Module 3 Cultivating an Apprenticeship Culture in SME's

www.apprenticeshipalliances.eu
This programme has been funded with
support from the European Commission
Module 3 – Cultivating an
Apprenticeship Culture in SMEs
The European Commission support for the production of this
publication does not constitute an endorsement of the contents
which reflects the views only of the authors, and the Commission
cannot be held responsible for any use which may be made of
the information contained therein."

Why cultivating an apprenticeship culture is important
Introduction
Module 3 –
Cultivating an
Apprenticeship
Culture in SME’s
Learning
Objectives
1
Managing Talent
2
The value of peer learning and connections
Encouraging Peer Learning
and Connections
3
How learning can transform an SME
Cultivating a Culture of
Learning
4
Apprenticeship Alliances (RAISE)
Tools to help SME’s grow and develop an
Apprenticeship and Learning Culture in their companies

Introduction
US
Why cultivating a culture of
apprenticeship is important?
Taking on an apprentice can be
hugely beneficial for all involved,
however, research suggests that
different age groups generally
have differing attitudes and needs
in relation to work; depending on
their personal circumstances in
their formative years and the
nature of the economy when they
joined the workforce
1

• SME apprentice employers are uniquely
positioned to provide support and guidance for
apprentices, especially young apprentices for
whom the apprenticeship is their first introduction
to the world of work.
• To be an ideal apprentice employer, the SME will
be adaptable and have a willingness to support
the apprentice to develop professionally and
personally under their guidance.
Supporting young apprentices in their
career and personal development
Source: http://www.ecu.ac.uk/wp-content/uploads/2015/09/CITB-Apprenticeships-Employer-
Support-Pack.pdf
1

• SME owners should try cultivate a supportive and
professional relationship by taking an interest in the young
person and get to know them. This will help the apprentice
feel comfortable at work and will ultimately encourage a
productive and trusting relationship between the employer
and the apprentice.
• Open communication from the start is essential. A formal
induction is important with SMEs advising on the
background to the SME, the general working procedures,
roles and responsibilities etc. – see Module 5 for
resources on induction
How SME’s can support young
apprentices
Support-Pack.pdf
1

• The power of positivity - It has been said that
young people can require more regular
positive and constructive feedback than older
people, as well as regular commentary on
their performance. This may be because they
lack previous work experience which they can
apply. Positive reinforcement that they are
doing a good job will help to build self-esteem
and make the apprentice feel like they are a
valued part of the company.
Support-Pack.pdf
1
apprentices

• The power of positivity – many young people will bring
energy, enthusiasm, a fresh perspective, a dedication to
achieve and technological know-how to the job.
• SME’s should focus on the strengths and the positive
attributes that the young person brings to the job. Positivity
breeds positivity so if the business owner highlights the positive
value that the apprentice brings to the business, it will have a
multiplier effect on other employees also.
• Provide a workplace mentor
Support-Pack.pdf
1
apprentices

• SME owners need to give clear directions and instructions
of processes and procedures.
• This requires a commitment to a work based learning/on
the job training
• Involves the business owner or apprentice supervisor
working directly with the apprentice to show them how to
do things - do not just leave them on their own to get on
with it.
• Showing apprentices how to do things correctly and
working with them until they perfect processes will
empower them.
Support-Pack.pdf
1 How SME’s can support young
apprentices

This promo video from
DFEEST, Australia shows
some of the things that can
go wrong when apprentices
are not supported and
supervised properly.
Source: https://www.youtube.com/watch?v=JoeGIVbiLac
1
Watch
apprentices

• SME owners need to give constructive feedback - offer
suggestions as to how problems can be rectified and
how processes could be improved to achieve more
positive outcomes.
• Business owners should plan regular meetings/talks with
the apprentice and ask whether there is any difficulties
they need help to overcome.
1 How SME’s can support young
apprentices

