Responsibilities of managers with apprentices

Overview

Apprentices are more likely to succeed if they have structure, direction, monitoring and support. This guidance outlines the roles and responsibilities which are expected of you as a manager.

Before the apprentice starts

• Confirm who will have line management responsibility of the apprentice.
• Managers have a legal responsibility to carry out a risk assessment before the apprentice starts. Consider the apprentice’s lack of experience, maturity, ability to make sound judgements. Review the risk assessment as they progress.
• Provide an induction including guiding the apprentice through the school's induction and online policies.
• Check that apprentices are following the Working Time Regulations. Apprentices under 18 years should not work more than an 8 hour day or more than 40 hours per week. Under 18’s must have at least a 30 minute lunch break in a 4½ hour period.
• Inform the apprentice about the sickness procedure and ensure they have a number to ring.
• Consider giving the apprentice a mentor. The apprentice will be able to approach this person with any queries or concerns during their employment. 
• An apprenticeship commitment statement is agreed and signed by the apprentice, their manager and training provider. This 3 way agreement forms part of the apprentice contract and outlines the responsibilities of the 3 parties for the duration of the apprenticeship. This is completed early in the apprenticeship. Any other contracts issued by the training provider should not be signed by the manager.

During the apprenticeship

• Allow the apprentice to experience a broad range of tasks and responsibilities which will link to their apprenticeship learning plan and encourage development. 
• Ensure the apprentice is supervised by a member of staff who is competent in the work area. Closer supervision may be required for certain tasks. Monitor any potential risks through risk assessment. Whilst home working use Skype to call where possible. Seeing someone genuinely feels much more social and inclusive than speaking on the phone, especially when you’re separated for long periods of time. It also helps familiarise your new starter with the rest of the team and feel more connected. 
• Although apprentices may be working from home, they still need constant support Early supervision should be close and as the supervisor satisfies themselves with evidence of the apprentice’s increasing knowledge and experience the supervision can be reduced accordingly. Managers and/or other team members should check in with the apprentice every day.
• The line manager should act as a point of contact for the training provider.
• Agree to a minimum of 20% off the job training during the working day in addition to any required functional skills. This is an essential part of the apprenticeship. The training provider will advise how this can be met.
• Support and contribute to progress reviews with the training provider.
• Support the apprentice with any individual needs they have with more coaching and supervision if needed, to achieve the apprenticeship.
• Review performance and set objectives.
• Arrange probationary meetings (via Skype if necessary) following the required process with the apprentice to discuss any concerns, feedback and give encouragement. Clearly let the apprentice know what is expected of them and have regular meetings to see if they are reaching these goals. Apprentices need to know what they're doing well and where they need to improve in order to maximize their potential.
• Raise any concerns with the apprenticeship liaison officer or training provider as appropriate.
• Motivate! Make sure the apprentice feels like an important part of your team by recognising their achievements.
• Give the apprentice as much encouragement, advice and support as possible. This will give your apprentice a chance to progress.

Later in the training 

• Encourage the apprentice to further their skills with a higher apprenticeship if appropriate after their first apprenticeship. 
• Consider any potential for employment within the team. Don't look at the apprenticeship as a temporary position but provide an opportunity for growth within the school where possible.
• The line manager will invite the apprentice to a dismissal meeting to discuss the end of the apprenticeship. 
• For apprentices without employment at the end of their contract, who need support, could contact ask.for.advice@derby.gov.uk

For more information

Please email apprenticeships@derby.gov.uk or telephone 01332 640752.