This document summarizes a report on a survey of 100 Black, Asian, and Minority Ethnic (BAME) apprentices in the UK. The survey found that BAME apprentices face numerous challenges including a lack of career progression opportunities, concerns about financial security, and experiences of racial abuse and discrimination. A majority of respondents were interested in joining a support network for BAME apprentices. The report recommends increasing support for BAME apprentices through mentorship programs, career development resources, and encouraging employers to improve recruitment, progression opportunities, and developing a more inclusive workplace culture for minority groups.
About BAME Apprenticeship Awards
Previously the Asian Apprenticeship Awards, the BAME Apprenticeship Awards aims to showcase talent and diversity within BAME communities through the celebration of those working hard to overcome adversity to achieve their goals through apprenticeships. The awards highlight the achievements of apprentices and the contribution of employers and learning providers who have assisted them along their journey.
Our findings were that several factors contributed to this, some which focussed on apprenticeships themselves and others around diversity. From our research we found that:
Apprenticeships were seen negatively
There was a lack of understanding of apprenticeships
More focus and pressure was being put on going to university
No positive apprentice role models
We used this as the basis for us to set up the Awards because we felt that an Awards would be the most effective means of inspiring excellence and sharing best practice as well as creating more opportunities for those involved.
“I’m delighted to be leading on this event for such a worthwhile cause and for you supporting us in raising awareness and celebrating the achievements of BAME Apprentices.
Safaraz Ali
Founder of BAME Apprenticeship Awards
The BAME Apprenticeship Awards aims to showcase the range of talent and hard work within the BAME communities which will be made possible with the contribution of employers and learning providers who share these beliefs.
The Asian Apprenticeship Awards was launched in March 2016 to celebrate the talent and diversity of under-represented British Asian Apprentices, their Employers and Training Providers. Apprenticeships have been seen as a secondary route for British Asians with the perception that University is the primary way for leading a successful career. This correlates with the current representation of British Asian apprentices with the starts of 2016/2017 - that being 4.1%. The 2017 awards brought together cross industry and sector leaders from across the country supporting not just the event, but the cause behind it. With over 60% of our audience at C-level or Managerial level, there was a high level of influence in the room - a significant increase from 2016.Our awards fits into a larger discussion around Black, Asian and Minority Ethnic (BAME) representation within the labour market. There has been a demand for diverse workforces, not just for the local and national demographic representation, but for the economic benefits. For the economy to thrive, diversity is key. Full representation of BAME individuals within workforces across the UK would be worth £24bn per year to the economy.Employers and Training Providers are recognising this and are bringing out initiatives to boost diverse representation.
https://bameapprenticeshipawards.co.uk/2017-asian-apprenticeship-awards/
Apprenticeships deliver not only for individuals and businesses, they’re also essential to the economy. It’s our belief that young people in apprenticeships and the employers who provide them with opportunities should be both recognised and celebrated.
About BAME Apprenticeship Awards
Previously the Asian Apprenticeship Awards, the BAME Apprenticeship Awards aims to showcase talent and diversity within BAME communities through the celebration of those working hard to overcome adversity to achieve their goals through apprenticeships. The awards highlight the achievements of apprentices and the contribution of employers and learning providers who have assisted them along their journey.
Our findings were that several factors contributed to this, some which focussed on apprenticeships themselves and others around diversity. From our research we found that:
Apprenticeships were seen negatively
There was a lack of understanding of apprenticeships
More focus and pressure was being put on going to university
No positive apprentice role models
We used this as the basis for us to set up the Awards because we felt that an Awards would be the most effective means of inspiring excellence and sharing best practice as well as creating more opportunities for those involved.
“I’m delighted to be leading on this event for such a worthwhile cause and for you supporting us in raising awareness and celebrating the achievements of BAME Apprentices.
Safaraz Ali
Founder of BAME Apprenticeship Awards
The BAME Apprenticeship Awards aims to showcase the range of talent and hard work within the BAME communities which will be made possible with the contribution of employers and learning providers who share these beliefs.
