Negotiating apprenticeship schemes in your workplace · Latest update: May 2015 Negotiating apprenticeship schemes in your workplace What is an apprenticeship? Apprenticeships are

Latest update: May 2015

Negotiating apprenticeship schemes in your workplace

What is an apprenticeship?

Apprenticeships are nationally recognised training programmes that give people thechance to earn as they learn.benefits to people entering work for the first time, those returning to work afteran extended break and those changing career. There are specific employerincentives for hiring someone aged 16

Since 2010 there has been aresurgence in apprenticeshipschemes in the private andpublic sectors, with manymore apprenticeship placesbeing offered at differentlevels. One of the mainmotivations for the increasein apprenticeship schemeswas as a means of tacklingmass youth unemploymentThis trend is set to continwith a commitment to createthree million new apprenticeship places in the next five years.

It is essential that UNISON branches are fully involved in the planningimplementation of these schemesquality training, fair pay and good conhow to recruit apprentices into the union and involve them in the life of thebranch.

This guide provides adviceyour workplace or improve an existing

UNISON’s policy on apprenticeships

Current legislation covering apprentice

What to include in a good apprenticeship schemementoring

How to make apprenticeships accessible to the widest demographic:equality and diversity.

How to use apprenticeships to boost branch recruitment


apprenticeship?

Apprenticeships are nationally recognised training programmes that give people thechance to earn as they learn. They are open to people of all ages and habenefits to people entering work for the first time, those returning to work after

ended break and those changing career. There are specific employerincentives for hiring someone aged 16-24.

Since 2010 there has been aresurgence in apprenticeshipschemes in the private andpublic sectors, with manymore apprenticeship places

ffered at differentlevels. One of the main

for the increasein apprenticeship schemes

tacklingloyment.continue

with a commitment to createmillion new apprenticeship places in the next five years.

It is essential that UNISON branches are fully involved in the planningimplementation of these schemes in order to ensure that apprentices receive highquality training, fair pay and good conditions. Branches should also think abouthow to recruit apprentices into the union and involve them in the life of the

advice on how to negotiate a new apprenticeship scheme inyour workplace or improve an existing one. It will cover:


Current legislation covering apprentice pay

What to include in a good apprenticeship scheme: high quality training

pprenticeships accessible to the widest demographic:ersity.

How to use apprenticeships to boost branch recruitment


Apprenticeships are nationally recognised training programmes that give people theto people of all ages and have specific

benefits to people entering work for the first time, those returning to work afterended break and those changing career. There are specific employer

It is essential that UNISON branches are fully involved in the planning andto ensure that apprentices receive high

ditions. Branches should also think abouthow to recruit apprentices into the union and involve them in the life of the

apprenticeship scheme in

: high quality training and

pprenticeships accessible to the widest demographic:

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UNISON has a strong interest inearning whilst learning a vocation. But they must:

be properly negotiated;

pay apprentices the rate for the job (and at least the Living Wage as aminimum);

provide high quality training on the job;

uphold working time and health and safety regulations;

ensure apprentices are entitled to the same terms anemployees, such as sick leave and holiday entitlement;

where possible guarantee future employment;

not be used in an exploitative way for cheap labour by plugging the gaps offull-time staff that haveremain vigilant to the ratio of apprentices to skilled workers, to make surean equilibrium remains regarding the skills

accessible to the widest demographicchallenging and combating discriminatioand minority ethnic (BME) communities, (not all apprentices are young)people with disabilities and other disadvantaged groups.

on apprenticeships

UNISON has a strong interest in apprenticeships for young workers as a means ofearning whilst learning a vocation. But they must:

be properly negotiated;

pay apprentices the rate for the job (and at least the Living Wage as a

provide high quality training on the job;

uphold working time and health and safety regulations;

ensure apprentices are entitled to the same terms and conditions as otheremployees, such as sick leave and holiday entitlement;

where possible guarantee future employment;

not be used in an exploitative way for cheap labour by plugging the gaps oftime staff that have left or been made redundant – bra

remain vigilant to the ratio of apprentices to skilled workers, to make surean equilibrium remains regarding the skills-mix of staff;

accessible to the widest demographic – unions have a crucial role inchallenging and combating discrimination against young people from blackand minority ethnic (BME) communities, (not all apprentices are young)people with disabilities and other disadvantaged groups.

apprenticeships for young workers as a means of

pay apprentices the rate for the job (and at least the Living Wage as a

d conditions as other

not be used in an exploitative way for cheap labour by plugging the gaps ofbranches should

remain vigilant to the ratio of apprentices to skilled workers, to make sure

unions have a crucial role inn against young people from black

and minority ethnic (BME) communities, (not all apprentices are young)

st update: May 2015

hat should be in an apprenticeship s

urrent legislation covering

pprentice pay in England,e Apprenticeship, Skills,age for apprentices stood atplies to apprentices under 19 or those in the first year ofor over; all other apprentices are entitled to the national minimum wage for

eir age.

ate for the job

wer pay rates for apprenticesceiving valuable training thatrm. This ignores the fact that many apprentices are doing full jobs now

hat should be in an apprenticeship scheme?

urrent legislation covering apprentices: pay rates

n England, Scotland, Wales and Northern Ireland is covered undere Apprenticeship, Skills, Children and Learning Act 2009. The National Minimum

for apprentices stood at £2.73 an hour from 1 October 2014.apprentices under 19 or those in the first year of apprenticeship; all other apprentices are entitled to the national minimum wage for

for apprentices are usually justified on the basis thatvaluable training that will lead to higher pay in the medium and longer

This ignores the fact that many apprentices are doing full jobs now

covered underNational Minimum

. This rateapprenticeship who are

; all other apprentices are entitled to the national minimum wage for

usually justified on the basis that they areto higher pay in the medium and longer

This ignores the fact that many apprentices are doing full jobs now.


