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  • Many different organisations are involved in delivering Train to Gain to employers – the LSC, Skills Brokers and training providers. All of them have their own brands and logos. However, the objective is to provide employers with a seamless, integrated business service. Given this objective, delivering Train to Gain under many different brands to employers would not work. Therefore, we have developed one brand and visual identity to link all organisations involved in Train to Gain. The Train to Gain brand is based on a set of core values, quality standards and consistent delivery elements – the visual identity brings these to life. Only Skills Brokers and training providers contracted to deliver Train to Gain can use the Train to Gain logo and brand. Non-contracted Skills Brokers and training providers are not permitted to use the Train to Gain logo and brand. In order to ensure consistency and recognition, we have developed a number of simple principles that define when the Train to Gain brand must be used and how it relates to your own brands.
  • Your Notes:
  • Your Notes: Ineligible Employers – central government depts and their agencies, private schools not under contract through the LEA, Voluntary Sector volunteers and Sole traders not registered with the Inland Revenue CIS4 as a self employed Builder.(P72-80) Employee – hold a contract of employment (P52 & 55) LSC Funding – Resident in England and EU Country (P62-71) Learner/Programme – Do not already hold full level 2 qualification or equivalent (P82-85 & Annex E), Training – started training before QCA accreditation end date, first full level 2 or 3 (P81), life skills qualification that leads to full level 2 (P113), nationally approved life skills certificates (P114), Has not been assessed for life skills at entry level (P115)
  • Your Notes: Initial Assessment – (P30 & 105) Induction – covers programme content, delivery and assessment arrangements, equality and diversity, health and safety, disciplinary and grievance and terms and conditions of learning (P88) Pre IAG – individual training needs and identify appropriate learning, discuss benefits of learning, provide advice on any issues or concerns and inform the employer of the next steps (P104-105) ILP – skills knowledge and competence required, timescales over which they have to be achieved, training the learner is to received, methods used to deliver the training, how this will be co-ordinated, learner assessment and review arrangements (P110-112) Rate – if claiming higher rate demonstrate the need for 20 or more hours of underpinning knowledge and understanding (P19 and Annex H 13d) Price Banding (P20) Hours – attended 2 hours of structured learning / assessment (P39) ILR – completed and uploaded onto LSC system (P32-37), see also WBL Quick Reference Card, WBL Provider Support Manual and Guidance on how to Record Training to Gain in the ILR Skills Broker – Where the provider has recruited and eligible employer they must notify a skills broker (P49)
  • Your Notes: Approved – starting working towards qualification before QCA accreditation end date and achieved before QCA certification end date Achieved – Direct postal notification IV, Non direct postal notification EV, evidence is before - not after ILR achievement date Rate – for higher rate has undertaken more than 20 hours of underpinning knowledge and understanding (P19) Banding – (P20) ILR – correct date entered Skills Broker – provider information to employer to complete the Contribution to Wage Costs, to be signed (P50-51)
  • Your Notes:
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Train_to_Gain_Workshops_April_2007.ppt Train_to_Gain_Workshops_April_2007.ppt Presentation Transcript

  • TRAIN TO GAIN Friday 13 April 07 Welcome Please ensure your mobile phones are switched off
  • TRAIN TO GAIN Karen Woodward Train to Gain Performance and The East Midlands Model
  • Train to Gain
    • Two elements both called Train to Gain:
    • skills brokerage service – independent and impartial and not focussed on Level 2;
    • Train to Gain discrete funded service that is purely about FIRST FULL Level 2 and basic skills
  • The Role of the Broker 01
        • Train to Gain is a new service to help businesses get the training they need to succeed
        • Train to Gain Specialist Skills Brokers will ensure that the training offered will be flexible, responsive and offered at a time and place to suit business
        • Not a level 2 programme (but level 2 is a key part of it would expect 30% of L2 starts to come from brokerage activity)
    Key purpose of the brokerage service
        • Brokers will provide impartial assessment to identify what skills a business needs now and in the future
        • Brokers will help to meet employers’ skills needs by helping to choose the most suitable training provider/s
        • Brokers will help employers to get the best value for money from their investment in training
    Brokerage service – cont’d
        • Brokers will target ‘Hard to Reach’ employers (not IIP recognised AND not actively involved in vocational training for a significant proportion of their staff).
