INVESTORS IN PE PLE We invest in apprentices framework - What it takes to be accredited
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INVESTORS IN PE PLE ® We invest in apprentices framework What it takes to be accredited
Making work better
Investors in People in numbers
We invest in apprentices accreditation benefits
• Silver, gold and platinum award levels, valid for three years
• A dedicated We invest in apprentices practitioner
• Gain feedback directly from your people through our surveys and conversations
• Detailed feedback report based on our analysis (qualitative and quantitative)
• A feedback meeting explaining your results and next steps
£0
the amount of profit we keep.
• A committed account manager that will support you throughout We’re a Community Interest
Company – that means we invest
• An action plan designed to support the evolution of your apprentices strategy all our profits back into the
community.
• A We invest in apprentices plaque and logo, displaying your award level (valid for 3 years), 1991 60%
• Frequent check-ins throughout the three years (12 and 24 months) the year Investors in People started. of companies we’ve
Back then, we were part of the UK accredited predict their
government. But we’ve been business will grow
• An entry to the Best Apprenticeship Programme category at The Investors in People Awards
independent since 2017. (compared to the national
average of 47%)*.
How other apprentice awards compare?
We invest in
apprentices
DfE Top
100/50
Princess Rate my Ap
Royal Awards prentice To
School
Leavers Top
66 11 million
p 100 100 countries around the world that
people we’ve made work better for
recognise the Investors in
Data and document (and counting).
People mark.
collection
Apprentice survey /
review
Apprentice
conversations
Management
conversations
Expert practitioner
assessment
Covers whole
learner experience
Valid for 3 years
*Source: UKCES Employer Perspectives Survey 2012
How we created our apprentices framework This is your guide for how we’ll assess your
The UK Government’s Department of Education asked us to develop this
framework.
apprenticeship programme
We worked across the four nations and developed this framework with apprentices, This framework measures how well you’re doing at supporting your apprentices
employers, parents, training providers and policy makers. at work.
From Nestlé to Bentley, the Ministry of Defence to the NHS to Young Apprentice As you go through, you’ll see what we look for
Ambassador Network and the Federation of Small Businesses – we’ve built this From how you recruit apprentices to the opportunities they have in your team.
framework by hearing from companies with successful and powerful
You’ll also be able to see what it takes to reach each level of accreditation -
apprenticeship programmes.
silver, gold and platinum.
All the points that make up this framework are based on research into what makes Having our mark by your organisation’s name is a clear sign that you care about
an apprenticeship programme work for the apprentice and work for the company. putting your people, specifically your apprentices, first. It’s recognised all around the
world – and only organisations we’ve accredited are allowed to use it.
There are two main ways we’ll work together
N C The first step is for us to assess how well your company is doing against our
IO 12 apprentices framework. Then, we can start advising you on how you can improve
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over time.
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CELEBRATION BUSINESS
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Getting accredited is just the start
WELLBEING RECRUITMENT
TM Working with us isn’t about jumping through a series of hoops to get your
COMM
accreditation. In a way, the real work starts once you’ve got your assessment report,
10 3
ENT
and found out your level.
EMPOWERMENT INDUCTION
That’s when you can start planning what changes you can put in place to make work
PARTNERSHIPS BENEFITS better for your apprentices. And the most important part of your report will be the
recommendations; our suggestions for what to do next.
9 4
OBJECTIVES ASSESSMENTS
8 LEARNING MANAGEMENT
5
7 6
DE
V E LO P M E N T
5. We help you take the next steps to make work better
How it works Getting accredited is a brilliant achievement, and a definite cause for celebration.
The journey to accreditation
But it’s not the end of the journey. Your accreditation will last for three years, and
we’ll help you create an action plan for what changes your company’s going to make
over that time.
We’ll check in with you regularly to find out how it’s going, and measure the effect
your changes are having.
1. We get to know you
We’ll kick things off with a meeting. You’ll talk to your practitioner where they’ll find And what about after that?
out more about your organisation, your apprentice programme, your people, and After three years you’ll need to renew your accreditation. That means identifying
what you’re looking to get out of this. new challenges and setting yourselves new goals to achieve! And of course, we’ll be
with you every step of the way.
2. We survey your apprentices
Next, we’ll send out a survey to all of your apprentices, to find out more about the We invest in apprentices - Assessment Process
apprentice programme that’s in place, what’s working and what’s not.
The assessment consists of collecting information and data from
three main sources:
• Surveys
3. We spend time getting to know you • Individual or group conversations and sessions
• Documentation review
To get to know your apprentices better, we’ll spend more time with them. We’ll
Conversations
interview apprentices and the people they work closely with, one-to-one, as well as HR Manager
Context Apprentice
HR managers and Apprenticeship programme leaders, to get more of a feel for how meeting surveys Lead / Apprentice Feedback
you work with apprentices at your company.