Apprentices hold “employed” status and carry out dutiecomparable to any other employee.

The National Union of Students (NUS) and UNISONthat the rate of pay an apprenticeearns is fundamentally importantto them, along with the need forhigh quality training and greaterjob security. These have alsobeen proven to be key factors inwhether an employee completestheir apprenticeship or not, soshould be of interest andimportance to the employer.2014 report by the Department for Business, Innovation andnearly a quarter (24 per cent) of 16minimum wage and 15 per cent of apprentices were paid below the apprenticenational minimum wage. The mean hourly rate among nonwas £2.30 per hour.

Negotiating points: pay

Branches should try to negotiateof London and £9.15 per hour in London

While it is not always possible to get the Living Wagesome branches have negotiated pay in line with the National Minimum Wageexample Guy’s and St Thomas’s NHS Foundation Trust

1 Department for Business, Innovation and Skills (2014) Apprenticeship Pay Survey

“Living on my own I have always struggledapprentice wage. In my first year I had to work two jobs just to be able to pay thebills. As well as this I have now moved onto a level 4more responsibility and management skills yet because of policy all apprenticeshave to be paid the same at apprentice rate. I have not received any incentives orbonuses for completing any of my NVQs.”Level 4 Apprentice – Local

Apprentices hold “employed” status and carry out duties and responsibilitiescomparable to any other employee.

The National Union of Students (NUS) and UNISON apprentice surveys have shownte of pay an apprentice

fundamentally importantto them, along with the need for

and greaterThese have also

been proven to be key factors inwhether an employee completestheir apprenticeship or not, so

importance to the employer. A2014 report by the Department for Business, Innovation and Skills1 highlighted thatnearly a quarter (24 per cent) of 16-18 year olds are earning less than the nationalminimum wage and 15 per cent of apprentices were paid below the apprenticenational minimum wage. The mean hourly rate among non-compliant appre

Branches should try to negotiate the Living Wage (currently £7.85 per hourand £9.15 per hour in London) for apprentices based on the

the job. Apprentices should also beentitled to the same terms andconditions, such as sick leave andholiday entitlement, as theircolleagues. Try to ensure that anysavings made by employingapprentices, is fed back intotraining regime – not used tosubsidise shortfalls elsewhere.

ys possible to get the Living Wage for apprentices from day onesome branches have negotiated pay in line with the National Minimum Wage

Guy’s and St Thomas’s NHS Foundation Trust has an award winning

Department for Business, Innovation and Skills (2014) Apprenticeship Pay Survey

n my own I have always struggled to meet all my bill payments onapprentice wage. In my first year I had to work two jobs just to be able to pay thebills. As well as this I have now moved onto a level 4 apprenticeship, demandingmore responsibility and management skills yet because of policy all apprenticeshave to be paid the same at apprentice rate. I have not received any incentives orbonuses for completing any of my NVQs.”

Local Authority

s and responsibilities

surveys have shown

highlighted that18 year olds are earning less than the national

minimum wage and 15 per cent of apprentices were paid below the apprenticecompliant apprentices

per hour outsidethe full rate for

Apprentices should also beterms and

such as sick leave andholiday entitlement, as their

nsure that anysavings made by employing

fed back into thenot used to

e shortfalls elsewhere.

for apprentices from day one,some branches have negotiated pay in line with the National Minimum Wage– for

has an award winning

to meet all my bill payments on myapprentice wage. In my first year I had to work two jobs just to be able to pay the

apprenticeship, demandingmore responsibility and management skills yet because of policy all apprenticeshave to be paid the same at apprentice rate. I have not received any incentives or

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apprenticeship scheme where they directly employ apprentices (rather than gothrough a training agency), they offer lots of support from management andpay a blanket apprentice salary of £6.87/hr all are paid above the highestthe National Minimum Wage.

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apprenticeship scheme where they directly employ apprentices (rather than gothrough a training agency), they offer lots of support from management and

a blanket apprentice salary of £6.87/hr all are paid above the highestthe National Minimum Wage.

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apprenticeship scheme where they directly employ apprentices (rather than gothrough a training agency), they offer lots of support from management and as they

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Health Branches:

If you are negotiating an apprenticeship scheme policy you may find it useful to incorporateAnnex U of Agenda for Change Handbook as this covers arrangements for pay and bandingof trainees.

Section 4 of Annex U in the NHS Terms and Conditions handbook states that the startingpay for any trainee must be no less than the rate of the main (adult) rate of the NationalMinimum Wage, which sets a floor rate of pay for apprentices.

Where the calculation above results in the National Minimum Wage being payable for yeartwo and beyond, an additional payment should be made on top of the minimum wage. Theaddition should be equal to the cash value difference between the percentages of max pay inthe year of payment and the previous year.

Apprentices should also have the opportunity of joining the NHS pension scheme if they arenot already part of it and this should be stated in the negotiated apprenticeship policy.

Health branches should remain vionto as following the completion of training the trainee should enter either on the first paypoint of the appropriate pay band or the next pay point above their training salary.

If you are negotiating an apprenticeship scheme policy you may find it useful to incorporateAnnex U of Agenda for Change Handbook as this covers arrangements for pay and banding

Section 4 of Annex U in the NHS Terms and Conditions handbook states that the startingpay for any trainee must be no less than the rate of the main (adult) rate of the NationalMinimum Wage, which sets a floor rate of pay for apprentices.

ulation above results in the National Minimum Wage being payable for yeartwo and beyond, an additional payment should be made on top of the minimum wage. Theaddition should be equal to the cash value difference between the percentages of max pay in

year of payment and the previous year.