• The authorised apprenticeship trainer, in many cases
the company owner is entitled to train apprentices
himself / herself.
• Or he/she can entrust another competent employee
with this task. That employee will become the
workplace mentor and will be assigned the task of
training the apprentice alongside their regular work.
Assigning an Apprentice
Trainer/Supervisor or Workplace
Mentor
1

• Acts as a role model
• Integrates learning tasks into work activities
• Manages the apprentices training needs and motivation
• Manages health and safety risks while training
• Meets with the training organisation regularly to ensure
effective delivery and assessment practice
• Monitor progress towards completion of the personnel
learning plan
Role of an Apprentice
Trainer/Supervisor
1
Source:
https://www.training.nsw.gov.au/forms_documents/apprenticeships_traineeships/supervising_your
_app_trainee.pdf

• Helps the apprentice or trainee
develop problem solving and
general employability skills
• Promotes independence and self-
directed learning
• Maintains records of progress
• Be familiar with the qualifications
for the industry
Role of an Apprentice
Trainer/Supervisor
Source:
_app_trainee.pdf
1

The following key competences are required by the in company
trainer/supervisor:-
• The technical qualiﬁcation for the occupation involved
• Several years of work experience
• The willingness to participate in a train the trainer seminar ad a
trainer aptitude examination
• The willingness to work as trainer in addition to ‘normal’ work
• Personal and social competences: interested in training young
people
• Provides regular feedback and encouragement
Assigning an Apprentice
Trainer/Supervisor
- Key competences
1

The trainer/supervisor will:
• Acquire new skills as a mentor or workplace
coach
• Have the satisfaction of passing on their
knowledge and skills to others
• Enjoy seeing the apprentice develop their skills
• Develop a workforce of staff who are able to
complete delegated tasks
• Build work place relationships and foster a
positive work environment
Benefits for the Trainer/Supervisor
Source:
_app_trainee.pdf
1

Skills and Characteristics of Great
Collaborators:
The trainer/supervisor will benefit from focusing on developing
their collaboration skills:-
• Team focused. To successfully collaborate, you need to
be a team player and think about “we” rather than “I”. A
strong collaborator is mindful of shared goals and group
success.
• Generous. A great collaborator is willing to take the first
step and pitch in, even if they won’t get the spotlight.
Generosity is also an incredibly desirable leadership
characteristic.
• Curious. Great collaborators are good at asking the right
questions. They don’t interrogate; they simply follow their
natural curiosity because they want to know more.
1

Skills and Characteristics of Great
Collaborators:
• Appreciative. The best collaborators express sincere
appreciation for all that team members have contributed.
They’re not shy about expressing this appreciation and
they give credit where credit is due.
• Listens to understand. Great collaborators listen
attentively to what is being said. But more importantly,
they listen to understand.
• Gives and expects trust. More than anything, highly
successful collaborations are built on safety and trust.
Great collaborators help create and maintain that trusting
environment. They give their trust freely and expect to
receive trust in return.
1

Skills and Characteristics of Strong
Collaborators:
• Builds relationships; breaks down
walls. Collaboration is all about
working together. Strong
collaborators see the value in being
usually well connected and work
hard to build and maintain
relationships with others.
• Diplomatic. The best collaborators
are diplomats. They know that
relationships are built on mutual
respect.
1

EXERCISE - RATE YOUR
COLLABORATION SKILLS
Rate your collaboration
skills
- Weblink to be inserted
once technical development
of quiz is complete
1

By taking on an apprentice, the
SME has the opportunity to
cultivate a culture of learning
throughout the entire organisation.
This section introduces some
practical and transferrable
workplace learning that will benefit
the SME , the apprenticeship and
other employees.
Why Cultivate a Culture
of Learning?
USHow learning can transform an
SME
2
T
Be not afraid of
going slowly, be
afraid only of
standing still -
Chinese Proverb.

