The document discusses topics that will be covered in a presentation, including background information on the Multicultural Apprenticeship Alliance and its ecosystem. It discusses aspirations to become a strategic lead, focusing on customer growth, operational excellence, and sales/marketing. It also covers careers advice and support, the Gatsby Benchmarks, SWOT analysis, social media presence, collaborations, and championing change for BAME apprenticeships.
This is Toni Keskinen's introduction to Behavioral Economics, Future CMO's services and pricing. In case you are interested in giving an assignment, please contact Mr. Keskinen.
These are some examples of typical assignments or outcomes of projects:
Customer Journey Mapping, Analytics, Research and Design – Customer Experience design with full customer behaviour view to the market place. Strategic approach to actionable customer insights and topsight
Customer interface design and channel strategy > Holistic approach to customer interfaces based on thorough customer journey mapping and analysis. Service blueprinting main customer journeys for superb customer experience as effectively as possible
Social Media Strategy and Implementation > Technical solutions, operations & organisation, focus and goals for branding, customer service, -experience and sales
Inbound marketing strategies and implementation – Content marketing, publishing, social media engagements and translating the impact to leads and customer acquisition
Innovation ignite – customer interface driven innovation, open innovation opportunities and employee innovation generation
Lean Business Process design – Designing customer centric operations across touchpoints, enabling selfservice for improved customer experience and operationalizing the customer experience with lean processes
Corporate structure and organisation design – Often companies have organized their operations in to silos that effectively kill collaboration and shared learning, hinder change for better and strangle innovation. Unleashing the corporate capacity starts with structural change for better customer experience, continuous learning and improvement. The goal is to help create a workplace culture that supports trust, transparency and cross-functional collaboration.
Customer Value optimization – Unleashing the company’s full potential to deliver customer value and designing Symbiosis Strategy
IT infrastructure design for lean processes and optimal customer experience – Choosing and implementing right and sustainable technical solutions for efficiency and operational efficiency improvement
Inspiring employees and help them grow outside their current comfort zone - Inspirator and Catalyst for corporate culture change for sustainable growth and competitive advantage
RATIO: You need to develope the know how inside your company, outsourcing doesn’t grow your competitive advantage in sustainable way. This is why it is wise to hire an accelerator for change, who can train your team to deliver excellent performance and innovative development.
CORE SERVICE: EaaS-Executives as a Service
http://hbr.org/2012/05/the-rise-of-the-supertemp/
I have 25 years of job experience as CEO, COO, Director Business Developments, GM & Head of Admin & HRM Department, Marketing & Sales department, Public Relations, Team management, Procurement. Managerial & Management skills in various groups of companies, Govt. & Non Govt. Organizations, Public & Private Universities, School & Colleges, and Project-based Experience, Student-Parents counseling, Administration and Admission in Pioneer Coaching and Multitasking. Seeking a new opportunity in an organization where I can use my said above skills properly to achieve the goal and reach the target for the organization.
Organisational Performance Index (OPI) Business Excellence Model helps organizations interrogate their processes and benchmark the same against global standards. OPI is the tool KIM uses to determine Company/SME of the Year during COYA gala celebration
This is Toni Keskinen's introduction to Behavioral Economics, Future CMO's services and pricing. In case you are interested in giving an assignment, please contact Mr. Keskinen.
These are some examples of typical assignments or outcomes of projects:
Customer Journey Mapping, Analytics, Research and Design – Customer Experience design with full customer behaviour view to the market place. Strategic approach to actionable customer insights and topsight
Customer interface design and channel strategy > Holistic approach to customer interfaces based on thorough customer journey mapping and analysis. Service blueprinting main customer journeys for superb customer experience as effectively as possible
Social Media Strategy and Implementation > Technical solutions, operations & organisation, focus and goals for branding, customer service, -experience and sales
Inbound marketing strategies and implementation – Content marketing, publishing, social media engagements and translating the impact to leads and customer acquisition
Innovation ignite – customer interface driven innovation, open innovation opportunities and employee innovation generation
Lean Business Process design – Designing customer centric operations across touchpoints, enabling selfservice for improved customer experience and operationalizing the customer experience with lean processes
Corporate structure and organisation design – Often companies have organized their operations in to silos that effectively kill collaboration and shared learning, hinder change for better and strangle innovation. Unleashing the corporate capacity starts with structural change for better customer experience, continuous learning and improvement. The goal is to help create a workplace culture that supports trust, transparency and cross-functional collaboration.
Customer Value optimization – Unleashing the company’s full potential to deliver customer value and designing Symbiosis Strategy
IT infrastructure design for lean processes and optimal customer experience – Choosing and implementing right and sustainable technical solutions for efficiency and operational efficiency improvement
Inspiring employees and help them grow outside their current comfort zone - Inspirator and Catalyst for corporate culture change for sustainable growth and competitive advantage
RATIO: You need to develope the know how inside your company, outsourcing doesn’t grow your competitive advantage in sustainable way. This is why it is wise to hire an accelerator for change, who can train your team to deliver excellent performance and innovative development.
CORE SERVICE: EaaS-Executives as a Service
http://hbr.org/2012/05/the-rise-of-the-supertemp/
I have 25 years of job experience as CEO, COO, Director Business Developments, GM & Head of Admin & HRM Department, Marketing & Sales department, Public Relations, Team management, Procurement. Managerial & Management skills in various groups of companies, Govt. & Non Govt. Organizations, Public & Private Universities, School & Colleges, and Project-based Experience, Student-Parents counseling, Administration and Admission in Pioneer Coaching and Multitasking. Seeking a new opportunity in an organization where I can use my said above skills properly to achieve the goal and reach the target for the organization.
Organisational Performance Index (OPI) Business Excellence Model helps organizations interrogate their processes and benchmark the same against global standards. OPI is the tool KIM uses to determine Company/SME of the Year during COYA gala celebration
These slides compliment the webinar titled "People Culture - Whats it all about" presented by Paul Addy from Positive People HR.
Withing the webinar, Paul explores:
* What company culture is and how to better define it
* Articulating what the drivers of an engaged team are
* Some of the tools available to measure your employee engagement and your people culture
To listen to the full webinar recording, please visit http://shorebird-rpo.com/free-webinars/item/people-culture-whats-it-all-about
Uitleg over hoe je een ondernemerspln kunt maken. Uitleg in drie niveau's van detail: eerst op hoofd-termen, dan met korte uitleg en video's en vervolgens met zeer veel details (in Engelse taal). De details zijn voorbeelden en zijn naar eigen inzicht te benoemen of niet, dan wel zelf elementen toe te voegen.
