Apprenticeships benefit employers and individuals, and by boosting the skills of the workforce they help to improve economic productivity. The apprenticeship reforms will support an increase in the quality and quantity of apprenticeships so that more individuals have the chance to pursue a successful career – whether this is their first step on the employment ladder or progression within a current employer or sector.
An operations/departmental manager is someone who manages teams and/or projects, and achieving operational or departmental goals and objectives, as part of the delivery of the organisations strategy. They are accountable to a more senior manager or business owner.
An entrepreneur is someone who spots an opportunity and starts a service, process, product, or venture that aims to generate income and/or create value/ positive change while solving a problem, meeting a need or providing a benefit to a specific target group. This may involve using business solutions to tackle social or environmental issues.
A team leader/supervisor is a first line management role, with operational/project responsibilities or responsibility for managing a team to deliver a clearly defined outcome. They provide direction, instructions and guidance to ensure the achievement of set goals.
The role of a customer service practitioner is to deliver high quality products and services to the customers of their organisation. Core responsibility will be to provide a high quality service to customers which will be delivered from the workplace, digitally, or through going out into the customer’s own locality (patrol response operatives).
The reforms give employers more control over designing, choosing and paying for apprenticeship training. The government will double the annual level of apprenticeship spending between 2010-11 and 2019-20 to £2.5bn, which will be funded by the new apprenticeship levy. The levy will be paid by employers with a pay bill of over £3m from April 2017, less than 2% of employers in the UK.