Higher Apprenticeshipin Leadership and Management

Leadership & ManagementApprenticeships

BackgroundFormed in 1996, t2 group has grown to become one of the leading providers of Leadership and Management Apprenticeships in the UK

We are currently training 12,000+ employees in over 4,000 employers including the private, public and voluntary sectors, ranging from small local SMEs to large national and multi-national organisations.

Our latest published employer feedback by the Ipsos MORI – Social Research Institute demonstrates why so many employers choose to partner with us:

Percentage of employers who graded us as Excellent in the following areas:

95% 95% 92% 96%

Training provider overall

Overall quality of training

Ability to influence structure

Likelihood to recommend

96% 96% 96%

Their overall efficiency in their dealings with you

The professionalism of the staff delivering

training and/or assessment

Delivering training that reflects up-to-date

practice in your industry/sector

Apprenticeships and fundingThe government has committed to significantly increase the number of new Apprenticeships in England to over 3 million in the next 5 years.

A full review of the way Apprenticeships are funded has recently been completed and now employers with a payroll of over £3 million each year will contribute to an Apprenticeship levy, which they will use to fund Apprenticeships for their staff.

Employers with a payroll of under £3 million will be expected to make a contribution of 10% of the cost of the Apprenticeship, which is agreed with the training provider.

Supporting you throughoutOnce initial contact has been made you will be allocated your own dedicated Account Manager.

Your dedicated Account Managers job is to ensure that your Apprenticeship journey is as easy as possible. They will be able to provide funding advice and guidance, book in any potential learners for Initial Advice and Guidance and ensure that your learners get off to a ‘flying start’.

It is then their responsibility to support you throughout the Apprenticeship journey in any way you require. They will contact you every month to gain feedback to ensure we are meeting your expectations and to provide you with up to date progress information for your learners. If you are not happy with something we can change it, adapting and changing our delivery to meet your precise needs. This is one of the key benefits of choosing an Apprenticeship with t2 group.

Higher Apprenticeship in Leadership & Management This programme is aimed at Senior Managers in private, public and voluntary sectors, ranging from small local SMEs to large national organisations It is delivered entirely in the workplace reducing the extraction cost typically associated with off site training by developing a business improvement plan against key performance indicators for your business. 360 feedback is used to identify the leadership and management skills required to ensure success and leave a legacy improvement plan for the individual to continue to develop their skills once the programme has been completed.

At the end of the programme as well as your Higher Apprenticeship, you will achieve an ILM Level 5 Diploma in Leadership & Management

Length: 18 months

How the Programme Works

The programme is structured to add value to your business through the completion of work related projects that improve workplace productivity.

Initial Guidance

Initial Guidance is the first stage of the process. One of our Leadership and Management Coaches will meet with you to outline the programme, discuss the funding options available to you and answer any questions you may have. They will then conduct a training needs analysis with you and the potential learner, develop an individual learning plan and agree a suitable time for us to visit every six weeks to progress their learning. We will then agree the structure of fortnightly coaching, check eligibility and sign your learner(s) onto the programme.

Fortnightly Telephone Coaching

Every 2 weeks a telephone or skype coaching call will be conducted with each learner to ensure that they are progressing well with their workplace projects. This will involve the learner sending through their work before the call and the Leadership and Management Coach ensuring that they are on track, helping them overcome any challenges they are facing and discuss any matters arising, course or business related.

We can tailor these Apprenticeships to meet

your exact needs

We visit learners every six weeks in the workplace on a day and time convenient to you, ensuring minimum disruption to your business

We fully employ all our Leadership and Management Coaches to ensure the quality of what we do, we do not and never have used the services

of freelance trainers and assessors

In addition to your six weekly visits from your Leadership and Management Coach, a

dedicated Account Manager provides you with a full monthly progress and performance update

Key Facts

Six Weekly Visits

Your Leadership and Management Coach will visit your workplace every 6 weeks. Typically this begins with a recap of the workplace project that was set at the last visit and the development of a new project for the next six weeks. At the end of each visit the Coach will complete a Plan, Record and Review Document to ensure that you and your learner(s) know exactly where you are, what you have left to complete and the next steps in the learning are planned. They will also gain feedback from you and adjust the learning where required to ensure they are delivering the best learning styles and delivery methods to meet your precise needs.