At Achieve Performance, We help you maximize the productivity of your human resources – the people who carry the real responsibility for your company’s reputation, relationships and performance.
We are aiming at increasing your efficiencies in processes and human resource utilization and help you build a more efficient high performing change capable workforce.
A results-driven, dedicated professional with solid management experience gained in Marketing, Artist Management, Business Development, Customer Sales, Service and Retention, within the Financial / Compliance Insurance Industry and Call Center Sales / Employment / Recruitment Operations and Field Financial Sales.
An effective communicator at all levels, good problem solving, analytical and organisational skills, and a highly motivated leader with excellent people management skills.
These slides compliment the webinar titled "People Culture - Whats it all about" presented by Paul Addy from Positive People HR.
Withing the webinar, Paul explores:
* What company culture is and how to better define it
* Articulating what the drivers of an engaged team are
* Some of the tools available to measure your employee engagement and your people culture
To listen to the full webinar recording, please visit http://shorebird-rpo.com/free-webinars/item/people-culture-whats-it-all-about
Uitleg over hoe je een ondernemerspln kunt maken. Uitleg in drie niveau's van detail: eerst op hoofd-termen, dan met korte uitleg en video's en vervolgens met zeer veel details (in Engelse taal). De details zijn voorbeelden en zijn naar eigen inzicht te benoemen of niet, dan wel zelf elementen toe te voegen.
At Achieve Performance, We help you maximize the productivity of your human resources – the people who carry the real responsibility for your company’s reputation, relationships and performance.
We are aiming at increasing your efficiencies in processes and human resource utilization and help you build a more efficient high performing change capable workforce.
A results-driven, dedicated professional with solid management experience gained in Marketing, Artist Management, Business Development, Customer Sales, Service and Retention, within the Financial / Compliance Insurance Industry and Call Center Sales / Employment / Recruitment Operations and Field Financial Sales.
An effective communicator at all levels, good problem solving, analytical and organisational skills, and a highly motivated leader with excellent people management skills.
Similar to Multicultural Apprenticeships -Strategic Partnership Lead (20)
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"
"Foster Care Professional Development"
"Accredited Foster Care Training"
"Diversity in Foster Care"
"Inclusive Foster Care Training"
"F5 Foster Care UK Training"
"Foster Care Skills Enhancement"
"Leadership in Foster Care"
"Foster Care Excellence Programs"
"Equity in Foster Care Education"
RI Training
Responsible Individual Training for Foster Care
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.
Multicultural-Apprenticeship-Awards-2023-Compressed-Brochure.pdfThe Pathway Group
Celebrating Talent & Diversity
The Multicultural Apprenticeship Awards recognises multicultural British apprentices, their employers, and learning providers.
2023 Multicultural Apprenticeship Award winners revealed in Birmingham Ceremony
Empowering The Nation - White Paper
This is the white paper what was written to go along with the Peer Meet up event that was conducted on the 13th October. This covers about unleashing potential in the employability and skills sector, the power of partnership working, the current landscape of the sector and where it might be going in the next 12-18 months.
Peer Meetup by Safaraz Ali 13.Oct.2023
Powerpoint from the peer meet up online networking webinar that was conducted on the 13th October 2023. This covered topics such as recruitment, AI and the funding landscape.
Peer Meetup by Safaraz Ali 13.Oct.2023
Powerpoint from the peer meet up online networking webinar that was conducted on the 13th October 2023. This covered topics such as recruitment, AI and the funding landscape.
A Guide to Apprenticeships for the Higher Education Sector.pdfThe Pathway Group
A Guide to Apprenticeships for the Higher Education Sector.pdf
A guide to apprenticeships which is detailed to be about the higher education sector. Covers many topics such as: what is an apprenticeship and how they work, regulatory bodies, end-point assessments, delivery styles and how to keep up-to-date with industry changes.
All Matters Regulatory - Apprenticeship Training Material - Pathway Group.pdfThe Pathway Group
All Matters Regulatory - Apprenticeship Training Material - Pathway Group.ppt
A powerpoint talking about the regulatory bodies when it comes to apprenticeships, along with what they do and how they work.
All Matters Regulatory - Apprenticeship Training Material - Pathway Group.pptThe Pathway Group
All Matters Regulatory - Apprenticeship Training Material - Pathway Group.ppt
A powerpoint talking about the regulatory bodies when it comes to apprenticeships, along with what they do and how they work.
End-Point Assessment Organisations EPAOs - Apprenticeship Training Material -...The Pathway Group
End-Point Assessment Organisations EPAOs - Apprenticeship Training Material - Pathway Group.ppt
A presentation detailing the role that End-point assessment organisations play in apprenticeships, along with how to choose the right one for your company/training provider.
End-Point Assessment Organisations EPAOs - Apprenticeship Training Material -...The Pathway Group
End-Point Assessment Organisations EPAOs - Apprenticeship Training Material - Pathway Group.ppt
A presentation detailing the role that End-point assessment organisations play in apprenticeships, along with how to choose the right one for your company/training provider.
How Apprenticeships Work & Why They Work - Apprenticeship Training Material -...The Pathway Group
How Apprenticeships Work & Why They Work - Apprenticeship Training Material - Pathway Group
A powerpoint detailing about what exactly an apprenticeship is and why they have been working over the time that they have been introduced
How Apprenticeships Work & Why They Work - Apprenticeship Training Material -...The Pathway Group
How Apprenticeships Work & Why They Work - Apprenticeship Training Material - Pathway Group
A powerpoint detailing about what exactly an apprenticeship is and why they have been working over the time that they have been introduced
The World of Learning - Apprenticeship Training Material - Pathway Group.pptThe Pathway Group
The World of Learning - Apprenticeship Training Material - Pathway Group
A powerpoint which covers topics such as different learning and teaching styles, along with delving into what they are and the advantages of them.
The World of Learning - Apprenticeship Training Material - Pathway Group.pdfThe Pathway Group
The World of Learning - Apprenticeship Training Material - Pathway Group
A powerpoint which covers topics such as different learning and teaching styles, along with delving into what they are and the advantages of them.
How Independent Training Providers (ITPs) can survive and thrive in an inflat...The Pathway Group
The attached
white paper has been produced to help Independent
Training Providers (ITPs) negotiate the
uncertain economic and policy terrain.
