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Setting the standard: a new approach to apprenticeships

As we mark the tenth National Apprenticeship Week, it is an ideal opportunity to reflect on how apprenticeships have changed over the last decade and how we develop future skills.
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As we mark the tenth National Apprenticeship Week, it is an ideal opportunity to reflect on how apprenticeships have changed over the last decade and how we develop future skills. Article by Jill Shedden – Group HR Director at Centrica plc.

Ten years ago, apprenticeship curriculums were largely set by training providers, not employers. There was less government funding available for business and the administration involved was complex.

Perhaps linked to this, apprenticeships were less popular with both employers and career-seekers than they are today.

According to the Department for Education, there were just 184,400 apprentice starters in 2006/7. By 2015/16 that had more than doubled to 509,400.

But it is not just about quantity. High quality apprenticeships are now available, thanks to initiatives like Trailblazers, which has seen employers take the lead to develop apprenticeship curriculums, defining the skills they need from an apprentice in a particular role.

At Centrica we led the development of smart meter installation and gas engineering apprenticeship standards, and we worked alongside Boots to outline the skills required of customer service apprentices too.

Hundreds of these high quality, employer-led apprenticeships are now available – for roles ranging from accountants to welders. In turn, this gives greater confidence to businesses which are considering recruiting an apprentice for the first time.

That confidence really matters, because employing an apprentice represents a big commitment for any company.

At Centrica, for example, over the last 10 years we have invested more than £260m in training 6,000 engineers and apprentices, because we recognise the positive impact this has on both our customers and our business performance. 

Misconceptions
It is a myth that apprenticeships are entry-level positions for school leavers, and that they offer little potential for career development.

According to independent research commissioned by Centrica in the run-up to National Apprenticeship Week, a significant proportion of people still think a university degree is the best way to reach a senior role in their chosen career.

Many our apprentices have built long-term careers with us, and we take great satisfaction from watching them achieve their potential. They are a source of talent that is fundamental to our growth strategy, proven by the number of apprentices who have gone on to hold management positions.

Indeed, 95 per cent of our apprentices tell us that they think their training has set them up for a successful future.

Apprentices are not just joining businesses at the bottom either; the entry point could be at degree level. In Centrica, the average age of our apprentices is now 27.

Professional and productive
There is a strong business case for taking on apprentices, no matter the size of the business or which sector it operates within.

Our customer service apprenticeship pilot saw apprentices achieve a six per cent increase in productivity, while our Net Promoter Score (which measures customer satisfaction) increased by twenty points.

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