Account Management

A dedicated Account Manager will also contact you monthly to ensure that impartial feedback is also gained. It is imperative that visits go ahead every six weeks to ensure that your learner(s) progress to achieve their qualification(s).

Achievement of Diploma

Your learner will achieve their ILM Level 5 Diploma in Leadership & Management when they have developed a portfolio of evidence that proves their competence, knowledge and understanding of their subject area. This will be validated internally by t2 group and then forwarded for external verification by an awarding body.

End Point Assessment

When you, your learner(s) and Coach both feel they are ready the learner(s) will be put forward for an End Point Assessment. Typically this involves an interview, professional discussion and a situational judgment test. In the months leading up to this point your learner will be fully prepared for this.

Award of Apprenticeship Grade

Once the End Point Assessment Organisation confirms that your learner has passed the End Point Assessment they are given an Apprenticeship Grade. If your learner does not pass we will look at exactly why they haven’t passed, provide further support and then resit their End Point Assessment.

Module 1 - Strategic PlanningThe programme begins with developing the strategic planning skills of the learner

In smaller organisations this often involves developing a strategic plan for the organisation. However, often in larger organisations where this is not possible a significant contribution to the strategic plan enables the learner to develop the necessary strategic planning skills.

Key learning

Understanding the principles of strategic planning

Learn how to:

• Evaluate a range of strategic planning modules

• Evaluate the advantages and limitations of a range of analytical techniques

• Analyse a range of perspectives and approaches to business strategy

Analyse the factors affecting the development of strategic plans

Learn how to:

• Evaluate political, economic, social, technological, legal and ethical factors affecting the development of strategic plans

• Evaluate the market factors that may influence strategic planning decisions

• Evaluate the application of scanning tools to strategy development

Develop or be able to make a contribution to a strategic plan

Learn how to:

• Analyse the relationship between strategic intentions, strategic choice and strategy formulation

• Make viable contributions that are consistent with strategic objectives and resource constraints

• Evaluate the impact of a proposed strategy on a business

1 2 3

Module 1

Module 2 - Developing & Implementing an Operational PlanModule 2 develops operational planning skills and enables the learner to develop a comprehensive operational plan aligned with the strategic plan for their own area of responsibility

Key learning

Understand the principles of operational planning

Learn how to:

• Evaluate the use of risk analysis techniques in operational planning

• Understand the components of an operational plan

• Analyse the relationship between strategic and operational plans

• Evaluate the use of planning tools and techniques in the operational planning process

• Understand how to carry out a cost-benefit analysis

Developing an operational plan

Learn how to:

• Identify specific, measurable, achievable, realistic and time-bound (SMART) objectives and key performance indicators (KPIs)

• Identify evaluation mechanisms appropriate to the plan

• Take action to ensure that plans are consistent with organisational strategy, objectives, values, policies and procedures

• Develop proportionate and targeted plans to manage identified risks

• Take action to ensure that plans complement and maximise synergy with other business areas

• Adhere to organisational policies and procedures, legal and ethical requirements

Be able to implement an operational plan

Learn how to:

• Implement plans within agreed budgets and timescales

• Communicate the requirements of the plans to those who will be affected

• Revise plans in the light of changing circumstances in accordance with strategic objectives and identified risks

Be able to evaluate the effectiveness of an operational plan

Learn how to:

• Conduct periodic reviews of the progress and effectiveness of the plans using information from a range of sources

• Report on the effectiveness of operational plans in the appropriate format

1 2 3 4

Module 2

Module 1 - Manage Product and/or Service DevelopmentModule 3 develops the skills to research and develop new products and/or services through a robust process ensuring any new developments are aligned with the strategic plan