We have a simple goal – to offer helpful
information to training providers to help
them survive and deliver what the UK needs –
a skilled, successful and happy workforce.
Pakistani Report: Understanding the Needs and Wants of the Pakistani Population in Birmingham
A grassroots community initiative to inspire initiatives for Pakistanis living in Birmingham.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
2. Some of the topics that will discuss in this
presentation…
• Background
• “Successful” Enterprise in our Sector – a
continuous journey and "Poor(er)” delivery
providers
• Aspirations for Strategic Lead
• Just some of our Current conversations
• Careers Advice & Support and The
Gatsby Benchmarks
• SWOT Analysis
• Social Media Platform and Current
Position Statement
• “BUILD ECO SYSTEMS AND CONNECT
IT ALL BACK”
• Priority Quadrant
• Pathway Core Values
• Customer Journey
• Our Events and Networking Brands
• Digital Engagement
• Why as “Multicultural” we exist?
• Endorsements
• Our campaigns- a key differentiator for us
3. Some of the topics that will discuss in this presentation…
• Collaborations – working well and focus
more on:
• Current conversations
• What’s worked well?
• BAME Apprenticeship Alliance – The
Brands
• Global Careers Alliance – Our ambition to
grow global
• Festival of Apprenticeships
• What we can do to champion further
change? (forgive the use of BAME here!)
• BAME Apprenticeship Alliance Patrons -
Our Focus
• BAME Apprenticeship Alliance Patron’s –
Pipeline / Prospect
• Getting it right for our partners:
• What does further success here look like?
• What we can do to champion further
change?
• What we offer: employer and learner
providers
• Current Landscape of Youth
Unemployment
4. Background
• Pathway Group aspires to be an organisation that Changes
Lives Through Skills and Work with the aim of making a
meaningful and impact difference to clients and learners. We do
this by becoming an indispensable partner of choice to funding
bodies, other lead providers, employers, and supply chain
delivery partners.
• As an organisation that aspires to ‘Changes Lives through Skills
and Work’ to make a meaningful and impactful difference to all
of our customers, including learners, participants, stakeholders,
employers, and this includes staff.
5. “Successful” Enterprise in our Sector –
a continuous journey
• Have customers (employers/learners)
• Staying relevant
• Costed and regularly monitored delivery
• Understand what is happening on the “coal face”
• Relentless focus on business development and customer service: VALUE-
• Strong management of finance, Strong and supportive & action led HR
• Positive, “can do” culture and climate
6. "Poor(er)” delivery providers
• Complacency
• No/little understanding of changing times
• Lack of customer service culture
• Staff Turnover and staffing
• Too rigid; lack of focus on things that matter
• A “ feeling sorry for themselves” culture
• Lack of collaboration and partnerships
• No value add
7. Aspirations for Strategic Lead:
• Protecting and growing what we
have and taking us to the ‘next
level’ in our journey.
• Assist us with a specific function of
sales and customer growth.
• Ensuring outcomes are delivered
to high expectations.
• Working with Executive team and
all key front line leaders drive the
growth phase of our journey by
focusing on operational excellence,
customer service and experience
and sales and marketing.
8. Aspirations …
• Implementing opportunities, sales, including new business and
development, customer account management, assisting with
effective marketing and sales funnels.
• Where needed researching, collating, and collaborating data
and where necessary overseeing business presentations.
• Overall protect and grow our income base to continue to move
forward, which will breakdown silo working and ‘connect the
dots’.
9. Aspirations …
• The department and key individuals will need to think
implementation to deliver impact. Embed a sales frictionless
customer experience, culture and journey. Think process, think
systemisation, automisation to ensure optimisation and
consistency.
• To nurture a high-performance culture focusing on revenue,
quality, and impact by removing barriers and ensuring
ownership, accountability and responsibility is embedded
throughout the organisation.
10. Aspirations …
• Involvement in any technical writing and producing
documentation which are bespoke and specific to us. Ensuring
all literature, website and all aspects of outbound material is fit
for purpose – taking direction from CEO & Executives.
• The department and key individuals will be customer
champions, sales champions and a systems and process
champions for the business, both internally and externally.
11. Other key aspects for consideration:
• To source and identify opportunities
available for sales and partnership
workings that are in line with company
objectives and aspirations
• To oversee and be accountable for
end-to-end customer service and
ensuring all leads and potential
winning sales are completed with a
high degree of impact and accuracy
and to specific timelines
• To implement appropriate routeways
and sales avenues whilst seeking to
increase and maximise funding
12. Other key aspects for consideration…
• To create new business contacts whilst nurturing existing
relationships in the aim of securing future opportunities
• Take lead in appropriate groups and networking events both
online and in person as required as a leader within our sector
with a clear objective of raising and managing our company
profile
13. We need to think and consider:
• Having forensic attention to detail
and meticulous proof-reading skill
with an understanding of
excellence and write reports on
sales analysis and customer
feedback when required
• Being able to communicate in
written form at the correct level to
bid and tender appraiser /
evaluators
• Analysing trends, customer
analysis and improve our
performance
• Identifying initiate and implement
commercial revenue opportunities
14. We need to think and consider…
• Creating a culture of learning from feedback including planning
transformational change leading to continuous positive
outcomes
• Maintaining an awareness of our programmes and activity
including direction of travel
• Leading the preparation and management and application of
research work using various sources such ONS, LMI as well as
any relevant strategic documents and research papers
• Proving a full and confidential support to CEO
15. Think:
Protect and grow our
income base to continue
to move forward, which
will breakdown silo
working and ‘connect the
dots’.
Bring more and
do more, with
we have.
Embedding a true
feedback culture that
brings tangible
demonstratable result.
The ‘Go-to Person’ on all
matters relating to
marketplace change, shift
and opportunities
Coaching and training
continuously all relevant
people and departments
to deliver on our
outcomes.
Ownership, responsibility,
and accountability for all
matters: customer
experience, customer
journey,
16. Just some of our Current conversations
• CRM Implementation, Limited progress made towards
marketing and funnel systems
• Lack of customers- SILO operation and no multiple activities
• Testimonials and referrals (the lack of )
• Integrating the Alliance, Awards, Festival, Brands, and overall
getting more – launching our new opportunities – the Careers
aspect of our iniaitives
17. We need to get big on Careers Advice &
Support
Many conversations on this and this is something that our
business and many others need to get a handle on quickly:
To enable us to make a real difference to improving the quality of
people’s lives through the design and delivery of effective career
guidance, we need to look at
18. We as a sector and business need to get really
focused on on Careers Advice & Support…
Career education;
information, advice
and guidance;
coaching,
consultancy and
management.