        • Brokers will target esp priority sector employers (agreed to now move to all sectors)
    Brokerage service - cont’d
  • Brokerage service cont’d
        • Brokers will target priority size employers (changing from 5 – 25 to 10 – 250 at local level – all sectors)
        • Developing an approach to the “Skills Pledge” for large employers and public sector employers (irrespective of size)
  • Employer / Provider / Broker Relationship 02
        • Typical provider interface with employers and brokers
    • Broker
    • target H2R
    • diagnose need
    • Source providers
    • Agree costed action plan with employer and provider
    • Note broker system
    Hard to Reach Employer
    • Provider
    • Diagnose individual need and eligibility
    • Deliver in TtG fashion
    • Develop long term relationship with employer
    • Note EDRS system
        • Provider maintains relationship – no broker involvement
        • Seek to work with more ‘Hard to Reach’ employees
        • If accessing Train to Gain funding then note EDRS
        • Broker service will contact employer (within 3 months) to make sure everything is OK and offer full brokerage if employer wants it
    Existing Employers
        • Provider to ensure employer is not on the broker H2R target list (via CRM system or through LSC broker contract manager)
        • If not – continue with actions
        • Provider to note EDRS
        • Broker service undertake customer call within 3 months to ensure employer is OK and if they want full brokerage service
    New Employers – Accessing TtG Funding
  • Results to end of February 2007
    • INBOUND
      • Marketing initiated 170+
      • Inbound 3,382
      • OUTBOUND
    • 2,563 employer leads
      • Equates to 4.3 leads per day
      • 92% hard to reach organisations
      • Up-dated 17,207 records
      • Spoken to 11,321 decision makers
  • Results referrals cont’d
    • 120 to B2B networks
    • 50 Connexions
    • 230 IDB service
    • 10 HE
    • 40 IAG
    • 70 IIP
    • 10 JCP
    • 80 lead to Succeed
    • 1890 to LSC providers – currently between 15% have resulted in L2 start.
  • Brokerage performance
    • hit 90% of employer engagements (balance to be transferred in to new year and added to original targets;
    • 82% customer satisfaction (likely to end up at 88%);
    • all staff on course to achieve broker accreditation within 1 year of starting as a broker.
  • Protocols and the Customer Journey 03
    • Tier 1 (delivered by Tangible Results)
        • Generate employer leads against brokerage parcels / priority sectors
        • Forward employer details to broker within 1 working day
        • Follow up calls to employer to check attendance and status
        • 3 month employer customer satisfaction calls re. brokers / providers
    Service Levels
    • Tier 2 (Phone Based) and 3 (Face to Face)
        • Delivered by quality assured Skills Brokers
        • Telephone, e-mail or face to face impartial support on skills issues (currently all face to face)
        • Assesses organisational needs of the employer via agreed diagnostic/s
        • Identifies a selection of providers able to satisfy requirements
        • Identify which provider/s the employer wants to work with
        • Agree a costed action plan with the employer and provider/s
    Service Levels
        • A full database of priority employers in the East Midlands
        • Key focus for the segmentation and targeting of ‘Hard to Reach’ employers
        • To be used by IDB, Skills Brokerage and UK T & I
        • Looking to wider use by other publicly funded employer contact organisations e.g. JCP and providers
        • Primary method of tracking employers through the Customer Journey
        • Already holds some provider / employer existing relationships to prevent targeting by Skills Brokers
    RBSIS - CRM
  • Demand Led and Supply 04
  • Train to Gain Budget Types – cont’d
    • Budget B - Train to Gain Discrete Funding
      • Planned but subject to employer choice 80% of overall budget. Worth £16million in 2006/7 FY, rising to £26million in 2007/8
    • Budget C – Regional Response
      • 20% of overall budget. Worth £4million in 2006/7 FY, rising to £6.4 million in 2007/8
  • Performance to end of February
    • Averaging just 49% of starts against original profile (43% YTD) – national average 53/47% respectively
    • L2 only 51% of YTD total delivered (national average 54%
    • L2 achievements 42% of YTD target (national average 28%
  • Performance cont’d
    • Basic skills starts: 27% of starts against YTD profile (31% national average)
    • Basic skills achievements: 30% of YTD total (national average 19%)
    • only 3 providers performing to profile
    • 4 providers have delivered nothing to date.