Health branches should remain vigilant about what pay band trusts are placing apprenticesonto as following the completion of training the trainee should enter either on the first paypoint of the appropriate pay band or the next pay point above their training salary.

If you are negotiating an apprenticeship scheme policy you may find it useful to incorporateAnnex U of Agenda for Change Handbook as this covers arrangements for pay and banding

Section 4 of Annex U in the NHS Terms and Conditions handbook states that the startingpay for any trainee must be no less than the rate of the main (adult) rate of the National

ulation above results in the National Minimum Wage being payable for yeartwo and beyond, an additional payment should be made on top of the minimum wage. Theaddition should be equal to the cash value difference between the percentages of max pay in


gilant about what pay band trusts are placing apprenticesonto as following the completion of training the trainee should enter either on the first paypoint of the appropriate pay band or the next pay point above their training salary.

atest update: May 2015

ost of living

esults of a major research project funded by the Joseph Rowntree Foundationublished in June 2014 show that even a single person with no dependants living inouncil housing needs at least £17,100 a year before tax to afford a basic, butcceptable standard of living.

s the cost of living rises, it will become increasingly difficult for young workers toanage on a below-minimum wage rate. Nor will the families of apprentices be able

o supplement the training rate paid to their children. Low income families whereoung people are most in need of a route into employment, are likely to be the leastble to subsidise their children’s apprenticeship. Those determined to completepprenticeships will suffer real hardship in terms of their ability to sustain adequateealth, housing and social integration. Others will be forced to choose higher payingbs that lack a structured training element, leading to low take up of apprenticeships

nd poor completion rates.

t the moment a quarterhis is a serious loss of investment for employers. It is clear that pay directly affectsompletion rates, which improved nationally from 24% in 2001/2 to 63%ecommended minimum rate rose to £80 in 2005.

esults of a major research project funded by the Joseph Rowntree Foundationublished in June 2014 show that even a single person with no dependants living inouncil housing needs at least £17,100 a year before tax to afford a basic, butcceptable standard of living.

s the cost of living rises, it will become increasingly difficult for young workers tominimum wage rate. Nor will the families of apprentices be able

o supplement the training rate paid to their children. Low income families whereg people are most in need of a route into employment, are likely to be the least

their children’s apprenticeship. Those determined to completepprenticeships will suffer real hardship in terms of their ability to sustain adequate

housing and social integration. Others will be forced to choose higher payingbs that lack a structured training element, leading to low take up of apprenticeships

nd poor completion rates.

quarter of all apprentices do not complete their full programme.his is a serious loss of investment for employers. It is clear that pay directly affectsompletion rates, which improved nationally from 24% in 2001/2 to 63%ecommended minimum rate rose to £80 in 2005.

esults of a major research project funded by the Joseph Rowntree Foundationublished in June 2014 show that even a single person with no dependants living inouncil housing needs at least £17,100 a year before tax to afford a basic, but

s the cost of living rises, it will become increasingly difficult for young workers tominimum wage rate. Nor will the families of apprentices be able

o supplement the training rate paid to their children. Low income families whereg people are most in need of a route into employment, are likely to be the least

their children’s apprenticeship. Those determined to completepprenticeships will suffer real hardship in terms of their ability to sustain adequate

housing and social integration. Others will be forced to choose higher payingbs that lack a structured training element, leading to low take up of apprenticeships

eir full programme.his is a serious loss of investment for employers. It is clear that pay directly affectsompletion rates, which improved nationally from 24% in 2001/2 to 63% when the


High quality training

Apprentices should benefit from nationally recognised National VocationalQualifications, provided and supervised by a reputable learning provider.

The Specification of Apprenticeship Standards for Erequirements to be included in a recognised English framework. Compliance withstatutory requirement of the Apprenticeships, Skills, Children and Learning (ASCL) Act.

To check out the quality of the college / training provider, find their latest OFSTEDrating. This is possible to do almost instantaneously via a Google search.apprenticeships offer a good programme,problems with poor quality traininglearning plan. A UNISONhighlighted that:

apprentices felt they needed more support from their mentor;

there was a lack of opportunities for apprentices, once they havecompleted their qualification;

over 90 per cent of apprentices were working

over three quarters of apprentices surveyed were paid the nationalminimum wage for apprentices

a quarter of those apprentices surveyed were asked to cover workoutside the terms of their apprenticeship agreement

Negotiating points: training

Branches should ensure that their scheme has:

Clear arrangements with one or more collegesthe required qualifications

That each apprentice receives a contract of emplfrom their employer and college.

For England the inclusion of reference to theStandards for England (SASE)document for anyone who wants a copy.

A compulsory inductionresponsibilities (ERR) module. Unions should be covered as part of thismodule.

Outreach programmes for recruiting candidates as widely as possible,including short pre


Specification of Apprenticeship Standards for England (SASE) sets out the minimumrequirements to be included in a recognised English framework. Compliance withstatutory requirement of the Apprenticeships, Skills, Children and Learning (ASCL) Act.

check out the quality of the college / training provider, find their latest OFSTEDrating. This is possible to do almost instantaneously via a Google search.

offer a good programme, UNISON members have reportedpoor quality training, lack of supervision and failure to provide

UNISON survey of apprentices in local government (Dec 2014)

pprentices felt they needed more support from their mentor;

ack of opportunities for apprentices, once they havecompleted their qualification;

ver 90 per cent of apprentices were working over 35 hours

quarters of apprentices surveyed were paid the nationalminimum wage for apprentices;

quarter of those apprentices surveyed were asked to cover workoutside the terms of their apprenticeship agreement.