The Asian Apprenticeship Awards was launched in March 2016 to celebrate the talent and diversity of under-represented British Asian Apprentices, their Employers and Training Providers. Apprenticeships have been seen as a secondary route for British Asians with the perception that University is the primary way for leading a successful career. This correlates with the current representation of British Asian apprentices with the starts of 2016/2017 - that being 4.1%. The 2017 awards brought together cross industry and sector leaders from across the country supporting not just the event, but the cause behind it. With over 60% of our audience at C-level or Managerial level, there was a high level of influence in the room - a significant increase from 2016.Our awards fits into a larger discussion around Black, Asian and Minority Ethnic (BAME) representation within the labour market. There has been a demand for diverse workforces, not just for the local and national demographic representation, but for the economic benefits. For the economy to thrive, diversity is key. Full representation of BAME individuals within workforces across the UK would be worth £24bn per year to the economy.Employers and Training Providers are recognising this and are bringing out initiatives to boost diverse representation.
https://bameapprenticeshipawards.co.uk/2017-asian-apprenticeship-awards/
Apprenticeships deliver not only for individuals and businesses, they’re also essential to the economy. It’s our belief that young people in apprenticeships and the employers who provide them with opportunities should be both recognised and celebrated.
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This is the final quarterly report from 2015 CIPR President, Sarah Pinch, spotlighting progress towards her Presidential pledges:
- Making membership more meaningful to clients and employers
- Standing up for a profession confident in its high standards and able to demonstrate its value
- Building trust in our practice through the Code of Conduct and Continuing Professional Development
- Reaching audiences beyond the industry.
High youth unemployment puts the financial future of an entire generation at risk. JA answers with cutting- edge skill-building opportunities that enable young people to find meaningful, productive careers.
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From Diversity to Inclusion is a qualitative exploration of attitudes and experiences towards diversity issues impacting public relations.
Conducted by the CIPR's Diversity Working Group, the report delves deep into views of over 30 PR professionals who shared their views in an innovative digital research project and took part in roundtable discussions held in London and Leeds.
The findings point towards the need for Public Relations to adopt a mature approach to diversity and inclusion. The report reveals that PR must take ownership of the diversity agenda by delivering inclusive leadership and ensuring inclusive communications are factored into campaign planning.
This is the final quarterly report from 2015 CIPR President, Sarah Pinch, spotlighting progress towards her Presidential pledges:
- Making membership more meaningful to clients and employers
- Standing up for a profession confident in its high standards and able to demonstrate its value
- Building trust in our practice through the Code of Conduct and Continuing Professional Development
- Reaching audiences beyond the industry.
High youth unemployment puts the financial future of an entire generation at risk. JA answers with cutting- edge skill-building opportunities that enable young people to find meaningful, productive careers.
A guide to Enterprise Education For Enterprise Coordinators, teachers and lea...Ghazally Spahat
This guide has been produced following extensive research on Enterprise Education1 to ensure that it reflects the experiences and needs of those delivering Enterprise Education today and in the future.
With a serious talent shortage on the horizon, the insurance industry needs to become an employer of choice for the next generation. Here's how to do it.
Mar 01, 2015 | By Melissa Hillebrand
What can employers do today to develop the leadership and management talent of tomorrow?
Our survey of 1,510 16-21-year-olds reveals their aspirations to become the next generation of bosses and team leaders.
Read on to find out the challenges they face, and the steps employers and educators can take to equip young people with work-ready skills.
Preparing the Poor and Vulnerable for Digital Jobs: Lessons from Eight Promis...The Rockefeller Foundation
This report profiles successful demand-driven training programs from across the globe. These programs intentionally configure curriculum and other design elements to meet the needs of potential employers. Demand-driven training programs are a key pillar of our strategy for Digital Jobs Africa Initiative because they help ensure that the skills people learn are right for the job they are seeking. The report includes key lessons from the profiled models that can be used as a guide to successful demand-driven training programs.