  • Key issues to be addressed
    • improve the flow of potential L2 starts from brokers to providers WITHOUT making this a L2 only programme
    • Improving the performance of providers in delivering starts and achievements
    • improving employer engagement in a systematic way – not a “free for all” to contact employers
  • TRAIN TO GAIN MARKETING & COMMUNICATIONS 06-08 Margaret Warren Marketing & Communications LSC East Midlands April 2007
  • INTRODUCTION
    • Train to Gain has been developed as a national brand that the LSC licences to Train to Gain contracted partners:
    • EMB
    • 39 East Midlands approved training providers; and
    • Their consortia members.
    • Non-contracted training providers are not permitted to use the Train to Gain logo and brand.
  • TRAIN TO GAIN EAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 1 – Summer 06
    • Local radio commercials
    • Direct mailer to priority sectors
    • Telemarketing/brokerage service – TANGIBLE RESULTS
    • PR & communications in business and partner media
    • Gain the Advantage cards – including some of the following ‘call to action’
      • SMS text service – text TRAIN to 64446
      • Online enquiry registration – www.iwanttotrain.com
      • Train to Gain Employer regional helpline 0845 057 1817
      • National Website – www.traintogain.gov.uk
    • Train to Gain Regional Fax 0845 057 1816
  • TRAIN TO GAIN EAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 2 Autumn 06/Spring 07
    • Targeting sectors within parcels thro’ telemarketing
    • i.e. Parcel 1 is Derbyshire - logistics & distribution, construction, food & drink, engineering and Health & Social Care
    • Sector case studies – highlighting qualifications, learning opportunities & key business benefits
    • Call to Action business cards – wider circulation to LSC, Connexions, JC+ employer facing staff
    • Developing tactics with EMB brokers to target the 1,000+ organisations
  • TRAIN TO GAIN EAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 1 and 2
    • RESULTS:
    • MARKETING & COMMUNICATIONS INBOUND
      • Mailings 35
      • Press 23
      • Electronic 106
    • TELEMARKETING OUTBOUND
    • – 5-25 employee in priority sectors
      • 2,563 employer leads
      • Equates to 4.3 leads per day
      • 92% hard to reach organisations
      • Up-dated 17,207 records
      • Spoken to 11,321 decision makers
  • TRAIN TO GAIN NATIONAL MARKETING & COMMUNICATIONS PHASE 2 – Spring 07
    • National Train to Gain marketing campaign from 19 Feb to 1 April 2007 includes:
      • Stakeholder communications
      • PR : case studies, briefing packs, advertorials, media briefings
      • Advertising : National Dailies and Sundays
        • East Midlands impact 1.5m SME’s
      • Commercial Radio station adverts : Heart FM, Leicester Sound, RAM FM East Midlands Impact: 36m adults
      • Local press : Leicester Mercury, Derby Evening Telegraph and Nottingham Evening Post East Midlands impact: 558,000 ABC1 adults
  • TRAIN TO GAIN NATIONAL MARKETING & COMMUNICATIONS PHASE 3 – Summer 07
    • National Train to Gain campaign under the banner of the LSC’s
    • BIG SKILLS CAMPAIGN 14 May 2007 to October 2007
    • Includes:
      • TV
      • Press – national and regional
      • Radio
      • Outdoor
      • Call to Action 08000 15 55 45 and www.traintogain.gov.uk
    • LSC East Midlands has submitted a media ‘wish list’
  • TRAIN TO GAIN EAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 3 – Summer 07
    • Telemarketing
      • Outbound Tangible Results Inbound EMB from 1 June 2007
    • Retail Train to Gain pack – for the employer and potential employees – major retail developments Leicester, Derby and Nottingham inc. a employer/employee voucher
    • Advertising to include bus backs, banner stands, regional business magazines
    • PR & case studies targeted at trade and sector press, regional business magazines, professional bodies, exhibitions/conferences
    • what makes them tick! working in partnership with Sector Skill Councils/LSC Sector Development Managers to target sector employers i.e. Easter egg box mailer
    • 1,000+ Employer PLEDGE – May 2007
  • TRAIN TO GAIN EAST MIDLANDS MARKETING & COMMUNICATIONS PHASE 3 – Summer 07
    • Our offer to our 39 Providers
    • Client Base Pilot
    • Autumn 2006 providers supplied their ‘Client Base’ to the LSC
    • Client Base records total: Over 10,000 records sit on the interim CRM – flagged as ‘no contact to be made’ for TR purposes.