Negotiating points: training

ure that their scheme has:

Clear arrangements with one or more colleges / training providersthe required qualifications.

That each apprentice receives a contract of employment / learning agreementemployer and college.

For England the inclusion of reference to the Specification of ApprenticeshipStandards for England (SASE) and a commitment to providing access to thedocument for anyone who wants a copy.

compulsory induction for all apprentices and an employment rightresponsibilities (ERR) module. Unions should be covered as part of this

Outreach programmes for recruiting candidates as widely as possible,including short pre-apprenticeship work placements, where possible.


sets out the minimumrequirements to be included in a recognised English framework. Compliance with SASE is astatutory requirement of the Apprenticeships, Skills, Children and Learning (ASCL) Act.

check out the quality of the college / training provider, find their latest OFSTEDrating. This is possible to do almost instantaneously via a Google search. While most

have reportedand failure to provide a clear

overnment (Dec 2014)

pprentices felt they needed more support from their mentor;

ack of opportunities for apprentices, once they have

35 hours a week;

quarters of apprentices surveyed were paid the national

quarter of those apprentices surveyed were asked to cover work

/ training providers that offer

oyment / learning agreement

Specification of Apprenticeshipand a commitment to providing access to the

and an employment rights andresponsibilities (ERR) module. Unions should be covered as part of this

Outreach programmes for recruiting candidates as widely as possible,apprenticeship work placements, where possible.


Good internal proceduresapprentices in appropriate posts, ensuring that the process meets equalityguidelines.

Well thought-out aapprentices. Each apprentice should have a mentorkeeps track of their progresslearning. Staff taking on these duties should be entitled to additional training,pay and time off in recognition of their additional responsibilities.

Provision for apprework to complete their NVQ workcourses as other employees.

Opportunities for all apprentices working for the employer to meet togetherfor induction at thefrom time to time during their apprenticeship.

Support systems for apprentices from disadvantaged groups such as youngpeople leaving care,

A guaranteed job,apprenticeships and a clear, transparent procedure for placingpermanent jobs.

Apprenticeships should be accessible to the widest demographic: equalityand diversity

Apprenticeships should be accessible to the widest demographiccrucial role in challenging discrimination against people from black and minorityethnic (BME) communities, people with disabilities and other members ofdisadvantaged groups. Branches should:

support employers encourage applications from under(e.g. by adopting recruitment strategies to reach the widest audience);

review the recruitment selection process and criteria to ensure it does notdiscourage or exclude under

encourage managers and recruitment staff to take part in equality anddiversity training.

in the NHS, highlight the fact that apprenticeships directly answer two keycurrent initiatives:

Apprentices – a recruitment opportunity

Young members are one of the fastest growing sectors of the UNISON membership,but there is still much more we can do to attract young workers.apprenticeships, forecast to

procedures for recruitment, selection and placement ofin appropriate posts, ensuring that the process meets equality

out arrangements for supervision and monitoringEach apprentice should have a mentor and a line manag

keeps track of their progress, oversees their work and helps them with theirStaff taking on these duties should be entitled to additional training,

pay and time off in recognition of their additional responsibilities.

Provision for apprentices to have study time, either at college or away fromto complete their NVQ work and access to the same staff development

courses as other employees.

s for all apprentices working for the employer to meet togetherfor induction at the beginning of their course and for networking and supportfrom time to time during their apprenticeship.

Support systems for apprentices from disadvantaged groups such as youngpeople leaving care, ex-offenders or those with disabilities.

guaranteed job, wherever possible, for those successfully completing theirapprenticeships and a clear, transparent procedure for placing

Apprenticeships should be accessible to the widest demographic: equality

should be accessible to the widest demographic. Unions play acrucial role in challenging discrimination against people from black and minorityethnic (BME) communities, people with disabilities and other members ofdisadvantaged groups. Branches should:

support employers encourage applications from under-represented groups(e.g. by adopting recruitment strategies to reach the widest audience);

recruitment selection process and criteria to ensure it does notdiscourage or exclude under-represented groups;

encourage managers and recruitment staff to take part in equality and

in the NHS, highlight the fact that apprenticeships directly answer two keycurrent initiatives: Widening Participation & Talent for Care

a recruitment opportunity

Young members are one of the fastest growing sectors of the UNISON membership,but there is still much more we can do to attract young workers. The growth ofapprenticeships, forecast to grow by another 3 million apprenticeship places

and placement ofin appropriate posts, ensuring that the process meets equality

rrangements for supervision and monitoring ofand a line manager thatand helps them with their

Staff taking on these duties should be entitled to additional training,pay and time off in recognition of their additional responsibilities.

ntices to have study time, either at college or away fromand access to the same staff development

s for all apprentices working for the employer to meet togetherbeginning of their course and for networking and support

Support systems for apprentices from disadvantaged groups such as young

wherever possible, for those successfully completing theirapprentices in

Apprenticeships should be accessible to the widest demographic: equality

nions play acrucial role in challenging discrimination against people from black and minorityethnic (BME) communities, people with disabilities and other members of

represented groups(e.g. by adopting recruitment strategies to reach the widest audience);

recruitment selection process and criteria to ensure it does not

encourage managers and recruitment staff to take part in equality and

in the NHS, highlight the fact that apprenticeships directly answer two key

Young members are one of the fastest growing sectors of the UNISON membership,The growth of

grow by another 3 million apprenticeship places by 2020,


offers branches an excellent opportunity to recruit young workers and potentialactivists. While specific plans for recruitment will depend on the type of employerand number of apprentices, there are a number of ideas branches can try:

Ensure that the branch is allowand that new starters are informed of their right to join a union.can join UNISON for a special fee of £10 a yearopportunity to apply toweekend offers them a chance to discuss key issues, gain industrial expertiseand socialise with people roughly the same ageaccess UNISON’s learning and organising courses, including courses in Englishand Maths.

