welcome

1. Welcome and Thank
You
02/09/2022
0121 707 0550 | pathwaygroup.co.uk | @pathwaygroup 1

2. Senior Leadership Team
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3. Management Team
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4. Organisational Chart
Click the link below to view the full Org. Chart
Organisational Chart 27th July 2022 4

5. Organisational Chart
Click the link below to view the full Org. Chart
Organisational Chart 27th July 2022 5

6. Organisational Chart
Click the link below to view the full Org. Chart
Organisational Chart 27th July 2022 6

7. Staff update
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8. Salaried Staff Starters 09.08.2022 …
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9. Starters 09.08.2022 …
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10. Pathway Group Vacancies
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11. Pathway Group Vacancies
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Vacancies
Skills and Progression Coach, Walsall, WS1 Talent Acquisition Officer
Skills and Career Progression Coach - Birmingham B1 Business Development Manager, London SW9
Skills Tutor, Birmingham B1 Health & Social Care Apprenticeship Tutor, Homebased,
Birmingham and Black Country
Functional Skills Tutor - Health and Social Care Functional Skills Tutor, Bradford BD1
Vocational Skills Tutor Employability Manager, Birmingham/ Walsall
Learner Engagement Officer, WS1

12. 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
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13. Where we operate
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14. Just some of our Current conversations...
 Profile concerns, Underspend for 2021-2022, to reach 90% of profile for Advanced
Learner Loans in time in time for performance management points to allow us to go
for growth
 CRM Implementation, Limited progress made towards marketing and funnel systems
 Bids and Bidding – engagement
 Multicultural and Thinkfest Brands – The Pathway Group needs to get more out of it,
for it’s core business
 PFA Audit readiness and complexity amongst various funding streams and partners.
 Staffing levels – recruiting the right staff at the right level and replacement of key people
 Some organisational cultural issues – particularly above and below the line
 High profile funding streams such as SWAPs, we need to get a grip of and dominate,
securing funding
 Securing our funding streams, to safeguard our financial funding, in areas that we are
transiting too
 Customer service – being able to do more with that we’ve got 14

15. Just some of our Current conversations...
• Financial pressures are getting harder and harder., we need to meet and
exceed profiles
• A requirement to improve our customer service, experience and IAG,
create “raving fans” and have more inbound marketing opportunities
• Improving the learner journey, quality of delivery and passing the “so what”
test
• Additional strength in our teaching and learning, particularly with our mode
of delivery and embracing more online, remote, and on-demand learning
• Insufficient process implementation and pipeline in key areas
• Additional business interruption and contingency planning- staffing,
facilities etc
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16. Continuous SWOT Analysis
Strengths - Internal Weakness - Internal
• Some key team members- autonomy and working
together
• Funding streams
• Quality team
• HR Support
• New recruitment successes
• Better MIS but still more room here
• Sales people – deal with non-performers head on
• Communication
• Compliance
• Processes & systems not aligned & Inconsistent
• Contracts not performing
Opportunities - External Threats – External
• Doing with more with what we have
• Turning low performing business areas around
• New tenders
• Understanding and servicing our existing
customers better
• Tenders
• Audit
• Ofsted
• Non – performing contracts
• Staffing
• Complaints
• Customer satisfaction
• competition
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17. Some of our current achievement rates…
July
Our Adult Learner
Loans current
achievement rate of
89% is above the
national rate of 73%
We have also ‘committed’
11% of next year’s allocation
- entering the new funding
year in a strong position
allows the opportunity for
contract growth in a couple of
months’ time
The AEB
achievement rates
are strong and
above national
average
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18. Our Events and Networking Brands
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19. Official Media Partners
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20. 20

21. Supported by
Official Media Partner
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22. Investors in People
For each line manager
establishing objectives at their
Performance Appraisals linked
to people management.
Review the Performance
Appraisal and identify if it is fit
for purpose. Consider including
the values and not the
competencies.
Continue with the approach to
succession planning and
include individual personal
development plans.
Ensure that everyone receives
the comprehensive company
induction irrespective of where
they are based. For those not
able to travel to Yardley this
might include videos of the
Chairman, MD, and other
appropriate Senior Managers.
Review the leadership and
management competencies
and ensure they are about
leading and managing staff and
not a focus on teaching and
learning and delivery.
Ensure that everyone is
provided with information and
resource to enable them to do
their job effectively.
Ensure that there is a
consistent approach to valuing
and appreciation performance
and contribution. Especially that
which goes above and beyond.
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23. Investors in People Recommends….
Ensure that everyone receives
the comprehensive company
induction irrespective of where
they are based. For those not
able to travel to Yardley this
might include videos of the
Chairman, MD, and other
appropriate Senior Managers.
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24. Onboarding and Induction Video
Contents
1 Video coming
soon…
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25. Onboarding and Induction Video Contents…
Video Title Contents Length
Welcome: Incorporating Induction
and Background
Our Mission and Vision, Our journey,
Brand evolution…
15mins and 18secs
What we deliver
Above and Below the Line, The Three
Pillars, PARRY, What we deliver…
27mins and 22secs
The core values
Our Core Values, Quality is everyone’s
responsibility, Ownership,
accountability and responsibility in all
that we do..
30mins and 51sec
The 15 skills & attributes
The 15 skills & attributes, Definition,
Demonstration example…
56mins and 15secs
Strategic Aim an Overview
Strategic Overview 5 Key areas,5 key
areas: Curriculum, Compliance,
People, Sustainability, Quality…
17mins and 47secs
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26. Onboarding and Induction Video Contents…
Video Title Contents Length
Change has changed Part 1
Microscope and Telescope, Areas for
Improvement, Opportunities, Threats, What
defines a successful company, and Poor(er)
Providers.
40mins and 07secs
Change has changed Part 2
Making changes to key people, Celebrating
achievements, Deciding when to EXIT
someone, Deciding how quickly to grow the
business, Deciding when to discuss a
potential big change and, Briefing prior to
managers/exec/board meetings…
19mins and 44secs
Lean, Agile, Responsive and
Consistent
Benefits of Meeting with Peers, Peer
coaching, Customer Staircase...
20mins and 27secs
Coming soon…
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27. Social Media Platform
Social Media Platform (31 July 2022)
Pathway Group
Multicultural
Apprenticeship
Alliance
Multicultural
Apprenticeship Awards
Apprenticeship
Diversity and Social
Mobility Forum
Festival of
Apprenticeships
LinkedIn 4,732 Followers 1,426 Followers 3,515 Followers 58 Followers 625 Followers
Twitter 4,886 Followers 2,149 Followers 3,525 Followers 116 Followers 824 Followers
Facebook 6,053 Likes 275 Likes 1,400 Likes 85 Likes 117 Likes
Instagram 1,961 Followers 1,025 Followers 1,704 Followers 346 Followers
YouTube 66,034 Views 41,200 Views 1,064 Views
Google Reviews
30 Reviews (4.6 out of
5 Stars)
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28. Final Thoughts and Thank you
2ND September 2022
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29. Appendix
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30. Appendix 1. The Pathway Group Journey
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31. Appendix 2. Our Vision and Mission (general information)
Our Vision Our Mission
Changing Lives though Skills and Work
Enhancing knowledge, Developing Skills
and Changing Behaviors to Transform
Communities
The Pathway Group aspires to be an organisation that Changes Lives Through Skills and Work with
the aim of becoming an indispensable partner of choice. To achieve this, a whole organisational
approach to engagement is essential. It is important that all staff work together to create a
positive, entrepreneurial culture which is responsive to the needs of the local, regional and
national economy.
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