Key learning

Understand the development of new or improved products and/or services

Learn how to:

• Analyse the stages of the development process, product life cycle and their requirements

• Understand the requirements of market segmentation

• Analyse the factors affecting buyer behaviour

• Evaluate the use of market analytical tools when developing new or improved products and/or services

Be able to establish the need for new or improved products and/or services

Learn how to:

• Establish criteria by which the need for new or improved products and/or services will be evaluated

• Evaluate customers’ and potential customers’ perceptions of the uses, value and quality of proposed products and/or services

• Identify competitor activity that may have an impact on the market for new or improved products and/or services

• Assess the likely impact of customers’ culture and behaviour on potential sales

Be able to manage the development of new or improved products and/or services

Learn how to:

• Take action to ensure that proposals are consistent with organisational strategy, objectives and values

• Assess the costs of developing new or improved products and/or services

• Assess the viability of products and/or services by carrying out viability tests

• Evaluate the degree of success of new or improved products and/or services

1 2 3

Module 3

Module 2 - Managing ChangeModule 4 develops the skills to manage change within an organisation. This is often developed in line with changes required for the implementation of the operational plan in Module 2 or product and/or service development in Module 3

Key learning

Understand the management and evaluation of change

Learn how to:

• Evaluate the characteristics and application of a range of change management models for different organisational structures

• Analyse stakeholder mapping techniques used for managing and evaluating change

• Analyse techniques to evaluate change

• Evaluate the relationship between change management, business continuity and crisis management

Be able to plan for strategic change

Learn how to:

• Assess the reasons for, scope and inherent risks of a required change

• Evaluate the influences of the internal and external environment on a change

• Analyse the ethical dimensions of a change

• Identify viable alternative strategies for achieving a desired change

• Justify with evidence the selected strategy to be taken to manage a change

• Develop a plan that specifies specific, measurable, achievable, realistic and time-bound (SMART) objectives and resources

• Develop a stakeholder engagement plan that addresses their needs and concerns

• Specify mechanisms for the management of risks and interdependencies that are capable of meeting strategic objectives

Be able to manage strategic change

Learn how to:

• Allocate resources and responsibilities in accordance with the plan

• Take action to ensure the change plan is implemented in accordance with organisational values and procedures

• Take action to ensure operational plans are not compromised by the introduction of change and remain capable of delivering the strategy

• Take into account the on-going commitment of stakeholders to a change and its implications

• Manage friction between stakeholders’ needs and interdependencies in accordance with the change plan

Be able to evaluate strategic change

Learn how to:

• Establish valid evaluation criteria that are capable of measuring the effects of change

• Select and use evaluation tools and techniques that are appropriate to the nature of change

• Evaluate aspects of change that were successful and ascertain why other aspects were not successful

• Justify recommendations made with valid evidence

• Identify the implications for knowledge management systems and processes

1 2 3 4

Module 4

Module 1 - Effective Project ManagementModule 5 develops the skills to manage a project within an organisation. This is often developed for the implementation of the operational plan in Module 2 or product and/or service development in Module 3

Key learning

Understand the management of a project

Learn how to:

• Understand how to carry out a cost benefit analysis for a project

• Evaluate the use of risk analysis techniques

• Evaluate project planning and management tools and techniques

• Evaluate the impact of changes to project scope schedule, finances, risk, quality and resources

• Analyse the requirements of project management governance arrangements

Be able to plan a project

Learn how to:

• Analyse how a project fits with the organisations overall vision, objectives, plans and programmes of work

• Agree the objectives and scope of proposed projects with stakeholders

• Assess the interdependencies and potential risks within a project

• Develop a project plan with specific, achievable, realistic and time-bound (SMART) objectives, key performance indicators (KPIs) and evaluation mechanisms appropriate to the plan

• Develop proportionate and targeted plans to manage identified risks and contingencies

• Apply project lifecycle approaches to the progress of the project

Be able to manage a project

Learn how to:

• Allocate resources in accordance with the project plan

• Brief project team members on their roles and responsibilities

• Implement plans within agreed budgets and timescales

• Communicate the requirements of the plans to those who will be affected

• Revise the plans in light of changing circumstances in accordance with project objectives & identified risks

• Keep stakeholders up to date with the developments and problems

• Complete close out-actions in accordance with project plans

• Adhere to organisational policies and procedures, legal and ethical requirements when managing a project

Be able to evaluate the effectiveness of a project

Learn how to:

• Conduct periodic reviews of the progress and effectiveness of the project using information from a range of sources

• Evaluate the effectiveness of capturing and managing project related information

• Report on the effectiveness of plans

1 2 3 4

Module 5

Module 2 - Designing Effective Business ProcessesIn order for any strategy, operational plan or product and/or service development to be successful effective business processes must be developed for successful execution. Module 6 develops the skills to design, develop and evaluate effective business processes

Key learning

Understand techniques and tools that support the design of business processes

Learn how to:

• Analyse the principles of business change and business process reengineering

• Evaluate the concept and application of workflow patterns and usability testing

• Evaluate a range of modelling tools• Analyse the factors to be taken

into account when evaluating the effectiveness of business processes

Be able to develop business processes

Learn how to:

• Evaluate the scope for business process improvement and constraints

• Generate ideas that meet defined business needs

• Test a proposed process through a modelling exercise

• Evaluate the feasibility and viability of a proposed process against agreed criteria

• Establish the degree of overlap between a proposed process and existing processes and systems

• Resolve tensions between existing and proposed systems and processes

• Adhere to organisational policies and procedures, legal and ethical requirements when developing business processes

Be able to evaluate the effectiveness of business processes

Learn how to:

• Analyse valid information using techniques that are appropriate to the process being evaluated

• Assess the cost and benefit of a business process to the organisation

• Justify recommendations for the rejection, adoption or enhancements to processes with evidence

1 2 3

Module 6

Module 1 - Optimising the use of Technology to Improve ProductivityIn the age of rapidly increasing capability of technology it is imperative that all organisations keep up to date. Module 7 develops the skills to evaluate the use of technology and identify areas for improvement

Key learning

Understand the principles underpinning the optimisation of technology

Learn how to:

• Understand how to keep up to date with technological developments

• Analyse the requirements of organisational procurement processes

• Evaluate the implications of technology for business continuity and crisis management plans

• Evaluate the legal implications of changes to the use of technology

• Analyse the requirements of a technology strategy

Be able to scope the use of technology

Learn how to:

• Establish evaluation criteria for the use of technology including extent of use, value, efficiency and quality

• Evaluate the current use of technology against agreed criteria

• Identify the scope for improvement including training, adaptions to existing systems and the implementation of new systems

• Identify the strategic implications of changes to the use of technology

• Assess the risks, limitations and benefits of changes to the use of technology

Be able to optimise the use of technological solutions

Learn how to:

• Specify technological requirements and priorities including the input of others in accordance with organisational technology strategy

• Take action to ensure compatibility of technological plans and systems with other systems, processes and plans

• Recommend technological solutions that meet specified objectives

Be able to manage the use of technology

Learn how to:

• Develop procedures that address all aspects of the technology and their implications

• Take action to ensure that everyone using the technology is adequately trained and equipped

• Promote the benefits of technology

• Use monitoring techniques that are appropriate to the nature of the work carried out on the system

• Take prompt corrective action in the event of problems arising

1 2 3 4

Module 7

Module 2 - Continuous ImprovementModule 8 focuses on developing the skills to continually improve through identifying and monitoring effective key measures of business performance and encouraging a culture of continuous improvement throughout the organisation

Key learning

Understand the principles underpinning the development of a continuous improvement strategy

Learn how to:

• Define the scope of continuous improvement and its relationship with other systems

• Distinguish between continuous and continual improvement

• Evaluate a range of approaches to continuous improvement and the principles on which they are built

