REWARD
Apprenticeships can be a great way of attracting new talent to a business, while ensuring the individual builds the skills and knowledge needed for long-term success. Danny Done, Managing Director, Portfolio Payroll, discusses five key considerations for businesses when taking on apprentices
W hen done correctly, employing an apprentice can bring new ways of looking at things and a chance for all involved to learn and develop their skills. Let’s look at the practicalities of employing an apprentice and the five things employers should consider. 1. Inductions should be specially tailored for apprentices All new starters should go through a period of induction and that includes apprentices. However, how this induction unfolds may well be different to what happens for other employees. This may be their first job, in which case they’ll have no experience of what to expect and won’t necessarily have the confidence to ask questions. Or they may already be experienced in the industry and looking to take their career further. Whatever the case, a ‘one-size-fits-all’ induction is unlikely to fit the bill. Inductions help the apprentice to settle into the business and help them adjust to their new surroundings. They’re an opportunity to provide an overview of the role and how it fits into the wider organisation, providing practical guidance on working life. Inductions are also a time for introductions to the key people and teams the apprentice will be working with, advising them where to go if they need to ask questions. Alongside that, there are the special things which make the job role an apprenticeship, including off-the-job training and the in-work time needed for learning and developing. This will all need to be arranged before, and as, the apprentice joins the organisation. This adds an extra level of complexity. 2. Apprentices must attend off- the-job training Apprentices must attend off-the-job training, which is undertaken outside of the normal day-to-day working environment. During this training, knowledge, skills and behaviours are learned and developed. As an apprenticeship is designed to be for learning, priority should be given
to the apprentice’s training by protecting this time to ensure the apprentice gets the most out of it. Practically, this therefore means that any work-related deadlines and expectations should be worked around the apprentice’s training and not the other way round. 3. The duty to make reasonable adjustments applies to apprentices It may be that the apprentice has a disability under the Equality Act 2010. Where this is the case, the duty to make reasonable adjustments applies. This means that any additional needs the apprentice has should be discussed and assessed, and where reasonable to do so, additional support, time or auxiliary aids may need to be provided to ensure the apprentice can make the most of their time with the business. And to avoid legal liability. 4. Applying human resources (HR) policies and procedures to apprentices In Scotland, apprentices are given additional protections which prevent their dismissal in all but very limited circumstances. For that reason, usual HR procedures and practices, such as disciplinary and absence management, should be applied differently to apprentices in Scotland, as they cannot generally conclude with a dismissal. In England and Wales, legislation means that apprentices have standard employment status, and therefore, the fair reasons for dismissal apply to them also. This means that normal processes can be applied to apprentices and could result in dismissal prior to the end of the apprenticeship where it’s fair and reasonable to do so, and it’s in accordance with the contract of employment. 5. Thought needs to be given to the time after the apprenticeship Many apprentices stay with their employers once their apprenticeship has ended, so investment in these individuals
can result in committed and valuable employees. For this reason, it’s beneficial to tailor the training and learning the apprentice undertakes, to ensure the most is made of the opportunity to integrate them successfully into the organisation. However, if it’s unlikely they’ll be offered full-time employment at the end of the apprenticeship, this needs to be discussed with the apprentice in a timely manner. Takeaway Apprentices are in a unique position. They’ve joined the organisation for the specific development opportunities offered through the apprenticeship. There can be lots of opportunities to build on this commitment and care needs to be taken to ensure these aren’t missed. The aim of the apprenticeship is to have a fully qualified and competent individual at the end of it. And if the goal is to keep them on after the apprenticeship ends, time should be spent on nurturing them to ensure they attain the skills needed by the business. n
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| Professional in Payroll, Pensions and Reward |
Issue 113 | September 2025
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