As young, vulnerable workersrepresentation even in the best apprenticeship scheme. You might want toassign a specific steward to be their contact point with the branch. As newrecruits, apprentices will also abranch.

Health and safety reps should ensure that a risk assessment is done ofapprenticeship posts, and you might want to involve Union Learning Reps indeveloping a programme for apprentices.

Good apprenticeships schemes should have outreach schemes designed torecruit candidates from the local community. The branch could use thatprocess to develop closer relationships with local schools, communityorganisations and youth programmes.people coming in on pre

UNISON’s leaflet Young Workers: Your Wages, Your Rightsthe online catalogue by clickingworkers and voluntary organisations have indicated that they would valueUNISON’s expertise. Branches can use the leaflet as aor surgeries designed to offer basic educationrole of trade unions

Apprentices may have other family members who are potential UNISONmembers. People are often attractedservice organisation where theyappreciate the help UNISON offers to their young relations. The branchmight want to offer a social/information session for apprentices and theirfamily.

Overall, the aim is to be creative in how you use apprenticeships to build thebranch, bearing in mind that the large numbers of apprentices entering thepublic service workforce over the next few years will become the coremembership of the

hes an excellent opportunity to recruit young workers and potentialactivists. While specific plans for recruitment will depend on the type of employerand number of apprentices, there are a number of ideas branches can try:

Ensure that the branch is allowed to attend induction sessions for apprenticesand that new starters are informed of their right to join a union.can join UNISON for a special fee of £10 a year and also gives them the

apply to attend UNISON’s young members’ weweekend offers them a chance to discuss key issues, gain industrial expertiseand socialise with people roughly the same age. Apprentices are also able toaccess UNISON’s learning and organising courses, including courses in English

As young, vulnerable workers apprentices will be in need of support andrepresentation even in the best apprenticeship scheme. You might want toassign a specific steward to be their contact point with the branch. As newrecruits, apprentices will also appreciate being included in the social life of the

Health and safety reps should ensure that a risk assessment is done ofapprenticeship posts, and you might want to involve Union Learning Reps indeveloping a programme for apprentices.

nticeships schemes should have outreach schemes designed torecruit candidates from the local community. The branch could use thatprocess to develop closer relationships with local schools, communityorganisations and youth programmes. If possible, make contact with youngpeople coming in on pre-apprenticeship work placements.

Young Workers: Your Wages, Your Rights is available fromthe online catalogue by clicking here . Many citizenship teachers, youthworkers and voluntary organisations have indicated that they would valueUNISON’s expertise. Branches can use the leaflet as a basis for workshops

surgeries designed to offer basic education on employment rights and therole of trade unions for young people.

Apprentices may have other family members who are potential UNISONeople are often attracted to apply for apprenticeship

service organisation where they already have contacts. Family members willappreciate the help UNISON offers to their young relations. The branchmight want to offer a social/information session for apprentices and their

erall, the aim is to be creative in how you use apprenticeships to build thebranch, bearing in mind that the large numbers of apprentices entering thepublic service workforce over the next few years will become the coremembership of the near future.

hes an excellent opportunity to recruit young workers and potentialactivists. While specific plans for recruitment will depend on the type of employerand number of apprentices, there are a number of ideas branches can try:

ed to attend induction sessions for apprenticesand that new starters are informed of their right to join a union. Apprentices

and also gives them theattend UNISON’s young members’ weekend. The

weekend offers them a chance to discuss key issues, gain industrial expertiseApprentices are also able to

access UNISON’s learning and organising courses, including courses in English

apprentices will be in need of support andrepresentation even in the best apprenticeship scheme. You might want toassign a specific steward to be their contact point with the branch. As new

ppreciate being included in the social life of the

Health and safety reps should ensure that a risk assessment is done ofapprenticeship posts, and you might want to involve Union Learning Reps in

nticeships schemes should have outreach schemes designed torecruit candidates from the local community. The branch could use thatprocess to develop closer relationships with local schools, community

ontact with young

is available fromMany citizenship teachers, youth

workers and voluntary organisations have indicated that they would valuebasis for workshops

employment rights and the

Apprentices may have other family members who are potential UNISONenticeships in a publicFamily members will

appreciate the help UNISON offers to their young relations. The branchmight want to offer a social/information session for apprentices and their

erall, the aim is to be creative in how you use apprenticeships to build thebranch, bearing in mind that the large numbers of apprentices entering thepublic service workforce over the next few years will become the core


APPENDIX 1

Model apprenticeship agree

1. Overview

Apprenticeships are nationally recognised training programmes that gives peoplethe chance to earn as they learn.specific benefits to people entering work for the first time, those returning toafter an extended break and those changing career. There are specific employerincentives for hiring someone aged 16achieve their Apprenticeship depends upon both their ability and therequirements. Usually, an Apprenticeship will last between one and three yearsit must be no less than one year to be recognised as an official apprenticeship

All people in the [authority, local area oremployer] are entitled to apqualify for the scheme will be placed in an appropriate vacancy.placement has been found for the person, the Apprentice,provider will agree a learning plan. Funding isApprenticeship training for most employees aged 16for employees aged over 19. Over 130,000 employers are training apprentices inthe UK at any one time.