Document Apprentice Practitioner
collection conversations review
4. You get your report AWARD
We’ll take all of our findings, and turn them into a report summing up what we
found. This is where you’ll find out whether or not you’re accredited – and if
successful, whether you’re silver, gold or platinum.
Your report will include plenty of views and quotes from your people, and our
recommendations for what you can do next.How we assess you How we assess you
The We invest in apprentices framework in a nutshell Down to the detail
Our framework spans three areas: commitment, development and communication. Commitment, development and communication each break down into 4 different
That means we want to know if the relationships at work feel collaborative, areas, which we call topics. That’s 12 topics in total.
if apprentices get involved with the day-to-day of company life and how they’re
supported to thrive. Each of those 12 topics are made up of 3 more specific points we’ll assess you on
(we call those markers).
So, overall you’re being assessed against 36 different points. You’ll find out what
When we’re getting to know your company, there are three
level you are for each topic.
big areas we’re looking at
Depending on how well your organisation is doing at each topic, your practitioner
Commitment will give you one of 3 levels for each one: silver, gold or platinum.
Commitment’s about hiring apprentices for the right reasons. And treating
them right. When they’re working out your overall accreditation level, they’ll look at how many
Do you design recruitment and inductions around the apprentice and the topics you have at each level.
programme they’re doing? Do they understand what they’ll be doing? Are they
rewarded appropriately? Here’s a summary of the key areas where we’ll assess you.
Development Commitment
Development’s about helping apprentices become the best they can be.
Are you committed to their education and learning? Do you set them stretching
objectives? Are your line managers 100% on board? What are you doing to support 1. Business case
them with their assessments? Apprentices are hired for a reason, because it makes sense for the company’s
values, objectives and purpose.
Communication & Support
Communication & Support’s about making sure there’s a good relationship between 2. Recruitment
apprentices, line managers and training providers. Recruitment is tailored for apprentices. There’s a focus on widening participation
Is there a structured partnership? Do apprentices know their voice matters? and diversity in the apprentice group.
Is their wellbeing top priority? Do you celebrate and recognise individual successes?
3. Induction
There’s an induction process that’s designed specifically for apprentices.
We invest in apprentices is an accreditation for organisations that are developing
an apprentice programme where apprentices thrive. But change needs
conversation, feedback and effort from everyone to make sure that it’s real and
4. Benefits
lasting. With the accreditation we’ll help you discover at what stage of your journey Apprentices are given a competitive wage. They have a similar benefits package
you’re on. And point the way forward. to everyone else in the organisation.Development
Getting accredited
5. Assessments What you need to meet each level
Apprentices are supported and feel prepared for their assessments within
the apprenticeship programme.
There are three different levels of accreditation
6. Management Those are silver, gold and platinum.
Apprentices are supported by a trained, engaged, and willing line-manager
and/or mentor.
It’s not about how big or complex your organisation is
7. Learning It’s about the support you offer and the goals you set – and how ingrained they
There’s a commitment to the apprentice’s education and learning. are at every level of your organisation. So, a big, multinational corporate with
200 apprentices could well get silver – and a small, innovative start-up with
2 apprentices could get gold or platinum.
8. Objectives
Apprentices are given objectives that stretch and develop them both personally
and professionally.
Here’s what it takes to meet each level
Communication & Support Silver
The foundations are in place. You’re on the right track and your apprentices know
9. Partnerships what is expected of them.
There’s a partnership between the apprentice, the employer and the training
providers – everyone knows their part and it’s working!
10. Empowerment
Apprentices are empowered to give their ideas and feedback. They know their
voice matters to the company.
11. Wellbeing
There’s a real consideration of apprentice wellbeing, including safeguarding.
12. Celebration
Apprentice’s successes are seen and they’re celebrated!Gold
A gold accreditation says that apprentices and the apprenticeship programme are We invest in apprentices: the framework
important to your business strategy.
Commitment
You’re constantly exploring how you can improve the programme you offer and
Topic Silver Gold Platinum
are looking at what more you can do to support and develop your apprentices. Leaders and managers understand You hire apprentices to Your organisation-wide culture
why you have apprentices and are
Apprentices feel like they make an important contribution to the business and that reach longer-term goals, supports apprentices, and the
1. You have a clear supportive of having them in the such as succession business need for them is
their ambitions are supported. business case for organisation. planning and filling embedded.
apprenticeships, and it’s company skill gaps.
Your apprentices have a clear, Leaders and managers are
linked to the documented development pathway. Your leaders and committed and support the
organisation’s purpose, It sets out progression, career managers are involved long-term strategy.
values and objectives. opportunities and support available and engaged in planning You look to your supply chain
after the programme ends. if, how and why you take and/or community to engage
on apprentices. and support your apprentices.