    • The LSC will work with providers and TR to conduct telemarketing activity in order to generate warm leads for the provider to extend and re-energise their active ‘Client Base’
    • If the Provider is not able to service the employer’s request the lead is re-directed to an EMB broker, who will source a suitable provider.
    • NO employer record will be removed from the Providers ‘Client Base’. You will receive a cleansed ‘Client Base’ for you to continue to develop.
    • The LSC East Midlands will pay!
  • TRAIN TO GAIN EAST MIDLANDS MARKETING & COMMUNICATIONS
    • TRAIN TO GAIN BRAND IDENTITY GUIDELINES OVERVIEW – Guidelines, logo artwork, sample material, brand DVD and templates
    • www.lsc.gov.uk/campaignresources
    • HELP in applying the brand guidelines email
    • [email_address] (answers within 48 hours)
    • LSC advice and approval
    • [email_address] or [email_address]
    • This applies to ALL Train to Gain marketing and communications
  • TRAIN TO GAIN
  • Provider Financial Assurance
    • Regional Audit Team
    • IMV Audit Feedback and Beyond
    • Andrew Neill – Regional Audit Manager
    • Wayne Gellion – Senior Auditor
    • April, 2007.
  • Background
    • PFA has a role of examining provider’s compliance with LSC terms and conditions of funding.
    • Initial monitoring visits (IMVs) help ascertain quickly a provider’s control over LSC funds. Appropriate for new providers and new funding streams but do not represent full assurance. They do not quantify errors.
    • TTG has come under much ongoing scrutiny, within the LSC, from the DfES and elsewhere – more to follow!
  • Main Issues Arising
    • Eligibility – 75% of 39 Providers
      • No evidence of learner eligibility
      • Conflicting evidence with the learners prior attainment
      • No evidence that the learner had a contract of employment
      • No evidence that the learner had been resident for 3 years
      • Learner eligibility declaration not fully and correctly completed
    • Higher Rate – 62%
      • Not clearly justified and quantified to 20 hours ( 11 hours + of UK&U? )
      • Incorrect rate identified based on hours quantified
  • Main Issues Arising (2)
    • Attendance – 51%
      • No evidence of 2 hours before start claimed
      • Evidence of 2 hours was not UK&U ( change of rules Nov 06 )
    • Checklist – 36%
      • No evidence of documented checks taking place
      • Checks do not cover all aspects before funding can be claimed
    • Induction / ILR / ILP / IAG – 36%
      • No evidence of induction
      • No evidence of Pre-entry IAG
      • ILR not fully and correctly completed
      • ILP does not meet the minimum requirements / not fully and correctly completed
  • Main Issues Arising (3)
    • Policies and Procedures – 33%
      • Policies not documented or draft
      • Do not cover risk management
    • Skills for Life – 23%
      • Learner’s needs identified at below entry level 3 ( not fundable through TtG )
      • Learner’s needs not being adequately identified
      • No evidence that the needs are being appropriately addressed
    • Subcontractors – 23%
      • No approval for management fee greater than 10%
      • No contracts in place
      • No checking of evidence before start claimed
  • Recommendations / Best Practice
    • Eligibility Checklist ( to include as a minimum )
      • Is the employer ineligible ( Paragraph 76 to 80 )?
      • Does the learner have a contract of employment?
      • Has the learner been ordinarily resident in the UK or EU country for 3 years or more ( NI number of SE, SC or PX indicates overseas )?
      • Has the learner already achieved a full level 2 qualification or equivalent ( is other evidence consistent, ie skills for life screeners )?
      • Is the learner working towards a fundable qualification?
      • Was the learner above 19 when they started the programme?
      • Declaration that evidence seen - signed and dated by an appropriate person?
  • Recommendations / Best Practice (2)
    • Start Checklist
      • Has the learner received a comprehensive induction?
      • Has the learner received a pre-entry IAG?
      • Has the learner got an ILP, which they have agreed?
      • Is there a quantifiable rationale for the claiming of the higher rate?
      • Is there evidence of 2 hours UK&U has been delivered?
      • Is there a Skills for Life assessment that identifies the learner’s need ( if this is below entry level 3, this need should be addressed before entry to the TtG programme )?
      • Declaration that evidence seen - signed and dated by an appropriate person?
  • Recommendations / Best Practice (3)
    • Achievement Checklist
      • Is the qualification current and approved, i.e is a full level 2 and achieved before QCA certification end date?