The Apprentice must show dedication awill be expected to keep to normal working hours with thewage. The Apprentice will be expected to spend time with a learning provider andto study for a technical certificate. The Apprent

The Apprentice will benefit from a nationally recognised qualification that couldpotentially enable them to progress to a foundation Degree or Higher NationalCertificate/ Diploma. The Apprenticeship will encompass a NVKnowledge Certificate and FunctionalApprenticeship – Intermediate Level, Apprenticeshipthe QCF framework).

The Specification of Apprenticeship Standards for England (SASE)requirements to be included in a recognised English framework. Compliance withthe SASE is a statutory requirement of the Apprenticeships, Skills, Children and

Examples of best practise:At Northumbria University and South Devon Healthcare NHS Foundation Trustapprentices are encouraged to join trade unions. UNISON Branch reps are invited toall HR inductions where it is reiterated that apprentices have the same rights as otheremployees – this includes the right to join a trade union and take part in its activities.When is not possible for the branch to attend inductions, HR supply appropriateinformation to staff and details of specific trade unions and application forms.Both branches have negotiated local apprenticeship policies which sets out roles andresponsibilities between all parties involved in the apprenticeship and each branch

works closely with apprentices within the workplace.

Model apprenticeship agreement

Apprenticeships are nationally recognised training programmes that gives peoplethe chance to earn as they learn. They are open to people of all ages and haspecific benefits to people entering work for the first time, those returning toafter an extended break and those changing career. There are specific employerincentives for hiring someone aged 16-24. The speed at which the person willachieve their Apprenticeship depends upon both their ability and the

Usually, an Apprenticeship will last between one and three yearsit must be no less than one year to be recognised as an official apprenticeship

authority, local area or those currently working for theemployer] are entitled to apply for the apprenticeship programme. Applicants whoqualify for the scheme will be placed in an appropriate vacancy. Once a workplacement has been found for the person, the Apprentice, employerprovider will agree a learning plan. Funding is available for the full cost ofApprenticeship training for most employees aged 16 – 18. Some funding is availablefor employees aged over 19. Over 130,000 employers are training apprentices inthe UK at any one time.

The Apprentice must show dedication and a professional attitude. The Apprenticewill be expected to keep to normal working hours with the [organisation]wage. The Apprentice will be expected to spend time with a learning provider andto study for a technical certificate. The Apprentice will need commitment.

The Apprentice will benefit from a nationally recognised qualification that couldpotentially enable them to progress to a foundation Degree or Higher NationalCertificate/ Diploma. The Apprenticeship will encompass a NVQ, Techni

Certificate and Functional Skills. Apprenticeships come at twoIntermediate Level, Apprenticeship – Advanced Level

Specification of Apprenticeship Standards for England (SASE) sets out the minimumrequirements to be included in a recognised English framework. Compliance with

is a statutory requirement of the Apprenticeships, Skills, Children and

of best practise:At Northumbria University and South Devon Healthcare NHS Foundation Trustapprentices are encouraged to join trade unions. UNISON Branch reps are invited toall HR inductions where it is reiterated that apprentices have the same rights as other

this includes the right to join a trade union and take part in its activities.When is not possible for the branch to attend inductions, HR supply appropriateinformation to staff and details of specific trade unions and application forms.

s have negotiated local apprenticeship policies which sets out roles andresponsibilities between all parties involved in the apprenticeship and each branch

works closely with apprentices within the workplace.

Apprenticeships are nationally recognised training programmes that gives peopleopen to people of all ages and have

specific benefits to people entering work for the first time, those returning to workafter an extended break and those changing career. There are specific employer

The speed at which the person willachieve their Apprenticeship depends upon both their ability and the employer’s

Usually, an Apprenticeship will last between one and three years butit must be no less than one year to be recognised as an official apprenticeship.

currently working for theply for the apprenticeship programme. Applicants who

Once a workand learning

available for the full cost of18. Some funding is available

for employees aged over 19. Over 130,000 employers are training apprentices in

nd a professional attitude. The Apprentice[organisation] to earn a

wage. The Apprentice will be expected to spend time with a learning provider andice will need commitment.

The Apprentice will benefit from a nationally recognised qualification that couldpotentially enable them to progress to a foundation Degree or Higher National

Q, TechnicalSkills. Apprenticeships come at two levels:

Advanced Level (all part of

sets out the minimumrequirements to be included in a recognised English framework. Compliance with

is a statutory requirement of the Apprenticeships, Skills, Children and

At Northumbria University and South Devon Healthcare NHS Foundation Trustapprentices are encouraged to join trade unions. UNISON Branch reps are invited toall HR inductions where it is reiterated that apprentices have the same rights as other

this includes the right to join a trade union and take part in its activities.When is not possible for the branch to attend inductions, HR supply appropriateinformation to staff and details of specific trade unions and application forms.

s have negotiated local apprenticeship policies which sets out roles andresponsibilities between all parties involved in the apprenticeship and each branch


Learning (ASCL) Act. http://www.bis.gov.uk/assets/biscore/furtherskills/docs/s/11-521-specification

Apprenticeships are available in almost every areadministration and accountancy to health and social care.

2. Benefits

Benefits an Apprentice can bring to the

The [organisation] will produce a programme of succession planning fromwithin the organisation

Apprenticeships bring

Recruitment of apprentices will develop valuable links between the[organisation] and local schools, community and voluntary sectororganisations.

Apprenticeships provide in[organisation] by the

Apprenticeships improve productivity by developing bmaking the [organisation]service provision].