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Facebook chia sẻ báo cáo mới về tầm quan trọng của tính đa dạng trong quảng cáoMarketingTrips
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It is clear that the dynamics and demographics of the Canadian workforce are changing. Currently, more than 50 per cent of the Canadian workforce is comprised of Millennials, those roughly born between 1980 and 2000. This is a staggering and important change for all industries in Canada.
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The Lasting Impact Report surveyed the returned volunteers from nine companies who volunteered between 20 14 and 2017. The findings show that 91% of respondents were more engaged with their company’s CSR policy, 77% were better able to see how the company’s operations affected the poor and marginalised and 78% were better able to see how the sustainability policy and operations could be improved. Most importantly, 74% actively made recommendations for positive change in their company.
Responsible Individual Training fostercare- F5 Foster Care UKThe Pathway Group
Responsible Individual Training for Foster Care provided complimentary by Safaraz Ali
www.safaraz.co.uk
Responsible Individual Training fostercare- F5 Foster Care UK
Responsible Individual Training UK"
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RI Training
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the original content of the 1973 TPS manual1 was written by
the staff2 of Toyota Motor Corp. (OMCD - Operations Management Consulting Division.
By 1970, Toyota had a fairly stable production system internally and they made a decision to
assist suppliers by sharing their knowledge and skills. To do this, Toyota created a special
internal improvement group called Production Research Division (later renamed Operations
Management Consulting Division – OMCD)
his 1973 manual was also used as course materials by Ohno and his team – the Japanese
Management Association compiled their workshop materials and released it as a book in the
1978. Productivity Press translated it and released it as Kanban: Just-in-time at Toyota in
1986. While much of the Productivity Press book consists of the same materials as the 1973
TPS Manual, it is not presented in the same order.
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3. Aims
This research has been conducted to find out how we
can further improve apprenticeship offerings to
individuals from BAME backgrounds; through the
possible development of a BAME Apprentice Network
and employer support organisation.
Methodology
100 BAME apprentices were sampled and a
questionnaire used to gather first-hand data of their
experiences and views.
Findings
This study shows that BAME apprentices are facing
numerous challenges, influencing their engagement
with apprenticeships, as well as their experiences once
in an apprentice role. They wish to be part of support
networks to improve their experiences. Employers also
require support to recruit more apprentices from BAME
backgrounds.
Recommendations
Increased support for BAME apprentices and their
employers is needed. BAME networks for apprentices
should be forged, to ensure that their needs are
understood and met.
ABSTRACT
03
4. 04
BACKGROUND
In 2016 Business Secretary Sajid Javed MP, set a target that BAME apprenticeship uptake must
increase to 20% by 2020. As little research had been carried out into the factors influencing the poor
uptake of apprenticeships from BAME communities; it was unclear why the BAME community was
not engaging with the apprenticeship opportunities.
In light of this, Thinkfest set out to gather data that might glean the relevant information around
apprenticeships; specifically sampling those members of the BAME community who had first-hand
experience in the world of apprenticeships. In doing this, Thinkfest gained subjective and insightful
views of the current apprenticeship scene, which could then be used to inform further engagement
with the community.
Over the past 5 years Thinkfest has run the BAME Apprenticeship Awards (previously Asian
Apprenticeship Awards), where successful apprentices were given a platform to share their triumphs
through a collective and public celebration of their achievements giving credibility and publicity to
apprenticeships. Through the engagement with employers and learning providers, the awards
brought to the forefront key issues surrounding the need for greater diversity within apprenticeships.
According to a 2019 government survey, between 2009 and 2018, the percentage of apprentices
from the ‘Black, Asian, Mixed and Other’ ethnic groups combined, increased from 6.7% to 11.1%;
whilst the number of people who participated in apprenticeships tripled over the same period to
90,200. The survey showed a growing demand among BAME apprentices for apprenticeships in
three subject areas: business administration, health and social care and retail and commercial
enterprises (accounting for 81% of BAME apprentices compared with 72% of ‘White’ apprentices). It
also highlighted opportunities to improve representation in sectors such as engineering and
construction, where BAME apprentices are currently underrepresented.