Career Development Institute (CDI)
Gatsby Benchmarks
Burning Glass
Labour Insight Data & Reporting
Webinar Workshops
19. on Careers Advice & Support…
We also need to support developments in:
• Career guidance and development sector, principles, policies,
and the benefits it brings to society, the economy and the
individual
• Reflective practice and engagement in continuous improvement
• Interview skills and strategies required to support participants
with their career decision making and building: self-awareness,
confidence and resilience
20. on Careers Advice & Support…
• methods, topics could include; LinkedIn, Labour Insights
• Building an extensive knowledge of education and training
systems and sources of labour market information and be able
to use this effectively across provisions
• Referral planning
• Deliver career related learning to groups of learners using
interactive
21. More awareness and understanding of
the Gatsby Benchmarks
Gatsby Benchmark - The eight
benchmarks are a framework for
good career guidance developed to
support schools in providing
students with the best possible
careers education, information,
advice, and guidance.
goodcareerguidance.org.uk/benchm
arks-and-background
A stable
careers
programme
Learning from
career and
labour market
information
Addressing the
needs of each
pupil
Linking
curriculum
learning to
careers
Encounters
with employers
and employees
Experiences of
workplaces
Encounters
with further
and higher
education
Personal
guidance
22. Our Analysis – continuous
Strengths - Internal Weakness - Internal
Some key team members - autonomy and working
together
Branding and awareness
Customer engagement and track record
Existing structure
Communication and internal resistance
Processes & systems not aligned &
Inconsistent
Opportunities - External Threats – External
Doing with more with what we have - Patron
relationship management & enhancement/ growth
New business development & positioning and
building sustainable ecosystems - understanding
and servicing our existing customers better
New product/service development Stakeholder
comms & sector insights ensuring relevancy &
value add
Creating & developing continuous thought
leadership opportunities & influence
Staffing
Complaints / Customer satisfaction
Competition
23. Social Media Platform and Current Position
Statement
Social Media Platform (23 May 2022)
Pathway Group
BAME
Apprenticeship
Alliance
(Multicultural)
BAME Apprentice
Network (Now
Awards)
BAME Apprenticeship
Awards (to be
rebranded to Career
Progression Network)
Apprenticeship Diversity
and Social Mobility Forum
LinkedIn 4,448 Followers 1,266 Followers 3,329 Followers 637 Followers 39 Followers
Facebook 5,995 Likes 270 Likes 1,460 Likes 85 Likes
Google Reviews
29 Reviews (4.6
out of 5 Stars)
Twitter 4,866 Followers 2,126 Followers 3,471 Followers 38 Followers 118 Followers
YouTube 65,096 Views 4,504 Views 38,723 Views
Instagram 1,884 Followers 1,023 Followers 1,691 Followers 17 Followers
24. Some of the topics that will discuss…
• Think about the impact of our work…
• “BUILD ECO SYSTEMS AND CONNECT IT ALL BACK”
• Priority Quadrant
• General Background on Pathway Group -Overview of Learners Activity for the last 2 years
• Senior Leadership Team – Pathway Group
• Management Team
25. Think about the impact of our work…
Are we making the
difference that we believe
that we are?
More contracts and more
focus than ever on
destinations
26. Think about the impact of our work…
However, it is now more than ever
sustained destinations not just
destination once
but
again,
again
and again…
27. We can only look to do
“customer maximisation” by
firstly having programmes
that work for them and
ensure each touch point is
positive and easy.
28. “BUILD ECO SYSTEMS AND CONNECT
IT ALL BACK”
Single Units make
returns and
contribution
Bigger returns on
impact and branding –
helping us to
“dominate”
What more can we
do?
30. General Background on Pathway Group -
Overview of Learners Activity for the last 2
years
AEB Highlights 2019/20
1,727 people engaged
53% of who are of BAME ethnicity
3,463 qualifications achieved
620 employers engaged
Overall Achievement Rate of 97.08%
Successfully delivered £2.6M of AEB funding
AEB Highlights 2020/21
2853 people engaged
56% of who are of BAME ethnicity
3362 qualifications achieved
1113 employers engaged
Overall Achievement Rate of 92.9%
Successfully delivered £3.3M of AEB funding
31. General Background on Pathway Group -
Overview of Learners Activity for the last 2
years
ESF Highlights 2019/20
933 people engaged
17% of who are of BAME ethnicity
55 employers engaged
2,601 qualifications achieved
Overall Achievement Rate of 98.43%
Successfully delivered £2.2M of ESF funding
ESF Highlights 2020/21
573 people engaged
31% of who are of BAME ethnicity
51 employers engaged
983 qualifications achieved
Overall Achievement Rate of 94.9%
Successfully delivered £776k of ESF funding
32. General Background on Pathway Group -
Overview of Learners Activity for the last 2
years
Apprenticeship Highlights 2019/20
116 apprentices engaged
339 qualifications achieved
80 employers engaged
Successfully delivered £400k of
Apprenticeship funding
Apprenticeship Highlights 2020/21
74 apprentices engaged
119 qualifications achieved
50 employers engaged
Successfully delivered £207k of
Apprenticeship funding
33. General Background on Pathway Group -
Overview of Learners Activity for the last 2
years
Advanced Learner Loans Highlights
2019/20
640 people engaged
645 qualifications achieved
80 employers engaged
Successfully delivered £2M of Advanced
Learner Loans funding
Advanced Learner Loans Highlights
2020/21
909 people engaged
739 qualifications achieved
58 employers engaged
Successfully delivered £2.1M of Advanced
Learner Loans funding
36. 0121 707 0550 | pathwaygroup.co.uk | @pathwaygroup
Quality is
everyone’s
responsibility
Ownership,
accountability and
responsibility in all
that we do
Always start with
the best intent
Act in the best
interests of us All
Gain and build
trust in all we do
The Pathway Group Core Values
37. Quality isn’t the responsibility of one individual or even the Quality Department. The Head of Quality or Quality
Manager is basically the coach, facilitator, and mentor.
• Their job is to instill principles of quality at all levels, helping everyone in the organisation, including Executives,
Senior Leadership, Managers, Tutors, Coaches, BDMs, and Admin feel driven to achieve excellence.
Pathway Group will only make meaningful and sustainable quality improvements when people at every level of the
organisation are committed and feel a shared desire to make processes and outcomes better every day in a robust
and continuous manner.