      • Was the learner registered before the QCA last entry date?
      • Does the evidence show that the qualification has been achieved ( direct claims status – internal verifiers report )?
      • Has the learner undertaken more than 20 hours ( 11 + of UK&U ) for the higher rate?
      • Declaration that evidence seen - signed and dated by an appropriate person?
  • Recommendations / Best Practice (4)
    • Subcontractor Checklist
      • Have necessary checks confirmed subcontractor’s appropriateness to deliver training e.g. quality assurance arrangements, technical qualification, capacity and financial probity?
      • Is there a signed contract in place?
      • Has the subcontractor been risk assessed to decide the frequency of reviews?
      • Has the subcontractor been visited in accordance with this frequency, including checks on evidence, learner existence and eligibility?
  • Findings - Brokerage
      • Brokerage is a free service assessing employers needs – referrals to ‘best fit’ provision e.g. FE, HE, WBL or TTG.
      • Brokers currently rely on Learndirect ‘hot courses’ for referring on.
      • Brokers regularly make referrals to up to 8 providers to ensure 3 responses for employer’s consideration.
      • Brokers are measured on engaging employers - providers are measured on engagement of learners.
      • Providers are expected to self generate 70% of their TTG targets
  • Next Steps
      • Full assurance audits, determining level of substantive error in application of funds.
      • At least 1 visit every 3 years but may cover all in next 12 months (currently assessing risks).
      • Evidence reviews supporting sample of starts and achievement payments (30 to 90 items).
      • Errors will be recovered.
      • Errors exceeding 5% of the value of the sample will lead to extrapolations (painful!)
  • Next Steps
    • National view on TtG
      • ‘ robust assessment is essential and that it is the providers’ responsibility to ascertain positively what prior attainment has been achieved as part of that process’
      • ‘ Intention to extend learner survey into the TTG audit approach as a standard requirement for all regional audit teams. It is further recommended that as an interim measure, until learner survey is extended, face to face learner interviews are carried out on a sample of learners, each time a TTG audit is conducted.’
    • Learner interviews will inform risk and direct further detailed testing in order to validate apparent errors and possible recoveries. Providers are advised to ensure learners are clear about their declarations at enrollment
    • Any Questions?
  • TRAIN TO GAIN
  • Workshops
    • Our College’s experience with
  • How we came to be doing Ttg
    • LSC / DfES publications indicated
      • the writing is on the wall for Learner responsive funding
    • College in recovery
      • we could not afford to lose any income streams
      • opportunities for new income streams should be exploited.
  • What issues did we have
    • No experience of managing this type of contract
    • Lecturers not assessors
    • No Matrix accreditation
    • No accredited status for Employer Engagement
    • No relationships with the brokers
  • But we had…..
    • A strong Employer engagement unit
    • A strong joint bidder in the field of Construction who we had worked with in the past via the LSC FE partnership route
    • A good zero based ‘off the shelf contract’ for Assessors
  • So…
    • Employed ‘Contracts Manager’ instead of a traditional MIS Manager
    • Appointed some assessors
    • Started down the Matrix route
  • Got accredited
  • Keep getting accredited
    • The ‘new standard in Employer Engagement’
    • We hope its as portable as we are told.
  • Tried to build links with the Brokers
    • 74 written proposals
      • plus approx 10 verbal over the phone if a broker has called urgently
      • At least 70 were returned within the timescales given by the brokers.
    • We have had 5 referrals from the above
    • 3 of the 5 were for companies the College were already working with 
  • Conclusions
    • Don’t rely on the Brokers
    • Create an Employer Engagement unit
    • Identify a way into the top of a supply chain
    • Find whatever partners you need to succeed
    • Work your way down the supply chain to individual sub contractors
    • Manage your relationship with the LSC and talk regularly
    • And …..
