THE SIX QUESTIONS

These six questions reveal what your apprenticeship provision is actually producing.

If you asked your senior apprenticeship leadership team:

“What matters most to you in the delivery of your apprenticeships - what has to go well for you to consider them successful?”

…what would they say - and what evidence would they point to in practice?

Across your apprentices, if you asked:

“What can you now do in your job - as a direct result of your apprenticeship training in the past 4 weeks - that you couldn’t do before?”

…what would they say?

And would you, as CEO, consider that level of progress substantial enough for the time invested in their recent off‑the‑job training?

If you asked each line manager:

“What can your apprentice now consistently do in their role - as a result of their apprenticeship training in the past 4 weeks - that they couldn’t do before... and what additional value or benefit has that brought to the organisation?”

…what would they say?

If you asked each apprentice’s mentor:

“At your most recent progress review with the apprentice and their trainer, what was agreed that you would support the apprentice to develop or apply in the workplace before the next review? 

And how will you know - in practice - that they can apply it to the required standard?”

…what would they say?

As CEO, when you consider the position at the end of the planned training period, are your apprentices consistently:

• Capable of performing the role
• Able to do it reliably
• Trusted by managers

…to the level you would expect by that point?

Or are they still developing towards that level?

Based on the answers to questions 1 to 5, is your apprenticeship provision producing what you expected - and what your organisation actually needs?

And if not, what needs to change - and why?

That gap is where the real work sits.

Arrange a focused, no obligation, conversation with Andy.