• All staff are expected to take personal responsibility for their own professional quality and standards in all their
activities.
Staff will exercise this responsibility within a supportive environment where expectations and standards are clearly
defined and monitored.
Continuous improvement and innovation are encouraged, development and training opportunities are provided,
feedback is actively sought from clients and duplication of effort is strenuously avoided.
0121 707 0550 | pathwaygroup.co.uk | @pathwaygroup
Quality is
everyone’s
responsibility
38. Take personal responsibility for our actions, deadline and our outputs. Empower and Inspire each other to achieve
Excellence.
• Ownership is the state of mind where you feel fully in charge and does not give any excuses for what needs to
be done.
• Ownership and Accountability mean individuals and teams taking accountability for the quality and success of
both the performance and outcomes of their work.
These are important, as ownership means knowing why you are doing the work and ensuring that what you
produce is fit-for-purpose. It also means understanding, learning, and challenging rather than mindlessly following
instructions.
• Accountability is a process to be held to account for fulfilling your duties and responsibilities.
• Accountability requires answers and ensures that whoever is responsible is challenged. Then we have the
responsibility, and this is performing your duties with ownership.
• Responsibility is giving individuals and or teams the authority, autonomy, and ability for an outcome. For an
individual or team to be held accountable for their decisions, they must have the appropriate information so as
not to make incorrect decisions.
Individuals who have a strong sense of ownership and responsibility will strive and grow personally and tend to be
strong performers.
0121 707 0550 | pathwaygroup.co.uk | @pathwaygroup
Ownership,
accountability and
responsibility in all
that we do
39. Starting with YES creates safety, builds trust and fuels creativity.
When you start with yes, you are automatically aligning yourself to achieve the problem, issues or overcome the
obstacle that is placed in front of you.
With yes, you are automatically looking for a solution or ideas in how to adapt to change and innovate rather than
someone who will resist, dispute, challenge, or negate whatever your Team, colleague, stakeholder, partners wish
to achieve. We should have a bias or inclination to say Yes and embrace, work with and build on it.
• No can become the dominant word in our head
• We should have a can-do approach
• See it, own it, Take Action
0121 707 0550 | pathwaygroup.co.uk | @pathwaygroup
Always start with
the best intent
40. Do things right and always do the right thing. Do what’s best even when no one is watching. We are part of
something bigger than ourselves. Protect one and all.
Interdependence of all stakeholders. All stakeholders want the business to succeed and are dependent on each
other to make this happen.
A stakeholder is someone who has an interest in the success of the business.
Outcomes focus on progression and destination, supporting learners into work; they will also recognise the
importance of the broader social benefits of adult education.
0121 707 0550 | pathwaygroup.co.uk | @pathwaygroup
Act in the best
interests of us All
41. Support each other throughout to ensure we maximise performance while creating an atmosphere of trust.
Develop meaningful relationships.
Building trust in the workplace is essential for the success of the company. Being able to build strong relationships
that you can rely on is at the core of every professional relationship. Trust is the currency and is absolutely
necessary in order to establish not only your own reputation but that of your department and grow a strong
network of people who will help you throughout your career.
No one person is responsible for the success of a company; it's a team effort. In order to achieve results in any
organisation, People rely on each other in the workplace; there is a chain of events/actions that passes from
individuals/departments that need to happen. But that reliance can't exist without trust. Trust reflects your
character, and colleagues will work harder for people they trust. That, in turn, helps produce above-and-beyond
results.
TRUST is the ultimate currency. What does that mean? Let's take a few moments to possibly re-think "Trust".
Many talk about the word "trust" It's a word that's used in various contexts and situations with as many different
meanings as well. Most people relate to this word in a personal capacity. However, with work and business in
general, trust is core to how we operate and do things. Trust is about facing and serving our customers correctly –
this includes learners, employers, our funders & internal colleagues.
0121 707 0550 | pathwaygroup.co.uk | @pathwaygroup
Gain and build
trust in all we do
43. 20% of your effort gives you 80% of your results.
This will help you see your most productive tasks.
80%
RESULTS
20% EFFORT
We need to embed and think that:
44. Real Life Examples on this are:
20% of customers bring 80% of revenue
80% of work is completed by 20% of the team
80% of complaints come from 20% of customers
20% of marketing efforts gives you 80% of results
45. There are Three things we need to be
aware of and do
Get
Customers
to Buy
more often
Get
Customers
to Buy
more
Get
Customers
to Buy
46. We can only look to do “customer maximisation” by firstly having
programmes that work for them and ensure each touch point is
positive and easy. We need to get across the message of:
Think
Customers..
Think Products
Think
Customer
Service
Think
Experience
Think Results
Think
Improvement
Plan, Do,
Check and Act
47. Events, Sales and Marketing
Strategic
Lead
New Business
Development &
Positioning
and Building
Sustainable
Ecosystems
Stakeholder
Comms &
Sector Insights
Ensuring
Relevancy &
Value add
Patron
Relationship
Management &
Enhancement/
Growth
New
Product/Servic
e Development
& Commercial
Implementatio
n
Creating &
Developing
Continuous
Thought
Leadership
Opportunities
& Influence
49. Our Eco-System, Connectivity
Past engagements -
employers partners,
community
engagements,
events, networks,
and other
stakeholders
Learners
/Employers
Existing
Patrons
53. Let’s go back in time to where
and how it all began…
54. Asian Apprenticeship Awards
• Celebrating and showcasing the best of British Asian Apprentices and the people that
employ and train them.
55. English Apprenticeships: Our 2020
Vision
Supporting diversity in apprenticeships and access for
all
• We are committed to increasing the proportion of
apprentices from BAME backgrounds by 20%
English Apprenticeships: Our 2020 Vision
Dec 2015
BME 2020 Vision
“More must be done to ensure BME workers get more job
opportunities”
BME 2020 vision amongst other to focus on:
• Increase the proportion of apprenticeships taken up by BME
backgrounds by 20%
• Increase the number of BME students going to University
Sajid Javid, then Business Secretary
March 2016
56. Race in the workplace:
The McGregor-Smith Review
Every person, regardless of their ethnicity or
background, should be able to fulfil their
potential at work.
That is the business case as well as the
moral case. Diverse organisations that
attract and develop individuals from the
widest pool of talent consistently perform
better.