Benefits of a Culture of Learning
in an SME
There are multiple benefits for an SME to cultivate a culture of
learning :-
 An enhanced ability to compete in the marketplace, a learning
culture enables and encourages the best information,
solutions and ideas
 More effective leadership, because employees who love to
learn inspire others to perform on a much higher level
 Improved job retention, because the work that everyone does
becomes more stimulating and engaging
 Enhanced operations, because employees want to try out the
newest solutions and ideas
2

To grow and develop SMEs need to
be open to new approaches and
innovations.
RESOURCE – DOWNLOAD GUIDE FOR TRAINING IN SMES
A culture of learning in a company is a
very valuable asset that brings with it
endless business development
opportunities.
For learning cultures to bring value,
they need to be embedded into all
aspects of the SME’s work.
Nurturing a culture of continual
improvement built on appreciation and
respect will help you drive better results
with your team.
2

SME Business Owner as Lifelong
Learning Practitioners
SME business owners are always learning but may not be aware
of the formal description of Lifelong Learning.
Lifelong learning is the "ongoing, voluntary, and self-motivated" pursuit
of knowledge for either personal or professional reasons.
SME business owners can reap excellent benefits from fostering
a learning culture in the organisation which will benefit the
apprentice and all other employees. Employees and apprentices
follow example. Excellent leaders model the kind of learning
behaviour they would like to inspire in others.
2

• SME’s can empower apprenticeships and employees by creating
and enabling to create their own Personal Learning Plans.
• The Personal Learning Plan is a document between employee
and supervisor that captures the professional and personal
learning goals of the employee, aligns them with organisational
needs and priorities, identifies the necessary steps and
resources, and forms a plan to achieve those goals over the
coming year(s).
• The plan is a living document that should be reviewed and
renewed time over time based on changing goals as well
as those which have been reached.
Tools to nurture a
Culture of Learning –
Personal Learning Plans
2

1. Learning needs – what does the apprentice/ employee most
need to learn about in the weeks/months ahead?
2. Learning activities –what learning activities will meet these
learning needs, what help will you need and how long (time)
will it take?
3. Evidence of learning – How can you demonstrate learning
progress and achievements?
Personal Learning Plans – There
are 3 steps to
Getting Started
Source:
http://www.cobatrice.org/Data/upload/images/File/Assessment/Trainees%20guide%20to%20perso
nal%20learning%20plans.pdf
2

• Important that employees take
responsibility for their learning
plans and the direction they
want their learning and career
to go
Personal Learning Plans – Getting
Started
Source: https://smeportal.enterprise-ireland.com/wp-content/uploads/2017/08/CREATE-A-
LEARNING-PLAN.pdf
2
RESOURCE – DOWNLOAD
LEARNING PLAN TEMPLATE

Tools to nurture a
Culture of Learning- communications
Support-Pack.pdf
Guy Claxton, Professor in Education and Director of CLIO Development University of Bristol.
We now give insight into two communication techniques that
cultivate an apprenticeship culture..
2
1) Internal Communications 2) Effective Questioning Techniques
Research shows that people derive greater
satisfaction from their jobs and perform to
a higher standard when they are engaged
in their workplace.
Internal communications recognises that
employees are an SME’s most valuable
resource and are entitled to quality
communications
Good learning starts with questions, not
answers!* Research has found that by
listening effectively, you will get more
information from the people you manage,
you will increase others' trust in you, you
will reduce conflict, you will better
understand how to motivate others, and
you will inspire a higher level of
commitment in the people you manage.

Communications plays an integral role in the success of
an SME. Invest some time in improving communications
and reap the beneﬁts. The challenge for managers and
supervisors is to ﬁnd the time and the most effective
methods for communicating information in a timely and
open way to their staff.
1) Internal Communications
2

Internal communications is always two-way continuous
interactive process. Employees feel appreciated and
valued when
• they are regularly consulted and listened to
• their suggestions are acted upon
• they are the ﬁrst to hear important news
Studies have long shown that employees prefer to receive
information from their supervisors in terms of how it will
impact their workgroup .
Internal Communications
2

Internal Communications –
FORMAL FACE-TO-FACE COMMUNICATIONS
2
All-Staff “Big Picture” Meetings
PROS CONS
Staff feel part of the solution
Helps to break down silos
It takes time and commitment from
management
TIPS
• Prepare talking points in advance
• Use the feedback constructively – if suggestions are made and agreed
to, make sure to take action on same.
• Employees’ questions that cannot be answered at the meeting should
be addressed through e-mail or in future meetings –
but they must be addressed.