    • Spread the word about how Successful you are
  • Questions
  • BEST PRACTICE – EMPLOYER ENGAGEMENT Presented by Kate Pupynin, Quality Practitioner Beverley Priestley, Project Manager 10 th April 2007
  • WELCOME & INTRODUCTIONS A4E LTD
    • A4e Consortium Model
    • Consortium Approach to Employer Engagement
    • Quality Assuring Employer Engagement
  • A4E CONSORTIUM MODEL A4E LTD
    • Marketing & Promoting Train to Gain to Employers
      • Marketing Brochure
      • Template for Referrals (Bids)
      • Speed Dating Event with Brokers and Employers
      • CD ROM detailing Employer and Learner experiences
    • Diagnosing the business needs of Employer
      • Structured ONA/TNA
      • Integrate the Broker qualification with partnership practice
    • Involvement in Learning & Assessment
      • Job Analysis (Initial Assessment)
      • Planning & Reviewing Learning
    • Evaluating Quality & Impact
      • Qualitative Case Studies
      • Tours
  • APPROACH TO EMPLOYER ENGAGEMENT A4E LTD
    • 36 partners delivering within the majority of the occupational and sector areas under Train to Gain.
    • Range of experience and expertise across partners which includes:
  • APPROACH TO EMPLOYER ENGAGEMENT PARTNERS APPROACH – BEST PRACTICE
    • Whole organisation approach - from Senior Management through to shop Floor.
    • In-house Coach/Assessor supporting each candidate for a 16 week period after the initial workshops.
    • Using awareness campaigns, newsletters and competitions to communicate the project details progress.
    • TNA which diagnoses business need which informs which employees undergo the initial assessment that polarizes job role which informs NVQ choice and learning route way.
    • Feedback at all stages of the Learning journey. This process starts at the TNA stage and then initial assessment stage where feedback of findings that informs the learning route-way that the individual(s) will pursue, followed by ILP feedback (agree with the learner and employer the blended learning package), throughout the programme learners are reviewed in accordance to their individual needs where the employers is involved in this tri partite exercise and finally the employer is asked to evaluate the programme upon completion.  
  • QUALITY ASSURING EMPLOYER ENGAGEMENT A4E LTD Applying the 3 C’s to Diverse Practice Continuous Improvement Consistency Compliance
  • QUALITY ASSURING EMPLOYER ENGAGEMENT A4E LTD
    • Compliance
      • LSC Guidelines
    • Consistency
      • The Employer’s Journey
      • Quality Standards inc., Common Inspection Framework, Customer First, the New LSC Standards
      • Mapping the Standards into a coherent framework
    • Continuous Improvement
      • Contract Performance and Quality Monitoring Visits
      • Quality Improvement Projects (e.g. Streamlining Paperwork, ONA/TNA Guidelines)
      • Employer and Learner Surveys
      • Consortium Self Assessment and Quality Improvement Plan
  • TRAIN TO GAIN
  • TNG Midlands Region Train to Gain workshop April 2007
  • Anne Wright Area Manager
  • TNG “our company”
  • TNG performance ETP Interim Train to Gain Train to Gain
  • Train to Gain consortium partners EMB LTD
  • Andrew Hargreaves Employer Engagement Manager TNG - Midlands Region
  • our aim
    • To build on our current success, to continue to develop a co-ordinated approach to Employer Engagement ensuring existing and new client organisations across the region are aware of and have access to the full range of our services and those of our sponsors .
  • employer engagement strategy
    • A coordinated approach, and real focus on engaging employers
    • An ‘holistic’ employer offer, access to the full range of TNG products and services
    • Employer centred approach - move away from ‘selling’ specific programmes to identifying what employers need, brokering solutions from across TNG and through consortium partners
    • Account Management responsibility - creating and maintaining client relationships
  • employer engagement - key factors
    • The TNG Employer Offer
    • Marketing
    • Employer Engagement Team
    • A Sectoral Approach
    • Contract delivery / performance
  • TNG - employer offer Referral To partners Business Support Mentoring Leadership And Management Development Vocational Skills A pprenticeships Train to Gain Essential Skills Work Placements Recruitment Organisational Needs Analysis EMPLOYER
  • TNG employer offer
    • Demand Led - in terms of design, the ‘sell’, and the delivery
    • Standard “consistent” approach to Organisational Needs Analysis for any employer engaged
    • Look for ways to provide employers with what they want (whilst being mindful of sponsor priorities)
    • Quality delivery - it’s no good just getting the engagement right (performance: sponsor / employer / learner)
    • On-going client management – evaluation, review, implementation
  • marketing
    • A clear marketing strategy aimed at engaging employers in the range of TNG programmes and services - Regionally and Nationally
    • Clear common branding and ‘feel’ for all employer marketing materials - Employer focussed literature that:
      • Is clear and easy to digest
      • Can be customised to meet the needs of individual employers / sectors
      • Emphasises the benefits of particular services to the employer
    • Networking events - TNG and those organised by third parties
    • Sponsorship opportunities - raising the overall profile of TNG to prospective clients
    • Celebration events - recognising success e.g. TNG sponsorship of East Midlands Apprenticeship Awards March 2007 - TNG sponsors Employer of the Year
  • Employment Development Consultant
    • Initial contact for Employers, Brokers and funding support
    • Carry out Organisational Needs Analysis and subsequent action planning
    • Provide “ total support” to employers and learners
    • Promotion: working forums, conferences, exhibitions
    • Regional team - share experiences/personal development
    • Programme delivery - “Project Manage’ delivery from start to end (and beyond)
  • employer engagement team
    • Resources focussed on engaging and managing relationships with employers
    • Total understanding of TNG programmes and how they can be ‘linked’ in order to add value to our employers
    • Structured and continuous Professional Development for all staff involved with employers
  • sectoral approach
    • Key priorities for HM Government - East Midlands Region LSC priority sectors
    • TNG concentration on Health & Social Care, Retail & Management (includes delivery of customer service / business administration / B I T qualifications)
    • Ongoing development of linkages with appropriate Sector Skills Councils
    • Customise our employer offer and engagement methodologies to make them ‘relevant’ to the sector
    • Focus reflecting the needs of RDA’s, Sector Skills Councils, funding bodies etc.