• Evaluate the implications of staff involvement in continuous improvement

• Analyse the development of continuous improvement

Be able to develop a continuous improvement strategy

Learn how to:

• Identify the scope of a continuous improvement strategy

• Devise a strategy that is capable of evaluating business performance and identifying areas that could be improved

• Establish valid measures for evaluating business performance

• Establish systems for collecting and assessing information on business performance

• Foster a culture where people are encouraged to make suggestions for improvement

Be able to manage continuous improvement

Learn how to:

• Implement systems and procedures that are capable of measuring business performance

• Benchmark performance against historical data and other comparable organisations

• Take action to ensure that knowledge and understanding is fed into the knowledge management system

• Take action to ensure that improvements made align with business objectives and values

1 2 3

Module 8

Module 1 - Financial and Budget ManagementModule 9 develops the skills to understand the importance of financial and budget management within an organisation

Key learning

Understand how to identify financial requirements

Learn how to:

• Understand how to calculate the estimated costs of activities, resources and overheads needed to achieve objectives

• Analyse the components of a business case to meet organisational requirements

• Analyse the factors to be taken into account to secure the support of stakeholders

• Describe the business planning and budget-setting cycle

Understand how to set budgets

Learn how to:

• Understand the purposes of budget-setting

• Analyse the information needed to enable realistic budgets to be set

• Identify how to address contingencies

• Understand organisational policies and procedures on budget-setting

Be able to manage a budget

Learn how to:

• Use the budget to control performance and expenditure

• Identify the cause of variations from budget

• Understand the actions to be taken to address variations from budget

• Propose realistic revisions to budget, supporting recommendations with evidence

• Provide budget-related reports and information within agreed timescales

• Understand the actions to be taken in the event of suspected instances of fraud or malpractice

Be able to evaluate the use of a budget

Learn how to:

• Identify successes and areas for improvement in budget management

• Make recommendations to improve future budget setting and management

1 2 3 4

Module 9

Module 2 - Leadership and Management SkillsModule 10 focuses on developing the leadership and management skills required to deliver exceptional results through your team

Key learning

Understand the principles supporting leadership and management

Learn how to:

• Analyse how leadership and management theories may be applied to an organisation

• Assess the influence of an organisations culture on its leadership styles and management practices

• Assess the influence of an organisations structure on its leadership styles and management practices

• Analyse how theories of motivation may be applied in the practice of leadership

• Evaluate the role of stakeholder engagement in leadership and management

• Assess the suitability of a range of leadership styles and management practices to the culture of an organisation

Be able to engage and inspire stakeholders and colleagues

Learn how to:

• Display behaviours and attitudes that show a commitment to the achievement of an organisations goals

• Display behaviours and attitudes that show a commitment to the fulfilment of an organisations vision and the expression of its values

• Identify who stakeholders are and the nature of their interest

• Take action to ensure that colleagues and other stakeholders understand their role in achievement of organisational objectives

• Win the trust and support of colleagues and other key stakeholders through exemplary performance and behaviour

• Take action to maintain morale through difficult times

• Take action to secure the on-going commitment of colleagues and other key stakeholders

Be able to deliver results

Learn how to:

• Make planning and resourcing decisions that optimise the available resources, skills and expertise

• Use delegation techniques whilst delivering targets

• Empower individuals to take responsibility for their decisions

• Adapt plans, priorities and resource allocations to meet changing circumstances and priorities

1 2 3

Module 10

Head Office Melrose Hall, Cypress Drive, St Mellons, Cardiff, CF3 0EG.

+44 (0) 29 2079 9133

www.t2group.co.uk

info@t2group.co.uk

Key Facts

We can tailor these Apprenticeships to meet

your exact needs

We visit learners every six weeks in the workplace on a day and time convenient to you, ensuring minimum disruption to your business

We fully employ all our Leadership and Management Coaches to ensure the quality of what we do, we do not and never have used the services

of freelance trainers and assessors In addition to your six weekly

visits from your Leadership and Management Coach, a

dedicated Account Manager provides you with a full monthly progress and performance update