2
Department/Smaller Work Team Meetings
PROS CONS
• It keeps people informed about issues and project
management. Management and staff are all in the loop
on issues and projects, and their information came
directly from the source. It allows for exchange of
perspectives and knowledge.
• It provides opportunity to ask questions and clarify
understanding
• Operational decisions can be made, and tasks may be
assigned.
• Meetings reinforces the sense of team
There is an impact on
service delivery while
staff attend the
meeting: fewer staff at
work.
Staff meet regularly to discuss internal and external operational issues
facing their department or team.

2
Department/Smaller Work Team Meetings
Frequency is variable and should be set by the workgroup.
In some SMEs, daily meetings lasting 5–10 minutes may be appropriate.
In other situations, the team may get together on a weekly or biweekly
basis.
The traditional agenda is for the team leader speak ﬁrst to share
information with staff. Then, a roundtable gives staff a chance to speak to
tasks they are working on, pending issues they see on the horizon, etc.
Colleagues take their cues and adjust their workload accordingly.

2
Cross Department Meetings
PROS CONS
• It can build understanding of why some
decisions are made: attendees see their
personal role and their department’s role in the
big picture;
• Attendees become acquainted with others in
the department and hear the viewpoints of
colleagues in other sections.
• Attendees express their views and alert senior
management to issues.
• Builds organisational team spirit and fosters
morale.
There is an impact on service
delivery while staff attend the
meeting: fewer staff at work.
Allows for exchange information both vertically and horizontally across the
SME

OTHER COMMUNICATIONS
2
Vision, Values, and Mission Statements - Display in a prominent place
• Vision and values statements deﬁne how an SME sees itself or wants others to
see it.
• A mission statement explains why the SME exists or what it does
Bulletin Board
Simple but effective, a bulletin board is used to post information in a way that is
accessible to most staff members as a source for routine news and upcoming
events.
Suggestion Box
Management and staff suggest how the SME can improve its service, morale, etc.

OTHER COMMUNICATIONS
2
Newsletters
Regular SME publication, to which employees are encouraged to actively contribute, that
can be used to provide general information to all employees. Content should be feature-
oriented, people-focused, and light. Sample content:
• human interest stories involving employees
• new/departing staff, promotions, transfers
• employee recognition: e.g., long service awards, training
• general announcements
• new policies or procedures
• corporate sports and social events
• health and wellness information

2
Walkabouts
PROS CONS
• Less formal than a meeting
• Staff can “strut their stuff” and share ideas
and concerns with management in a less
formal situation
• It is informal, inexpensive and involves only a
short time commitment.
• It keeps management in touch with front-line
staff.
Follow ups are important
to show the real impact of
the walkabout
As the name implies, management tour the workplace to gain ﬁrst-hand
experience in the operation of their organisation.

2) Benefit from Effective Questioning
Techniques
Source: https://www.westlothian.gov.uk/media/2681/Questioning/pdf/Questioning.pdf
SME Managers/Supervisors can use effective questioning to
strengthen communications with staff and apprentices by:
• Increasing “wait time” after they pose a question, to allow
apprentices more time to process the question in their
minds. Asking apprentices to elaborate on their answers by
asking “why?”.
• Allow opportunities for apprentices to pose questions
amongst themselves. Providing opportunities that challenge
apprentices’ original conceptual understandings.
• Encouraging apprentices to work through their decision
making process, even if it brings frustration and makes them
leave their comfort zone of learning.
2