Following the findings of this report we found that a wider issue needed to be dealt with, and thus
rebranded and became the BAME Apprenticeship Awards. We realised that there was a broader
need for racial inclusion within apprenticeships, especially in terms of progression within
apprenticeships.
This research therefore aims to explore the additional efforts that need to be made to further our
work to continue to promote apprenticeships within the BAME community.
5. To find out what issues BAME apprentices are
facing and their subsequent needs.
To find out whether the label BAME is relevant
To unearth current employer limitations and
opportunities for development
To discover whether a BAME Apprentice network
might be required and the purposes it should
achieve.
Over the last 5 years the BAME Apprenticeship
Awards have been pivotal in bringing together
employers and apprenticeship stakeholders to
celebrate amazing BAME apprentice talent. However
not enough has been done to address the ethnicity
employment gap. To advance our work in this area, we
are conducting this report to find out how we can
further improve apprenticeship offerings, to those
individuals from BAME backgrounds.
Our key objectives are-
AIMS & OBJECTIVES
05
6. We reached out to over 100 BAME apprentices, asking them to complete a questionnaire about
their experiences during their apprenticeship. Of the 100 apprentices that completed the survey,
82% were still currently enrolled in an apprenticeship. The sample reflected a comparatively equal
mix of individuals from a variety of BAME backgrounds. Similarly, those taking part were from a
variety of sectors, with a majority working in engineering and manufacturing along with health,
medical and social care.
In regards to age, 60% were between the ages of 16 to 24, 24% were 25 to 35 and 16% were over
35. Those taking part were informed that their responses would be completely anonymised,
providing them with the reassurance and confidence that they could be completely honest in their
responses.
06
OUR SAMPLE
What sector do you work in?
Which of these best describe your ethnic group?
7. Following much media attention and debate around the use of
the term BAME, we were keen to find out whether our sample
of apprentices recognised and identified with the term BAME.
The resulting 80% who stated that they did identify with the
term BAME, gave us confidence that BAME is still a relevant
term, and should be used as a catalyst for change.
Throughout the data we did not find any specific trends
between different ethnic backgrounds and the answers
provided. This tells us that our sample are facing similar
issues regardless of their ethnic background.
77% of our sample had experienced racial abuse in their
lifetime, a worrying statistic which supported our hypothesis
that racial discrimination is a major factor affecting people from
BAME backgrounds. This may also explain why 45% feel at a
disadvantage because of their ethnic background and 36%
feel that they are less employable because of their race. On a
positive note only 15% of responders felt that their employer
was not inclusive and equal, with 23% of them still unsure.
The areas of concern for apprentices gave us a great insight
into the barriers that are contributing to the low uptake of
apprenticeships in the BAME community. With career
progression being the highest scoring category at 83%,
financial security at 76% and mental health at 62%. Family,
52% and housing, 40% were also hurdles that our sample
faced.
81%
14%
5%
OUR FINDINGS
77%
45%
27%
28%
36%
24%
40%
62%
23%
15%
73%
Do you identify as BAME?
Yes
Maybe
No
Have you ever experienced
racial abuse?
Yes
Do you feel disadvantaged
because of your race?
Yes
Maybe
No
Do you feel less
employable because of
your race?
Yes
Maybe
No
Do you feel your employer
is inclusive and equal?
Yes
Maybe
No
Do you think corporate
organisations do enough to
recruit from BAME backgrounds?
NO
Housing
Mental Health
Family
Financial Security
Racism
Career Progression
Which of the following areas are of concern for you?
40%
62%
52%
76%
67%
83%
8. With career progression being a great concern to people from BAME backgrounds, we delved
further, finding out more about their access to support and what resources they felt they needed to
succeed.
Only 24% of apprentices had access to an apprentice support group or network, with 90% saying
that they would be interested in joining a National Apprentice Network support group made for
BAME apprentices. 75% of the sample requested support in the way of professional development
workshops with 64% looking for career progression and additional professional training.
OUR FINDINGS
Are you currently a member / have access
to an apprentice support group or network
of any kind?
