Joy adds. Training is a key part of an apprenticeship, and Etherington spends six hours a week on e-learning and has regular visits from a tutor, which will result in a Customer Service NVQ Level 2. Joy opted for an apprentice as a cost-effective solution as the agency’s team became busier. Apprentices are paid at least the minimum wage, and as a small business Destination was eligible for a £1,500 government grant. “That’s a real help,” Joy adds. The agency used Key Training – the National Apprenticeship Provider recommended by the Advantage Travel Partnership – to organise recruitment and draw up a contract. Prior to joining Destination, Etherington had completed a Travel and Tourism NVQ Level 2, but Joy explains: “We weren’t looking for someone with straight A grades, but someone with the right personality who was outgoing and not afraid to talk to clients, and who showed initiative. Apprentices are good value for employers, and have skills we can utilise.”