Dr Becky Quew-Jones, Principal Lecturer in the Faculty of Business and Law, says that now is the time for businesses to advocate for and invest in their line managers to help realise the potential of every apprentice.
Labour promises to give businesses more flexibility over how they spend their levy to address the skills gap in the UK workforce. Education secretary Bridget Phillipson says the party supports businesses to access 50% of funds to continue apprenticeships and the remaining 50% to training in “high level technical skills”; from a list inclusive of digital and green skills for existing staff. This growth levy will not be spent on internal training such as HR or Health and Safety; presumably not to invest in line managers to support apprenticeships. This “golden age of lifelong” learning appears restricted.
The Role of Line Managers in Apprenticeships
Critically, it is line managers that should be empowered, it is they that guide the degree apprentices’ day-to-day learning and despite playing this pivotal role are often ignored. Investing in the skills of line managers is essential for enhancing the effectiveness of apprenticeships and ensuring a higher return on investment from the levy. They are not just supervisors; a hybrid role as mentor, coach, and are the daily point of contact for apprentices in the workplace. Their ability to manage, support the integration of work with learning, and develop apprentices is invaluable to the success of apprenticeship programs. However, without proper training, even the most well-meaning manager may struggle to fulfill these roles effectively.
Investing Levy Growth and Skills Funds in Apprenticeship Management Training
The Institute for Fiscal Studies (IFS) warned prior to election that for successful apprenticeship plans more businesses need to be convinced to take up the funding available. Allocating a portion of the new levy towards training line managers can address previous concerns and additionally building their own “life-long learning”. It is important that adults continue to learn in this rapidly changing world, and need flexibility that will further their careers to do so. It is appreciated that the 70% of occupation pathways created by Conservatives since 2010 may not provide flexibility for all. Ideally, a suggestion of shorter credited courses at degree level that can stack to contribute to an overall degree award, providing an opportunity for study pauses for adult learners often having caring duties and higher-level job responsibilities.
Conclusion
The Labour Growth and Skills Levy presents a unique opportunity to bolster the UK’s workforce by focusing on the roots of apprenticeship success—line managers. By directing funds towards developing managerial skills, organisations can enhance the support system around apprentices, leading to more successful outcomes and a stronger workforce. Now is the time for businesses to advocate for and invest in their line managers, ensuring that the potential of every apprentice work integrated learning is fully realised.
Business leaders and HR professionals must recognise the strategic importance of this approach and push for targeted use of the levy funds. It is not just about funding apprentices; it is about empowering those who lead them.
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