You aim to reach wider/diverse When you recruit, you You recruit proactively. You run
audiences and you’ve adapted your think about the outreach programmes that are
recruitment process for apprentices. organisation’s longer-term tailored to specific roles and
2. Your recruitment is strategy and workforce consider the long-term.
tailored to apprentices You use various methods to reach planning.
apprentices. You advertise clear job You might also go ‘above and
and focuses on widening
roles. You actively include beyond’ to adapt your
Platinum participation and wider/diverse audiences in recruitment process (e.g. by
diversity. the process. interviewing in
Platinum’s the highest level of accreditation. It means that apprentices are treated schools/colleges).
in a truly individual way. They are heard from and listened to. It means that from
strategy to coffee mornings, they’re included and important in all areas of You give apprentices a specific induction Your induction process is Your organisation can
when they join the organisation,
more agile, and flexible to demonstrate that it seeks to
company life. explaining what their apprenticeship will
the specific needs of an continuously improve your
involve and mapping out a work plan, key
milestones and regular progress reviews individual. induction process in a way that
(tied to the apprenticeship programme actively engages apprentices
3. You have a dedicated they’re doing). and ensures that apprentices
Managers tailor work plans
and documented to the needs of individuals. make an impact on business
Inductions involve the apprentice, mentor,
apprenticeship induction manager and training provider, so that
performance.
process. questions and concerns can be addressed.
Afterwards, your apprentices understand
the nature of their apprenticeship
programme and what they’ll be doing in
the workplace.
You pay apprentices salaries that You pay all your You pay your apprentices as
matches their duties. You give them apprentices more than the you do other people (e.g.
clear information about their wages apprenticeship national comparable amounts to those
What if we don’t award you an accreditation? 4. You pay your and future potential wages. minimum wage. at the same level or with similar
apprentices responsibilities and
competitively. Their Your apprentices can use wider Your apprentices’ overall experience).
Needs improvement benefits packages are benefits (e.g. equipment, travel packages go beyond
expenses, etc.). salary (e.g. they may
comparable to other
Sometimes, organisations we work with don’t have an apprentice programme include progressive
peoples. You give apprentices employability increments linked to
that’s developed enough to gain a We invest in apprentices accreditation. If this support to help them achieve gainful learning and performance,
happens, you’ll still get our full report, recommendations for steps to take to grow employment and earn more after or wider benefits).
their apprenticeship’s over.
and we’ll work with you on an action plan to get to the point where you’re ready to
take the assessment again.Development are well supported You give apprentices enough activities (e.g. attending conferences You review the quality of the
and events) or using online resources.
and prepared for their time and support to support offered to ensure
Topic Silver Gold Platinum prepare/practice for assessments. You personalise support and do continuous improvement and
assessments. things like mock assessments or
You share job-related, You review objectives more You actively encourage giving out support packs to help them
actively engage apprentices in
programme-specific objectives frequently. apprentices to get involved in prepare. the process.
with apprentices at the beginning setting their objectives.
of the programme. These are You more proactively seek out
regularly reviewed and updated opportunities for apprentices You proactively seek out Communication and support
throughout the apprenticeship. to meet and exceed their opportunities for apprentices to
5. You set your objectives. meet and exceed their Topic Silver Gold Platinum
You take an apprentice’s prior objectives and this can be You have a tri-party agreement You work hard to make sure You have a more collaborative
apprentices work-
knowledge into account at the You stretch them by assigning demonstrated through their that’s more than just a you’re always improving, so relationship and the three parties
based objectives that start of their apprenticeship (in work that’s progressively more business performance. have face-to-face meetings.
contractual agreement. It that the apprenticeship
stretch and develop case the content or duration can challenging. explains how the organisation, programme still meets the
them professionally. be reduced, and to plan You consider objectives more provider and apprentice will needs of the organisation and Your apprentices get more
remaining training, milestones You frequently talk to the widely, outside of the role and 9. You’ve made sure empowered as their
stay in touch and how all three the individual.
and progress reviews). training provider about your to the benefit of the apprenticeship programme
there’s a structured will review progress and make
apprentices’ progress and department, business and wider progresses and this can be
partnership between changes, if needed. There’s a more formal quality
sector. demonstrated through their
You make sure apprentices have learning opportunities. assurance process in place to
your apprentices, their business performance.
variety in their defined roles (e.g. You can prove that tri-party address issues with either the
through tasks and projects in their line managers/your
progress meetings happen apprentice, the line manager or You proactively and continually
department). organisation and regularly and that changes are the training provider. You improve the programme’s value.