Apprenticeships are well structured and requirApprentice. An Apprentice is therefore more likely to be a committedmember of the [organisation]

Well-implemented apprenticeship schemes a[organisation]’s age profile

Well-implemented apprenticeship schemes aareas of [organisation]

Better staff training results in higher motivation

Apprenticeships help the [organisation] to memployer, Investors in People, Positive About Young PScheme and equality legislationservice and widening the internal talent pool for management recruitment.Long-term benefits are linked to reduced labour turnover, lower absenteeismfigures and higher employee satisfaction.

Having an apprentice in the team can positively change the dynamic of a teamand/or workplace by bringing in fresh eyes and ideas.

3. Eligibility

All staff are eligible to enrol on an Apprenticeship whether they are new recruitsor existing staff wanting to develop within their current role or embark on a newcareer. All efforts should be made to ensure thatencouraged to enter apprenticesh

http://www.bis.gov.uk/assets/biscore/further-educationspecification-apprenticeship-standards-england

Apprenticeships are available in almost every area of employment, fromadministration and accountancy to health and social care.

Benefits an Apprentice can bring to the [organisation] are as followes

will produce a programme of succession planning fromwithin the organisation – thus retaining valuable knowledge and experience.

Apprenticeships bring new skills to the [organisation]

Recruitment of apprentices will develop valuable links between theanisation] and local schools, community and voluntary sector

Apprenticeships provide in-house training, with a learning plan designed for theby the [organisation].

mprove productivity by developing better trained[organisation] more competitive and improving standards of [care,

Apprenticeships are well structured and require commitment from ann Apprentice is therefore more likely to be a committed

[organisation]

implemented apprenticeship schemes address inequalities in the’s age profile

implemented apprenticeship schemes address inequalities in the[organisation]’s profile (e.g. gender, ethnicity, disability etc.)

Better staff training results in higher motivation

Apprenticeships help the [organisation] to meet to requirement of Mindfulemployer, Investors in People, Positive About Young People, Single EqualityScheme and equality legislation. Short-term benefits relate to better customerservice and widening the internal talent pool for management recruitment.

term benefits are linked to reduced labour turnover, lower absenteeismres and higher employee satisfaction.

Having an apprentice in the team can positively change the dynamic of a teamand/or workplace by bringing in fresh eyes and ideas.

eligible to enrol on an Apprenticeship whether they are new recruitsor existing staff wanting to develop within their current role or embark on a new

All efforts should be made to ensure that both men and women areencouraged to enter apprenticeships in the full range of possible occupations.

education-

a of employment, from

s:

will produce a programme of succession planning fromthus retaining valuable knowledge and experience.

Recruitment of apprentices will develop valuable links between theanisation] and local schools, community and voluntary sector

with a learning plan designed for the

ained staff,and improving standards of [care,

e commitment from ann Apprentice is therefore more likely to be a committed

ddress inequalities in the

ddress inequalities in the other(e.g. gender, ethnicity, disability etc.)

eet to requirement of Mindfuleople, Single Equality

term benefits relate to better customerservice and widening the internal talent pool for management recruitment.

term benefits are linked to reduced labour turnover, lower absenteeism

Having an apprentice in the team can positively change the dynamic of a team

eligible to enrol on an Apprenticeship whether they are new recruitsor existing staff wanting to develop within their current role or embark on a new

women areoccupations.


4. Cost

The training provider willAgency (SFA) for the cost of an apprentice’s training. In most organisations,apprentices are employed and paid aability.

The apprentice will be paid for the time they attend training as part of theirapprenticeship framework, including training during and outside of normal workinghours.

The apprentice is also entiorganisation is authorised to deduct any sums due to it from your salary.

5. Terms and Conditions

The [organisation] is keen to ensure that apprentices receive fair pay, terms andconditions during their period of training, and not just the statutory minimum.

All apprentices thereforeand conditions of employmentagreed] days annual leave and 8 bank holidays, occupational sickness payfor family emergencies, etc. It is hoped that such benefits will attract the bestcandidates to the [organisation]

Apprentices will be provided with mentors and line managers who will beresponsible for keeping track of their progressthem with their learning.training, pay and time off in recognition of their additional responsibilities.

A full risk assessment will be done of the posts assigned to apprentices.

Apprentices will be entitledwork to complete their NVQ work.

Opportunities will be providedmeet together for induction at the beginning of their course and for networkingand support from time to time during their apprenticeship.

The [organisation] will ensure that theapprentices from disadvantaged groups such as young people leaving care,offenders, those with disabilities

Apprentices will be appointed intoit will take up to [--] years to achieve their NVQ and become competent in theirrole. Thereafter, subject to satisfactory assessment, apprentices will be appointedinto the substantive post and receive the appropriate pay

The training provider will only receive financial assistance from the Skills Fundingthe cost of an apprentice’s training. In most organisations,

apprentices are employed and paid a salary that reflects their skills, experience and

will be paid for the time they attend training as part of theirapprenticeship framework, including training during and outside of normal working

The apprentice is also entitled to join the organisations pension schemeorganisation is authorised to deduct any sums due to it from your salary.

5. Terms and Conditions

is keen to ensure that apprentices receive fair pay, terms andconditions during their period of training, and not just the statutory minimum.

All apprentices therefore, will be appointed onto [the employer’s negotiated]and conditions of employment. This will include benefits such as [nationally/locally

days annual leave and 8 bank holidays, occupational sickness payetc. It is hoped that such benefits will attract the best

[organisation].

Apprentices will be provided with mentors and line managers who will betrack of their progress, overseeing their work

them with their learning. Staff taking on these duties will be entitled to additionaland time off in recognition of their additional responsibilities.


will be entitled to have study time, either at college or away fromwork to complete their NVQ work.

will be provided for all apprentices working for the [employermeet together for induction at the beginning of their course and for networkingand support from time to time during their apprenticeship.