Effective Questioning examples….
Support-Pack.pdf
Some phrases for the Apprentice Trainer/Supervisor to use to
introduce feedback and use effective questioning :
• ‘You made a good start, and then forgot to ….’
• ‘You’ve nearly cracked this.
• I know it’s a tricky one. Try …’
• ‘It might help to jot down the instructions next time –‘
• ‘Well done, that was clearly explained.’
• ‘You’ve done a good job of that … now you need to …’
• ‘I wasn’t sure what you meant by …’
2

Effective Questioning
Source: https://hiring.monster.com/hr/hr-best-practices/workforce-management/hr-management-
skills/communications-in-the-workplace.aspx
Ask Easy Questions First:
To get apprentices and employees to reveal their problems,
roadblocks, concerns, and feelings, business owners
need them to talk. The more they talk, the more problems
they will reveal. To make it easy for people to talk, business
owners should begin conversations with questions that are
easy to answer and ones that they know their staff will enjoy
answering. Once they feel comfortable talking, the door will
open to ask deeper or more direct questions designed to
trigger self-awareness.
2

Effective Questioning
Source: https://hiring.monster.com/hr/hr-best-practices/workforce-management/hr-management-
skills/communications-in-the-workplace.aspx
Be Empathetic - Follow Emotional Cues to Problems:
A lot can be learned from listening to the words that are
often unsaid. Listening deeply with your eyes, ears, and
heart will lead you to emotional cues like voice inflection,
facial expressions, and body language that indicate that a
story point or issue has emotional significance. When you
find these cues, use follow-up questions to dig deeper.
This is where real problems, wants, and needs will be
revealed.
2

• The SME needs to allow time for the
apprentice or trainee to practise new
skills.
• Spaced repetition of new skills and
tasks will build competence.
• Everyone makes mistakes, so expect
mistakes. Point the apprentice or trainee
in the right direction.
Innovation and Learning in the
workplace – it takes time and patience!
2

• Little process changes can encourage
innovation and deeper learning.
• For example, rather than sitting down
for meetings, SME’s might consider
setting up walking meetings.
• Steve Jobs and Aristotle were fond of
taking walking meetings. Not only will
SME business owners get work done,
walking can even increase creativity and
productivity!
Innovation and Learning in the
workplace – SME’s should consider doing
things a little differently
2

Encouraging Peer
Learning and
Connections
USThe value of peer learning
and connections
What is Peer Learning ?
Learning with and from each
other typically involving
collaboration, problem solving
and teamwork.
3

How Peer Learning
works for SMEs …..
• Employees work cooperatively rather than competitively
• Involves more skilled employees imparting knowledge to apprentice learners, leads
to a company/practical experience being passed on
• Uses a team approach to workforce development and addressing skills gaps
• Stimulates critical thinking and the workforce work together and clarify ideas
through discussion and debate
3

Benefits of Peer Learning
for SMEs
• Develops higher level thinking skills
• Enhances self-management skills
• Creates a stronger social support system
• Encourages alternate apprentice assessment techniques
• Create an environments where employees can practice building leadership skills.
3

• Peer learning leads to more satisfaction with the learning
experience
• Encourages employee and apprentice responsibility for learning
and skills development
• Promotes innovation in teaching and skills development
• Promotes social and professional relationships - great for team
building
• Apprentices master knowledge through practice rather than
through theory
Benefits of Peer Learning for
Apprentices and Employees
3

• Promotes a positive attitude toward the subject matter
• Develops oral communication skills and social interaction skills
and encourages diversity understanding
• Creates an environment of active, involved, exploratory
learning
• Promotes higher achievement
• Established employers who have mastered their roles are
empowered to become mentors and instructors
Benefits of Peer Learning for
Apprentices and Employees
3