57. UK government to scrap ‘BAME’ in
response to race inquiry
Ministers will drop the term black, Asian and
minority ethnic (BAME), beef up local
scrutiny of police stop and search and draft
a model history curriculum to teach Britain’s
“complex” past in response to the Sewell
report on racial disparities.
Inclusive Britain recommends dropping the
term BAME across government, as it is too
much of a catch-all, and gathering more
fine-grained data to inform future
policymaking.
58. BAME representation in UK's top jobs
has barely risen in past three years
The proportion of black, Asian and minority
ethnic people in some of the 1,100 most
powerful jobs in the UK has barely moved
over the past three years, according to a
study that highlights the lack of non-white
representation across key roles.
Only 51 out of the 1,097 most powerful roles
in the country are filled by non-white
individuals, an increase of only 1.2%, or 15
people, since 2017, the Colour of Power
survey by consultants Green Park and not-
for-profit organisation Operation Black Vote
said.
59. DfE’s ‘bizarre’ BAME apprenticeships
strategy
“The Department for Education will
strengthen ethnic minority representation in
campaign imagery and make use of
“influencers” to tackle low numbers of
diverse young people taking
apprenticeships.
But experts have warned the action does
not go far enough, with one group saying it
is “simply bizarre” to think that racism and
inequality will be fixed by just running a
better advertising campaign.“
60. BAME representation in leadership roles
Embracing diversity
It’s a shocking but sadly true fact that the
care sector has a diversity problem.
It’s not that people from black, Asian and
minority ethnic (BAME) backgrounds are
underrepresented in the adult social care
workforce – they make up 21% of all jobs,
which is more diverse than the overall
population of England.
However, this representation grinds to a halt
when it comes to senior roles.
Analysis, conducted by Grosvenor, of the 36
biggest care home and home care providers
who provide information on their board
members shows that only 5.4% come from
a BAME background.
61. Disadvantaged students ‘effectively
penalised’ for not studying A-levels,
research finds
The gap in grades between poorer sixth
form students and their better off peers
widened in 2020, Education Policy Institute
research has found.
Researchers said the gap was a result of A-
level students gaining a whole grade more
from teacher assessments than those who
studied qualifications such as BTECs.
62. “Why I’m fighting to ditch the term ‘diversity’ – and
how we can actually become more inclusive
without it”
Influencer, creative consultant and writer
Arooj Aftab is done with the term ‘diversity’
and is pushing for real change in the fashion
and beauty industries – here’s why that
shouldn’t include the term ‘diversity’…
63. Please, don't call me BAME or BME! -
Zamila Bunglawala,
“The acronym BAME and the initialism BME
are, I feel, a good case in point. ‘BAME’
stands for ‘Black, Asian and minority ethnic’
and ‘BME’ stands for Black and Minority
Ethnic’. The terms are widely used by
government departments, public bodies, the
media and others when referring to ethnic
minority groups. Yet during research we
carried out with nearly 300 people across the
UK, we found that only a couple recognised
the acronyms and only one knew vaguely
what they actually stood for!
There is also a problem in that the terms
‘BAME’ and ‘BME’ aren’t always associated
with White ethnic minorities such as Gypsy,
Roma and Traveller of Irish Heritage groups,
which we know are among some of our most
marginalised and disadvantaged communities.
To leave these communities out of the very
language we use is to marginalise them even
further.”
64. Endorsements
ANNE MILTON - FORMER MINISTER OF STATE FOR
SKILLS & APPRENTICESHIPS
•I was delighted to read about the continued success of the BAME
Apprenticeship Awards since their launch in 2016, and to read about the
background to the project and your achievements in 2017. I applaud your
commitment to recognising, highlighting and celebrating apprenticeship
successes, and in addressing the challenge of encouraging British Asian
communities to participate in apprenticeship schemes. Celebrating the best
of BAME apprentices, as well as their employers and trainers, will inspire
others and raise the profile of apprenticeships, which in turn will help
achieve an increase in Black, Asian and ethnic minority apprentices.
RT HON JUSTINE GREENING MP – FORMER
SECRETARY OF STATE FOR EDUCATION
•I was delighted to learn about the awards – it is great that you are bringing
together BAME apprentices, businesses and providers to celebrate their
successes.
65. The DfE’s blanket BAME strategy is
cloth-eared
This blanket approach is flawed by design.
By lumping all the non-white ethnicities
together under one target, we miss the
differences in existing patterns and future
needs for specific groups.
The proportion of BAME apprentices varies
around the country, but low apprenticeship
take-up is more significant among British
Asians than in other BAME communities,
where take-up is nearer the representative
population.
66. BAME Apprenticeship Awards
Celebrating talent & Diversity in Apprenticeships. Recognising the British BAME
Apprentices, their employers and learning providers.
67. The cornerstone of our belief is…
“The best person to promote and sell
apprenticeship programmes are apprentices
themselves, this is where we will add additional
focus, we will strive practically at all levels and this
is where we need your support.”
• Safaraz Ali
68. BAME Apprenticeship Alliance
& BAME Apprentice Network
Closing The Diversity Gap in Apprenticeships - aiming to change apprenticeships’
landscape, empowering apprentices to develop personally and professionally, as well as
championing change within the sector.
69. Protect student choice: Scrapping
BTECs is bad for levelling up and for
BAME students
Less than half of all enrolments for
qualifications likely to be removed come
from the least deprived students.
As a stark comparison, the students who
will be impacted consist of:
• 46 per cent for Asian students
• 47 per cent for SEN students
• 50 per cent for those receiving free
school meals
• 47 per cent for the most deprived
students
70. Protect student choice: do not
withdraw funding for BTEC
qualifications
The BAME Apprenticeship Network
supports the #protectstudentchoice
campaign.
The #ProtectStudentChoice campaign
coalition of 29 organisations that represent
and support staff and students in schools,
colleges and universities is deeply
concerned about this plan.
71. DEI Pledge
Our Diversity Pledge aims to support
employers in making a difference in the lives
of individuals of Black, Asian, and Minority
Ethnic backgrounds in starting sustainable
careers.
Key Insights on Culture & Diversity in
Apprenticeships
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.