Would you be interested in joining a
national apprentice network/support group
made for BAME apprentices?
NO
76%
YES
24%
YES
90%
NO
10%
75% - Professional Development Workshops
61% - Personal Development / Wellbeing / Mental Health Workshops
63% - Additional Professional Training & Mentoring
60% - Networking and Connecting with other apprentices
59% - New Job opportunities
64% - Career Progression Training
What kind of support or activities would be most valuable if you joined this
BAME Apprentice Network?
9. The initial part of our survey looked into how individuals
identified and how they felt it impacts their life and career.
The findings were very clear in showing us that a large
majority of people from BAME backgrounds experience racial
abuse. This would undoubtedly have a negative impact on
their confidence in their own ability, giving rise to insecurities,
uncertainties and self-doubt. Making them feel that they’ve
failed before they’ve even tried.
With 45% of the sample answering that they did sense
marginalisation and 27% not being sure; it supported our
hypothesis that BAME apprentices need appropriate and
targeted support. It is therefore clear that more work needs to
be done to promote racial equality in society and the
workplace.
While only a small number of people felt that their employer
was not inclusive and equal, a large proportion did feel that
corporate organisations do not do enough to recruit people
from BAME backgrounds. This means that employers need to
do more to engage with the BAME communities.
We felt it important to ask the sample if they identified as
BAME, in order to ensure that the title for the proposed
support network and groups would be appropriately labelled
to attract the target group of apprentices. With 81% of the
apprentices answering ‘yes’ to BAME identification, and only
5% saying no, we feel that this term remains relevant and
appropriate.
In light of the areas of concern emphasised by the sample,
we also discovered the obstacles faced by BAME
apprentices, affording us with the opportunity to make
concerted changes through support and training. Drawing
upon the first-hand insights of our responders, we see that
career progression and financial security contributed greatly
to decisions regarding apprenticeship engagement. Thus,
reminding us of the need for employers to augment the
apprentice experiences in this area.
DISCUSSION
09
10. Mental health, housing and family issues, also suggest a need
for personal support for BAME apprentices; helping them not
only to enter into the roles, but also commit fully to them,
carrying them to completion.
A significantly large amount of the apprentices sampled were
between 16 and 24 years old, with over ¾ of them not being a
member of, or having access to any support groups. This
seems a worrying finding in that, the youngest members of our
workforce, those who are still learning and the least skilled are
not receiving the support that they most certainly require and
would benefit from.
The research also showed that the apprentice sample agreed
with this suggestion, with over 90% expressing an interest in
being part of a national support group/network for BAME
apprentices. This recognition of a need for support by the
BAME apprentices highlighted that this needed to be acted
upon in order to improve the apprentice experience and
outcomes.
When we delved into the types of activities and support that
the apprentices might appreciate, they expressed a clear
interest in professional development, additional training, new
job opportunities and career progression training. Therefore,
although employers may already be offering some training and
development to their apprentices, there is certainly a great
deal more to be done in this area. BAME apprentices not only
wished to be part of a network which could support them, they
also valued additional training and development prospects.
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DISCUSSION
11. Increase visibility of positive BAME apprentice role models and leaders
Create a network to support BAME apprentices with personal and professional development.
Carry out more research into the disparities between different ethnicities
Support employers to-
Engage with BAME communities
Market more career opportunities to potential BAME apprentices.
Create more progression opportunities for BAME apprentices.
Develop a more diverse, inclusive and equal workplace for all.
The central finding of the report is that numerous and marked changes must be made by employers
to recruit more BAME apprentices. This can be achieved through the routes and changes unearthed
through this research.
The need for career progression opportunities should be addressed by employers, making clear the
stratification of roles and responsibilities at each point. BAME Apprentices not only need to be
aware of the progression available to them, but also be supported and given the chances to meet
these superior roles.
In order to address the findings of this report we intend to-
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RECOMMENDATIONS
12. In partnership with:
Report produced by:
www.BAMEApprenticeNetwork.com
info@bameapprenticeNetwork.com
0121 708 0731