Pairing Apprentices with
Employee Mentors
There are two main types of mentorship:
• Informal mentorship is where the mentoring relationship develops quite
naturally usually out of common interests, goals, and agreeable
personalities.
• A formal mentorship which is one that is mandated by an outside third
party and possibly includes a forced pairing.
In some ways, apprenticeships include both of these types of mentoring. In
most instances, apprentices must have a supervisor, but they often find
themselves involved in informal mentoring also.
Learn more about what it takes to be a good
mentor in Module 2.
3

Managing Talent
Given on average, companies
now spend over one-third of
their revenues on employee
wages and benefits,
managing talent has never
been more important.
We review Talent Management
and tools to help SME’s grow,
develop and manage talent in
their companies
4

Managing Talent
4
SMEs know that they must have the best talent in order to
succeed in the increasingly competitive economy. Few, if any,
organisations today have an adequate supply of talent. Gaps
exist. Talent is an increasingly scarce resource, so it must be
managed to the fullest effect.
While much effort is put into hiring and developing staff - from
apprentices to experienced staff - retaining those staff, their
skills and their talent is both cost effective and essential.

Managing Talent
4
Many SMEs reduced their workforces in the recent recession and are now missing that
talent as the economy rebounds.
Talent is a rapidly increasing source of value creation ..
• An SME can create a new product and it is easily copied. Lower your prices and
competitors will follow.
• The ability to effectively hire, retain, deploy, and engage talent—at all levels—is
really the only true competitive
advantage of an SME

3 Top Tips for Managing Talent
4
Many in business think that talent is highly sensitive to and motivated by compensation
and that monetary rewards are key to their management. That is just one element of
the mix. 3 top tips for managing talent:-
1) Treat Them as Individuals - a unique, valuable individual.
2) Provide Opportunity Continuously -the biggest enemy for talent is blocked
opportunity as having to wait for a opportunity e.g. if blocked from or have to wait
too long for a promotion or opportunity to work on a new project, they will simply
go somewhere else.
3) Praise and recognition - praise has to be individualized.

• Once training is complete, your apprentice will become a
qualified tradesperson.
• This will be a great asset for your company. You will have a
person who has trained, worked and lived in accordance to
your company’s ideals.
• It may take some time for your newly qualified apprentice to
adjust, but don’t be afraid to offer them new responsibilities.
• Make them aware that they are a valuable part of your
business and even though their training is complete, there are
still ways in which they can grow and adapt as a worker as you
may even consider them as a supervisor for your next
apprentice!
Retaining Apprenticeship Talent
4

• Pay above the minimum wage
• Offer good training, mentoring and support
• Make career progression opportunities
clear
Retaining Apprenticeship Talent
– 3 Top Tips!
4

Tools to help SME manage and
develop their talent
4
Several online systems exist
that can help digitise delivery
of apprenticeships. One
example of a digital platform
for apprenticeships is Aptem.
Aptem is a specially designed UK
tech platform designed to
transform the delivery of
Apprenticeships in the UK.
Watch explainer video:
https://vimeo.com/mwstechnology
/apprenticeships

Apprenticeship Specific Tool
UK
4
Capita Talent Partnerships have
been using Aptem for
managing traineeships. Aptem
has enabled them to scale up
their programme rapidly and
still closely monitor and
maintain quality.
Watch explainer video:
http://www.mwstechnology.co
m/apprenticeships/case-study-
apprenticeships/

Tools to help SME manage
and develop their talent –
Quick Scan
4
• The SBB in the Netherlands offers a tool to check to what extent you’re ready
to become an apprentice employer
Source: https://erkenningsaanvraag-
mijn.s-bb.nl/Quickscan

Tools to help SME manage and
develop their talent – Networking
Tools
4
• Closed Facebook Groups are a great way of encouraging networking
and shared among your employees. Larger SME might just choose to
use the Facebook group for Apprentices. Some examples:
https://www.facebook.com/groups/1679630
142340943/
https://www.facebook.com/groups/453
893161439808/

You have now completed Module 3

Module 3 Cultivating an Apprenticeship Culture in SME's

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