100 BAME Apprentices
Report
72. Our campaigns- a key differentiator for us
Dispelling Dyslexia
Inclusion in
Apprenticeships
Free Leadership
Training For Young
Apprentices
Formula 1 Tackling
Diversity Issues to
Make Motorsport
More Inclusive
National
Apprenticeship
Week
Pride in
Apprenticeship
Mental Health
Awareness
How to support
your Muslim
employees during
Ramadhan
73. Partnership working
Collaborations – working well and focus
more on:
Enabling external networking opportunities
Motivating members and apprentices to connect and engage at the events and workshops
Support, guide and advice apprentice who require further assistance
Access to Cognassist Digital Cognitive Assessments
Empower LGBTQ+ people to be themselves in these environments
Help apprentices gain confidence to start their careers
Provide information of LGBTQ+ youth groups, rights in the workplace and self-advocacy
74. English Apprenticeships: Our 2020 Vision
Supporting diversity in apprenticeships and
access for all
• We are committed to increasing the
proportion of apprentices from BAME
backgrounds by 20%
English Apprenticeships: Our 2020 Vision
Dec 2015
75. Endorsements
SIR MARTIN SORRELL - EXECUTIVE CHAIRMAN OF
S4 CAPITAL
•Diversity and inclusion are fundamental to stimulate the growth of any
successful company. Apprenticeships are a very valuable entry point for
fresh, young, diverse talent and a good tool for improving social mobility.
Apprenticeships can create career paths, as we saw with the WPP
Fellowship programme, and strengthen the talent pipeline from Apprentice
to the top levels of any company. These (BAME Apprenticeship Awards)
identify strong role models in the industry and showcase great talent from
all backgrounds. Congratulations to all the finalists and winners.
JAMES CAAN - FOUNDER OF RECRUITMENT GUIDE
•Apprenticeships have become more and more important to our economy.
The need to rapidly upskill the next generation of industry leaders has
proven to be a success delivering not only for the apprentices but for
businesses and the economy. In the BAME Community sadly, there is a
stigma attached to apprenticeships and it is seen as something lesser than
a degree or getting into employment straight away.
ANDY STREET - METRO MAYOR FOR WEST
MIDLANDS
•We are keen to increase the number of high-quality apprenticeships
available across the West Midlands and ensure that all our communities
are aware of, and have access to, the fantastic opportunities available.
Across the West Midlands, we want more degree and higher level
apprenticeships and more apprenticeships in key growth sectors like
engineering, design and digital.
76. DEI Pledge
Our Diversity Pledge aims to support
employers in making a difference in the lives
of individuals of Black, Asian, and Minority
Ethnic backgrounds in starting sustainable
careers.
77. 100 BAME Apprentices Report
Key Insights on Culture & Diversity in Apprenticeships
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.
78. DEI Pledge
Our Diversity Pledge aims to support
employers in making a difference in the lives
of individuals of Black, Asian, and Minority
Ethnic backgrounds in starting sustainable
careers.
Key Insights on Culture & Diversity in
Apprenticeships
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.
100 BAME Apprentices
Report
79. Where are we going to?
Where are we heading?
What has worked well and what do we need
to do?
81. Current Landscape of Youth
Unemployment
• National unemployment including young
people is 1.3 million
• Youth unemployment remains 6.9%
higher than the national figure
• Short term unemployment is at it’s lowest
rate ever
• Economically inactive has increased to
21.4%
• Increase is largely driven by 16-24
year olds
• Reported Apprentices dropout rate for
20/21 was 47%
• High Academic Requirements in
apprenticeships are a barrier to many
young people who are economically
inactive
84. Partnership working
What’s worked well?
Enabling external networking opportunities
Motivating members and apprentices to connect and engage at the events and workshops
Support, guide and advice apprentice who require further assistance
Access to Cognassist Digital Cognitive Assessments
Empower LGBTQ+ people to be themselves in these environments
Help apprentices gain confidence to start their careers
Provide information of LGBTQ+ youth groups, rights in the workplace and self-advocacy
87. BAME Apprentice Network” has transitioned and this name will move to
“Career Progression Network” and encapsulate Career Campus, and Career
Hack
88. Integrating and growing brands
London
Thursday 30th June
Venue: KIA Oval
Manchester
Monday 4th July
Venue: MMU Business
School
Birmingham
Friday 8th July
Venue: Millennium Point
89. Global Careers Alliance – Our ambition to grow global
Our ambition to grow global running Careers Campus, Careers Hack along side our new
UK brand called Career Progression Network
90. Festival of Apprenticeships
• Showcasing Opportunities to Future Talent - Roadshow exhibition promoting and
celebrating all things apprenticeships. More than just a careers fair or conference, the
event is a one-stop shop for anyone looking to find out more about apprenticeships.
91. National Apprenticeship Week Campaign
30 Impactful
webinars
5,000 people
engaged
Attended by 300
Schools &
Colleges
Supported by over
100 Employers,
Learning Providers
& Universities
92. Supported by
Official Media Partner
London
Thursday 30th
June
Venue: KIA Oval
Manchester
Monday 4th July
Venue: MMU Business
School
Birmingham
Friday 8th July
Venue: Millennium Point
Festival of Apprenticeships
98. What we can do to champion further
change? (forgive the use of BAME here!)
• 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
99. BAME Apprenticeship Alliance Patrons - Our
Focus
Company Name Membership Number
Membership Pack
status
Membership Value Membership Renewal Contact Name Current member
Coca Cola European
Partners
100111 Sent £ 3,500 01/09/2022 Sharon Blyfield Yes
JTL 100108 Sent £ 3,500 01/10/2022 Rachel Jagger-Thomas Yes
The Development
Manager
(TDM)
100133 Sent £ 1,799 01/10/2022 David Tomkins Yes
NOCN 100113 Sent £ 3,500 01/11/2022
Graham Hasting-Evans
Louise Allen
Yes
Lifetime Training 100124 Sent £ 3,500 01/11/2022 George Dee Yes
Rural Payments
Agency
100126 Sent £ 3,500 01/11/2022
Aisling Musson
Caroline Ormandy
Yes
RSPCA 100134 Sent £ 3,500 01/12/2022 Kayleigh Curry Yes
Bentley Motors Limited 100128 Sent £ 3,500 01/02/2023
Sophie Baldcock
Tom Russell
Yes
Acacia Training Limited 100129 Sent £ 3,500 01/02/2023 Victoria Sylvester Yes
Kaplan Financial
New Member – New
Terms
( £5,999 Price
Discounted)
£ 4,500 01/04/2023 Jenny Pelling Yes
100. BAME Apprenticeship Alliance Patrons - Our
Focus
Company Name Membership Number
Membership Pack
status
Membership Value Membership Renewal Contact Name Current member
The Co-op 100130 Sent £ 3,500 01/03/2023 Louise Timperley Yes
Pearson 100131 Sent £ - 01/04/2022 Laura Buttigieg
No
Only paid for 1 Qtr.