The [organisation] will ensure that they provide additional support systems forapprentices from disadvantaged groups such as young people leaving care,

disabilities or mental health difficulties etc. .

Apprentices will be appointed into [--] year fixed-term contracts on the basis thatyears to achieve their NVQ and become competent in their

role. Thereafter, subject to satisfactory assessment, apprentices will be appointedinto the substantive post and receive the appropriate pay rate.

Skills Fundingthe cost of an apprentice’s training. In most organisations,

skills, experience and

will be paid for the time they attend training as part of theirapprenticeship framework, including training during and outside of normal working

tled to join the organisations pension scheme; theorganisation is authorised to deduct any sums due to it from your salary.

is keen to ensure that apprentices receive fair pay, terms andconditions during their period of training, and not just the statutory minimum.

[the employer’s negotiated] terms[nationally/locally

days annual leave and 8 bank holidays, occupational sickness pay, time offetc. It is hoped that such benefits will attract the best

Apprentices will be provided with mentors and line managers who will betheir work and helping

be entitled to additionaland time off in recognition of their additional responsibilities.


to have study time, either at college or away from

employer] tomeet together for induction at the beginning of their course and for networking

upport systems forapprentices from disadvantaged groups such as young people leaving care, ex-

n the basis thatyears to achieve their NVQ and become competent in their

role. Thereafter, subject to satisfactory assessment, apprentices will be appointed


In terms of salary, the [organisation]bottom point of the grade appropriate to the job being performed, pronumber of hours worked.formulas.]

Where towards the end of theno longer available for an apprentice to slot into, e.g., due to organisational changeetc., but the apprentice is deemed competent, thetrainee ‘at risk’ and make every effort to redeploy the individual before theircontract is expires.

In the event of pregnancy, the apprentice will be entitled to maternity leave andonce she has returned to work, will have her contract extended to enable her tocomplete her apprenticeship.

5. Addressing Skills Shortages

The [organisation] will be facing a skills shortage in the future, by opening upapprenticeships to under

Promoting diversity in Apprenskills necessary for successful business. Drawing apprentices from a widerrecruitment pool will allow us greater access to skills such as communications,customer-handling, team

6. Apprenticeship Scheme Recruitment Stages

When a vacancy becomes available within themanagers will review the job roles and consider the post for the ApprenticeshipPlacement before advertising the post. The stages

[organisation] will pay an apprentice a salary based on thebottom point of the grade appropriate to the job being performed, pronumber of hours worked. [see Negotiating points pay above for alternative pay

Where towards the end of the [--] year fixed-term contract, a substantive post isno longer available for an apprentice to slot into, e.g., due to organisational changeetc., but the apprentice is deemed competent, the [organisation] will place the

‘at risk’ and make every effort to redeploy the individual before their

In the event of pregnancy, the apprentice will be entitled to maternity leave andonce she has returned to work, will have her contract extended to enable her tocomplete her apprenticeship.

Addressing Skills Shortages

will be facing a skills shortage in the future, by opening upapprenticeships to under-represented groups we can help to close their skills gaps.

Promoting diversity in Apprenticeships will also contribute to creating a range ofskills necessary for successful business. Drawing apprentices from a widerrecruitment pool will allow us greater access to skills such as communications,

handling, team-working, and problem-solving.

Apprenticeship Scheme Recruitment Stages

When a vacancy becomes available within the [organisation], the appointingreview the job roles and consider the post for the Apprenticeship

Placement before advertising the post. The stages shown overleaf will be followed

will pay an apprentice a salary based on thebottom point of the grade appropriate to the job being performed, pro-rata to the

[see Negotiating points pay above for alternative pay

term contract, a substantive post isno longer available for an apprentice to slot into, e.g., due to organisational change

will place the‘at risk’ and make every effort to redeploy the individual before their

In the event of pregnancy, the apprentice will be entitled to maternity leave andonce she has returned to work, will have her contract extended to enable her to

will be facing a skills shortage in the future, by opening uprepresented groups we can help to close their skills gaps.

ticeships will also contribute to creating a range ofskills necessary for successful business. Drawing apprentices from a widerrecruitment pool will allow us greater access to skills such as communications,

, the appointingreview the job roles and consider the post for the Apprenticeship

will be followed



Vacancy

Complete Paperwork

Appoint or Not

Interview

Advertise

Shortlist

Ongoing Support


Complete Paperwork

If appointed must be on[organisation’s] terms andconditions

Appoint or Not

Apprenticeships are reviewed 12weeks with the Manager, TrainingProvider & Apprentices

Ongoing Support

If apprentices meet the minimumcriteria on the job spec they mustbe interviewed

Ongoing supportApprentices by the training provider,[organisation’s] supervision andappraisal mechanisms

All adverts will be posted onwebsite, Jobcentre, Connexions,and by informing service users,local press, schools, youthservices, community and voluntaryorganisations

All adverts, job spec and jobdescription will be equalityscreened.

If appointed must be on[organisation’s] terms and

Apprenticeships are reviewed 12weeks with the Manager, Training

& Apprentices

If apprentices meet the minimumcriteria on the job spec they must

Ongoing support will be given to theApprentices by the training provider,[organisation’s] supervision andappraisal mechanisms

All adverts will be posted onwebsite, Jobcentre, Connexions,and by informing service users,local press, schools, youthservices, community and voluntary

All adverts, job spec and jobdescription will be equality

Documents

Negotiating apprenticeship schemes in your workplace · Latest update: May 2015 Negotiating apprenticeship schemes in your workplace What is an apprenticeship? Apprenticeships are