  • Train to Gain - qualifications portfolio
    • Health & Social Care: levels 2 3 4 & Registered Manager
    • Child Care: levels 2 3 4
    • Play work: levels 2 3
    • Business Administration: levels 2 3
    • Customer Service: levels 2 3
    • Retail: levels 2 3
    • Business Improvement Techniques: levels 2 3 4
    • ILM – Team leader and Management: levels 2 3 4
    • Bespoke training / short courses
  • captavia - crm
    • Launch of Client Record Management system CAPTAVIA across the East Midlands Region 2007
    • Support efficient Account Management of employers:
      • Record of all employer interactions
      • Tracking of potential leads and activities
    • Resource for future telemarketing, mailshot, e-marketing activity
    • em skills
    • A regional brand employers recognise as being a standard for excellent provision in programme delivery & employer engagement
    • Self assessment: June - November 06
    • City& Guilds external verification: December 06
    • Award Accreditation: March 2007
    • The new Standard for Employer Responsiveness
    • A national standard for employer responsiveness credible to
    • business backed by the Sector Skills Councils
    • Self assessment: May - November 06
    • Application review: December 06
    • Validation survey: Jan - March 2007
  • in conclusion
    • Employer engagement is key to our future success:
    • Focused targeting of resources
    • Investment in training and development
    • Move away from programme specific engagement to an employer centred approach
    • Marketing materials designed to employer need
    • Regional Employer Engagement Team
  • TNG contact information TNG 4 th Floor Epic House Charles Street Leicester LE1 3SG tel: 0116 262 5261 fax: 0116 262 5274 [email_address] Anne Wright - Area Manager- 07899 904268 A ndrew Hargreaves - Employer Engagement Manager - Midlands 0 7800 728532  
  • TRAIN TO GAIN
  • Regional Business Support Information System Delivering Joined up Business Support
  • Regional IS Rational
    • Developing an IS strategy for the region
    • Consistency of delivery and customer experience (skills, BL, MAS…)
    • Impartiality (MI & Analysis)
    • Collaboration & sharing
    • Freeing up the deliverer to focus on IDB
    • Provide an infrastructure to enable regional management and coordination of the support network (No wrong door)
    • Improve the quality and relevance of business support
    • Consistent approach to the measurement process (MI)
    • Ability to monitor & evaluate the support network
    • Targeted Customer Relationship Marketing; Increased range/access of service
    • Produce a regional economic intelligence and market profile
  • Vision Statement The RBSIS will be the focal point for the management, coordination, development, marketing and tracking of all business support services in the region, raising the standards of service provision and expectation of the market.
  • East Midlands Business Support Regional Information System Regional CRM Integration Knowledge System e-Marketing Brokerage System Website Business Intelligence SME touch points
  • Management & Operation
  • RBSIS Customer Journey Alignment ESP LSC emda Specialist Skills Generalist BLOs referrals MI & Evaluation Requirements Operational Requirements Owned by RDA Operational Requirements RSB System Regional CRM Owned by LSC Business Business
  • Digital Dashboard
  • TRAIN TO GAIN