Open University 100119 Sent £ 3,500 01/04/2023
Viren Patel/
Laura Edwards
Yes
Severn Trent 100106 Sent £ 1,500 01/07/2022 Jade Pearson Yes
WorldSkills UK 100109 Sent Complimentary 01/07/2022 Justine Pernice Yes
NCFE 100116 Sent £ 3,500 01/07/2022 Dan Howard Yes
Solus (London) Limited 100132 Sent £ 3,500 01/07/2022
Samantha Ranger
Ayode Duroshola
Yes
United Utilities 100120 Sent £ 3,500 31/07/2022 Jacqueline Kawczak Yes
Dudley College
(Dual membership with
Black Country and
Marches IoT)
100112 Sent £ 1,750 02/08/2022 Debbie Goode Yes
Black Country and
Marches IoT
(Dual membership with
Dudley College)
100122 Sent £ 1,750 01/09/2022
Georgina Barnard
Yes
101. BAME Apprenticeship Alliance Patron’s –
Pipeline / Prospect
Company Name Membership Number
Membership Pack
status
Membership Value Membership Renewal Contact Name Current member
Kaplan International £ 5,999 (Proposed) Lydiah Igweh
Mars £ 5,999 (Proposed) Justin Boxall
NHG £ 5,999 (Proposed) Mindy Athwal
Equans £ 5,999 (Proposed) Zoe Mitchell
102. Apprenticeship Diversity and Social
Mobility Forum (ADSM Forum) - Sponsor
Company Name Sponsorship Value Contact Name
Open University Viren Patel
Mindful Education Raj Kumaran
Social Mobility Commission
City and Guilds Foundation
103. “Step 1 – quick actions and doing”
Where are we?
o Checking in -assuring and supporting whilst appreciating the experience of our existing
Patrons and pipeline.
o Providing additional quick wins with support given to both improving what we have for them
o Quick wins: Obtaining case studies and testimonials to support positive experiences from both
employers and learners
104. “Step 2 – a bit of deep diving”
What do we need to do more of
o Checking further support given to both and whether this can be improved
o Doing more of the support – bringing in the ADSM Forum and othes
o Creating content and opportunities
107. What we can do to champion further
change? (forgive the use of BAME here!)
• 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
108. Getting it right for our partners:
Develop Key Stakeholder, Marketing and Comms Plan:
Relentless focus on: Messaging & comms
Promote good news and share stories – become their “PR” and
support Patrons posts on social media and give greater leverage and
reach to their messaging and communications
Peer Support and Linking up
Sharing Good practice, and getting accountability support
109. What does further success here look
like?
Stability and Growth - internally & externally
Clear and Concise messaging and comms plan
Greater partnerships and effective collaborations
Renewal of patrons and additional patrons
THE ‘Go To ’ organisation & PR support for our Patrons
110.
111. What we can do to champion further
change? (forgive the use of BAME here!)
• 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
113. What we offer: employer and learner
providers
Access to Advice &
Research
• Free and impartial information,
advice and guidance, helping
to link employers for under
represented unemployed
young people
Part of a network
• Attend a variety of events,
share best practice and
connect with likeminded
thought leaders
Promote
• Support your workplace to
promote diversity and equal
opportunities
Collaborate
• Being part of the alliance,
driving change
“I was thrilled when big fashion and beauty brands first started reaching out to me about working together. Lots of them had seen me in the BBC documentary, and it was as though they’d thought: ‘Oh, wow, neurofibromatosis – here’s a disability we haven’t heard much about.’ Pakistani representation is low in the mainstream media too, so I guess I offered something they were interested in tapping into.
“Initially, I loved that my story was being told. But as time went on, I began to feel uncomfortable. The word ‘diversity’ was everywhere and I was being placed front and centre in photoshoots. Behind the scenes, though, I was often the only brown woman in the room.
“These experiences weren’t examples of the fashion industry becoming more diverse, I realised.
“Inspired by these experiences, I created the hashtag #DoneWithDiversity in January 2020. I want to encourage fashion and beauty brands to reconsider the language they’re using. For example, I often have discussions with company representatives who say things like, ‘We care about diversity and inclusion – we will do more.’ But when I ask what ‘diversity and inclusion’ means to them, the answer boils down to: adding a few Black and brown faces to the room.
“The problem with this attitude is that it still centres whiteness. It says heterosexual, non-disabled, white men and women are the norm – anybody who doesn’t conform to those categories is ‘diverse’. But there’s nothing inherently diverse about my skin colour – it’s normal.”
As part of our commitment to make a difference and change the landscape of apprentices, we are calling on employers and learning providers to pledge their allegiance to the BAME Apprentice Network by joining as members.
Our Diversity Pledge aims to support employers in making a difference in the lives of individuals of Black, Asian, and Minority Ethnic backgrounds in starting sustainable careers.
We will support employers with outreach programmes, recruitment through our events and jobs board as well how to work with their BAME workforce internally to improve progression practices.
As part of our commitment to make a difference and change the landscape of apprentices, we are calling on employers and learning providers to pledge their allegiance to the BAME Apprentice Network by joining as members.
Our Diversity Pledge aims to support employers in making a difference in the lives of individuals of Black, Asian, and Minority Ethnic backgrounds in starting sustainable careers.
We will support employers with outreach programmes, recruitment through our events and jobs board as well how to work with their BAME workforce internally to improve progression practices.
As part of our commitment to make a difference and change the landscape of apprentices, we are calling on employers and learning providers to pledge their allegiance to the BAME Apprentice Network by joining as members.
Our Diversity Pledge aims to support employers in making a difference in the lives of individuals of Black, Asian, and Minority Ethnic backgrounds in starting sustainable careers.
We will support employers with outreach programmes, recruitment through our events and jobs board as well how to work with their BAME workforce internally to improve progression practices.
London
Thursday 30th June
Venue: KIA Oval
Manchester
Monday 4th July
Venue: MMU Business School
Birmingham
Friday 8th July
Venue: Millennium Point
Apprenticeships to be given equal legal treatment as degrees
Commitment to create 3 million apprenticeships by 2020 will be enshrined in law
Public sector bodies will be set targets to help reach 3 million
Apprenticeships to be given equal legal treatment as degrees
Commitment to create 3 million apprenticeships by 2020 will be enshrined in law
Public sector bodies will be set targets to help reach 3 million