You give apprentices time during You go above and beyond You tie off-the-job learning in with training providers. made, if necessary. record actions that come out of You use tools to measure and
normal working hours to learn minimum training requirements work schedules so that apprentices it. analyse the impact your
and complete ‘off-the-job’ parts of and give apprentices more can put what they’ve learnt into
If there’s a problem, there’s an apprenticeships are having on
the programme. flexibility around their learning practice in a way that ensures that
informal system set up to fix it. the organisation and to check
opportunities and exposure to maximises the apprentices impact
on the business.
All three parties know who to your apprentices’ needs are met.
When you hire an apprentice, you relevant experiences. go to, if there’s a problem.
agree a training plan (linked to You check-in more frequently, You proactively encourage
6. You’re really You tie off-the-job learning in
You might also work with training You give your apprentices
their learning plan) with the providers to develop the and offer various ways to apprentices to give continuous
with work schedules so that regular opportunities to give
committed to training provider and share it with apprenticeship’s curriculum (e.g. provide feedback. improvement feedback. You
apprentices can put what feedback on their
apprentice education your new recruit. adding a module on soft skills or factor-in the apprentice voice
they've learnt into practice. apprenticeship (e.g. at
and learning. personal development). As their apprenticeship on an on-going basis.
progress meetings and using
All three parties review the plan progresses, apprentices are
If there are any issues with an various feedback tools).
together (at progress meetings) to You consider the wider community 10. Your apprentices feel increasingly asked to provide
apprentice’s learning, you pick
You turn feedback into actions
make sure learning’s on-track. and give apprentices opportunities empowered to give wider feedback, beyond the
up on them quickly and talk You can show that you follow and tangible changes to the
to train in other departments or the
feedback and know that up on feedback, including apprenticeship itself, on the organisation and delivery of
about what needs to be done supply chain, or to get involved in
with the apprentice and training their voice matters. appropriately engaging with department and organisation in apprenticeships.
the community or with professional
provider. associations. the line manager or training general.
provider, if needed. You actively encourage
Your line managers are equipped Your line managers Your coaching programme is apprentices to join membership
(have time, understand the are engaged and champion separate and structured and organisations and peer groups
programme and its goals, and are the development of their can demonstrate how it so they feel part of a wider
trained) to manage apprentices. apprentices by actively enables apprentices to make community.
7. Your apprentices seeking out opportunities for an impact on the business. You give apprentices well- You take into account the You address mental health and
They manage apprentices as they their development. 11. You show clear signposted, easily accessible specific needs of safeguarding issues proactively.
are supported by a
would anyone else (with one-to- You have a way of reviewing consideration of support, though it’s not specific to apprenticeships in your
trained, engaged, and apprentices. You have dedicated mental health
ones, a focus on development, You offer informal coaching. the quality of support offered apprentice wellbeing, approach to wellbeing.
willing line managers staff, such as mental health first aiders,
and regular progress reviews with to apprentices to ensure
including safeguarding. You provide safeguarding and have or provide access to external
and have a mentor. constructive feedback). continuous improvement and You have access to occupational professional mental health support.
a policy in place. Or, you have a
you actively engage health support staff in place.
process in place that makes sure
Your apprentices have mentors apprentices in the process. apprentices are protected and You monitor mental health and
Your process is more robust. You safeguarding related issues constantly
and you encourage informal investigates and reports on issues
that come up, including how they’ll can prove your approach to and put extra support in place (pre-
buddying. tackling issues is more proactive. empting need).
be resolved and by who.
You know when important You help apprentices broaden You proactively plan ahead and
8. You’re committed help apprentices with their You can give examples of the wide
assessments are and what format their learning experiences, Your apprentices are well aware of You take a longer term view and
to making sure assessments and can demonstrate ranging support you make available to
they’ll be in. such as by encouraging them wellbeing and safeguarding support have measures in place that
that apprentices have benefitted apprentices and the wider community.
apprentices to take part in extracurricular and who to contact if needed. mitigate risk.
through attainment levels.You celebrate successes (like
good assessment results)
internally, with a team or
You share successes more
widely across the organisation
(e.g. in a newsletter or email).
You recognise and celebrate
successes frequently and share
them widely (e.g. in social
INVESTORS ®
12. You recognise and
department.
To you, success means results
To you, success is anything
media and at external awards).
IN PE PLE
which makes a positive Success, and celebrating
celebrate apprentices’ and milestones related to the difference. success, is more about
individual successes. apprenticeship (e.g. progression than assessment
achievement and completion). results (e.g. you prompt
managers to watch for
celebration opportunities,
particularly around certain
timelines and touchpoints).
Get in touch
If you want to find out more about We invest in apprentices or any of our other accreditations,
we’d be happy to talk you through it.
Email us on support@investorsinpeople.com
Call us on 0300 303 3033
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