1. The future of Apprenticeships

2. About TP A proud history that can be traced back to 1797
Over 2000 branches nationwide
Approximately 30,000 colleagues
Proud history of developing people with our current CEO being a Management Trainee 38 years ago

3. Our pre levy position on Apprenticeships
What
Two schemes (retail level 2 and Team Leader level 3)
Currently just over 200 Apprentices on programme
Recruited almost 600 over the last 5 years
How
Internally delivered
Direct Grant Organisation (one of under 60 employers)
Graded good by Ofsted
Excellent senior leadership buy in making the scheme hugely successful
92% of graduates that complete the level 3 scheme make it into supervisor or above

4. A list of questions as long as my arm
Our approach to paying the levy; how the pot will be distributed and claimed back.
What does each business pay?
Should all businesses use apprenticeships (aligned to a specific business need)?
How should we manage the pot, centrally or locally?
How will we approach other L&D spend (central and Divisional)?
How we treat the levy; as a tax and continue with business as usual or as an investment and work to maximise the return.
How much are we willing to invest in the short-term to maximise the levy return in the medium to long-term?
How quickly can we make the required changes and how much change is manageable?
What this could mean for our existing Apprenticeship programmes and other L&D activity; Minimal change required or an opportunity to improve quality and return.
How should we organise ourselves in the future?
Should we continue to deliver a range of activities
We will always require bespoke, tailored and modular
development to serve the business agenda; how much should we allocate to this?

5. Preparations for the levy go way back
Understanding the business needs
Analysing our existing L & D
Taking a view
Making the decisions
Getting it done
ESFA released the funding guidelines for Employer Providers

6. Understanding the business needs
Target specific business skills shortages; strengthening the pipeline and increasing retention
Strengthen succession for Assistant and Branch Management in all Divisions, reducing recruitment costs, developing for change, updating new skills and accelerating performance. Currently all Divisions are experiencing challenges in recruiting operational managers
Drivers - LTO of c18%, 48% of Group drivers in 2015 were over the age of 51 with 15% being over the age of 61
IT - LTO 10.8% recruits in 2017 AOP - hard to fill engineering roles and attracting technology candidates to a builders merchant
Utilise entry level Apprenticeship programmes to attract a more diverse population
c28% of 2014 and 2015 MA’s female v Other operational ABM recruitment stands at 10.6 %
Become a more attractive employer through providing comprehensive development opportunities with recognisable qualifications at all levels and a credible alternative to university, therefore reducing costs to recruit and increasing retention and engagement measures
Strengthening skill sets for existing colleagues and building future skills requirements
Reducing the time it takes to become a Manager across the Group
Making talent more mobile across the Group

7. Analysing the existing L & D
Colleague
Assistant Management
Branch Management
Head of/RD
Senior Leadership
Drivers Apprenticeship
Management Apprenticeship Programme
Fast Track Management Programme
MBA Internships (£0)
Branch Apprenticeship
External pipeline
IT Apprenticeships
Graduate programmes
Management Development programme
Senior Management
Development programme
iLearn
First line Management Programme
Senior Leadership Framework
Academies
Functional specific training
Evolve
In role development for Management
Internal Development
Systems training - Basic
Modular training for in role development
Existing Apprenticeship (in scope with minor change)
Modular (in scope with significant change)
Programmes (in scope with minor change)
Modular/on-line (out of scope)
*Costs are based on 2016 budget

8. + Taking a view and making the decision 2017 2018 2019 Maintain
Improve
Change
Convert existing Apprenticeship programmes
Maintain 2017 volumes
Convert all ‘in scope with significant change’ programmes
Increase the volumes
Covert all ‘in scope
with minor change’ programmes
Maintain 2017 volumes +
17%
67%
TBC

9. Apprenticeships or internal training?
Apprenticeships accessible internally and externally.
Level 2 Apprenticeship
Level 3 Apprenticeship
Level 5 Apprenticeship
Level 6 Apprenticeship
Level 7 Apprenticeship
Drivers
Delivering to our customers
Assistant Management
Managing a Team
Branch Management
Leading a Business
Multi-site Management
Leading Leaders
Apprenticeships
Warehousing
Distributing our products
Counter
Serving our customers
Colleague
Assistant Management
Branch Management
Head of/RD
Senior Leadership
iLearn
Online learning and development
Evolve
In role development for Managers
MBA Internships
Short placement linked to key project deliverables for students studying MBA
Senior Leadership Framework
Tailored Development
Academies
Functional specific training
Modular
Systems training
In role training
Modular (in scope for ‘Change’)
Modular/on-line (out of scope)

10. The wider impact on L & D The to do list
Re-addressing our L&D Operating model
Looking at the balance between Group and Divisional delivery
Building wider understanding of Apprenticeship design, delivery, funding and admin
The good news
The modern day L&D obsession with programmes - L&D will be moving away from programme based delivery outside of apprenticeships and focusing on identifying clear needs using modular based development to fix
The warning
Will businesses continue to invest?
Invest in your technology based learning

11. A working example Managing a Team
Existing Assistant Branch Manager
Managing a Team
Assistant Branch Manager Apprenticeship programme
Current Colleague transitioning into a ABM role
External in with 3 years experience in Serving Customers
Having difficult conversations to challenge behaviours
Learning to plan & manage workloads to make the team more effective
Developing good commercial relationships with loyal customers
Modular based training to fill the gaps
Existing Branch Manager
Leading a Business
Branch Manager Apprenticeship programme
Current ABM transitioning into a BM role
External in with 3 years experience in Managing a team