OPPORTUNITY KNOCKS
Addressing the skills gaps in the industry with accessible apprenticeships
Any effective workforce development plan must feature a diverse range of opportunities to capture the talent the construction and built environment sector needs. Whether it’s new entrants, those looking to progress their careers or those seeking to change roles, we need a variety of pathways that enable people to enter, progress and transition within our industry.
Apprenticeships, alongside graduate programmes and trade roles, are an integral part of this workforce development strategy. I’ve had the privilege of witnessing the evolution of apprenticeships in the built environment and I’m pleased to say that the focus has moved beyond the traditional trade-focused programmes to encompass a broader range of levels and occupations, including higher technical and professional roles.
Apprenticeships now offer a clear pathway into the industry, from entry-level to technical and chartered professional status.
In fact, through the work of organisations like the Construction Industry Council (CIC), Construction Leadership Council (CLC) and in partnership with the likes of University College of Estate Management (UCEM), we’ve seen a significant expansion in the availability of apprenticeship occupations and the supportive training provision needed.
Today, in England we have 90 live apprenticeship standards, 66 of these at levels two and three, nine at levels four and five and 15 at levels six and seven. This means we now have 24 apprenticeship standards that would never have existed before the introduction of the employer led trailblazer groups and the associated apprenticeship levy.
Apprenticeships now offer a clear pathway into the industry, from entry-level to technical and chartered professional status. This is a significant shift from the past, where apprenticeships were often limited to trade roles or seen as a stepping stone to graduate programmes. The key to the success of these apprenticeship programmes lies in the partnership between the apprentice, the employer and the training provider. This threeway partnership is crucial, as it allows the apprenticeship to be tailored to the specific needs of the industry and the individual.
In the built environment, we also see the integration of the professional standards in a wide variety of these apprenticeships, also enabling apprentices to smoothly transition into the range of professional registers that exist, further ensuring the independent assessment of competence in a way that is recognised by employers in our sector, here in the UK and often internationally.
Employers have a critical and significant impact on this process: they need to remain at the forefront of developing and managing the apprenticeship standards now available to ensure they work well and remain current. Employers are also fundamental to employing and training apprentices, often utilising their apprenticeship levy funds. Where employers in England have not been able to fully utilise their full apprentice levy within a twoyear timeframe, these funds are returned to the government and the money is redirected to support the smaller organisations that do not pay levies for the training of their apprentices.
No matter how you look at the apprentice levy, it is being used to invest in the future of so many apprentices and businesses. We must look at this as an opportunity to invest in our workforce and ensure it continues to deliver the apprenticeship programmes that truly reflect the skills and competencies required by the industry. But it’s not just about developing the standards; employers must play a far greater role in supporting and mentoring apprentices through their apprenticeship journey. This means providing apprentices with the time, supportive line management and mentoring and exposing apprentices to challenging activities and projects that will ultimately enable them to achieve and ensure success.
The apprenticeship route is no easy path to take. We want apprentices to not only complete their programmes but to be to be successful and retained in the industry, helping our sector to shape and evolve the way it responds to change. This requires a true partnership between all parties involved: the apprentice, the employer and the training provider. By working collaboratively, we can create a workforce development ecosystem that attracts, develops and retains the talent the built environment needs. It’s an invested partnership, but one that is essential for the future success of our industry.
The role of professional institutions and bodies like the CIC has also been crucial in the development and recognition of apprenticeship schemes. These organisations have partnered with employers to develop apprenticeship standards linked to professional accreditation and registration, ensuring the programmes are aligned with the competencies and standards required for professional recognition.
We want apprentices to not only complete their programmes but to be successful and retained in the industry, helping our sector to shape and evolve the way it responds to change.
This collaboration has been instrumental in creating a clear pathway for apprentices to progress and become registered professionals within the industry. However, I believe there is still room for improvement in this area. We need to do more to ensure the voice of the professional institutions is heard and the value they and their membership packages bring to the industry is clearly communicated to apprentices, training providers and employers.
One key area of focus should be the integration of the endpoint assessment process with the professional review process. In many cases, the end-point assessment is more intensive than the professional review, creating unnecessary duplication for apprentices and also for professional institutions themselves. By breaking down these barriers and aligning apprentice assessment processes with professional review processes, we can make it easier for apprentices to achieve professional recognition on successful completion of their apprenticeship.
Looking to the future, I firmly believe that we need a holistic approach to workforce development that embraces the diversity of pathways into the industry and into the professions right across the built environment sector. We can’t rely solely on trade apprenticeships and graduate intakes. We need to have a range of high-quality, professionally recognised options that cater to the varied needs and aspirations of individuals, from new entrants to those looking to change careers. This includes ensuring that apprenticeships are accessible to people of all ages and at all levels, from entry-level to higher technical and professional roles.
An all-age, all-level apprenticeship system is essential if we want to truly address the skills gaps in our industry. By working collaboratively, we as employers, professional institutions and training providers can create a workforce development ecosystem that attracts, develops and retains the talent the built environment needs. It’s an invested partnership, but one that is essential for the future success of our industry.