nas employer support pack-090216

7/26/2019 NAS Employer Support Pack-090216

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Employer Guide toApprentice Recruitment


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This publication was produced by KEITS Training Services Ltd in partnership withThe Bedfordshire & Hertfordshire Provider Network, Kent Association of TrainingOrganisations (KATO) and Nottingham Apprenticeship Hubs partner providers,

and endorsed by the Chartered Institute of Personnel and Development (CIPD).


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Contents

04 Introduction

05 What is an apprenticeship?

06 Getting started

07 Step 1 Writing the person specification and job description

08 Step 2 Deciding how much to pay and wage incentives

10 Step 3 Advertising the apprenticeship vacancy12 Step 4 Inviting applications

13 Step 5 Shortlisting suitable candidates

14 Step 6 Preparing for the interview

16 Step 7 Carrying out the interview

17 Step 8 Selecting and appointing the successful candidate

18 Step 9 Giving feedback to unsuccessful candidates

19 Step 10 Creating the Apprenticeship Agreement20 Traineeships

21 Other useful information

22 Appendix A Person specification

23 Appendix B Job description

24 Appendix C Apprenticeship vacancy template

27 Appendix D Additional employer questions

30 Appendix E Interview question bank


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Introduction

Finding the right apprentice for your company can be adaunting task if you are not used to the recruitment process.This booklet has been designed to help you with theapprenticeship recruitment process, particularly if youare a small or medium sized employer.

We appreciate that many employers will already have existing HR processes thatcover all or part of the apprenticeship recruitment process, however we hope that youwill find this booklet helpful.

Everyone involved in the recruitment and selection of staff has a responsibility toensure that candidates are treated fairly, that decisions are made objectively and thatconstructive feedback is offered where possible.

The 10 steps outlined in this booklet will encourage good practice in all aspects of therecruitment of apprentices, promoting equality and diversity and complying with the

relevant legislation.

Creating theApprenticeship

Agreement

Deciding howmuch to pay

Advertising theapprenticeship

vacancy

Writing the personspecification and job

description

Preparing for theinterview

Shortlisting suitablecandidates

Invitingapplications

Carrying out theinterview

Selecting andappointing the

successfulcandidate

Giving feedbackto unsuccessful

candidates


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What are apprenticeships?An apprenticeship is a way for youngpeople and adult learners to earn whilethey learn in a real job, gaining a realqualification and a real future. Hiringapprentices helps businesses to grow theirown talent by developing a motivated,skilled and qualified workforce.

How long do they take?Depending on the sector and job role, anapprenticeship can take anything betweenone and five years to complete. It is apackage of training and qualifications.

Types and levels of apprenticeshipsApprenticeships are available in a widerange of industry sectors with employersfrom large national companies to smallerlocal companies. They are available

at intermediate, advanced, higherand degree level, covering more than170 industries and 1,500 job roles,from advertising to youth work viaenvironmental engineering and nucleardecommissioning.

TrainingMost of the training is on-the-job at anemployers premises, working with amentor to learn job specific skills in theworkplace. Off-the-job training is providedby a training organisation (sometimesreferred to as a training provider) and maybe delivered in the workplace or throughday or block release at premises away

from the working environment.

Employer Incentive (AGE 16 to 24)The Apprenticeship Grant for Employers of16 to 24 year olds (AGE 16 to 24) is aimedat helping eligible employers to offeryoung people employment through theapprenticeship programme, by providingwage grants to assist with recruitment.For more information about this grant andother grants see Step 2 Deciding how

much to pay.

Further informationVisit the employer section ofgov.uk/further-education-skills/apprenticeships

What is an apprenticeship?

Because apprenticeships are based in the workplaceemployers get the skills they really need. They are vitalto the future success, not only of businesses across the

country but also for a vibrant economy.David Frost, Director General, British Chamber of Commerce


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No

Yes

Have you decided how much to pay your apprentice?Go to

Step 2

Have you talked to your training organisationabout how to maximise the job advertisement

options for your apprenticeship vacancy?

Go toSteps 3 & 4

Have you decided which questions to ask at interview?

Go toStep 5

Do you know what to do when you decidewhich candidate you want to appoint to your

apprenticeship vacancy?

Go toSteps 6 & 7

Yes

Yes

Yes

Yes

No

No

No

No

Have you written the person specification and jobdescription for your apprentice?

Go toStep 1

Have you decided your shortlisting criteria and who isgoing to carry out the shortlisting for this vacancy?

Go toSteps 8, 9

& 10

No

No

Getting started


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Person specificationA person specification should includeessential and desirable knowledgecriteria, previous experience and thespecific skills youre looking for in thesuccessful candidate. You can find personspecification templates on the internet,we have also included a template inAppendix A.

See Appendix A Person specification

Job description

A job description should include a job title,the main duties and purpose of the role,information about the company and thejob location. You can find job descriptiontemplates on the internet, we have alsoincluded a template in Appendix B.

See Appendix B Job description

Apprenticeship vacancy template

In order to advertise your apprenticeship

vacancy on Find an apprenticeship, thejob site for apprenticeships, you will alsoneed to complete the apprenticeshipvacancy template. What you writein the person specification and jobdescription will also be relevant to includein the template. We have included theapprenticeship vacancy template inAppendix C.

See Appendix C Apprenticeship

vacancy template

Step 1 Writing the personspecification and job description

Writing a person specification and job description will helpyou to decide what kind of person you are looking for andthey will also assist you in writing the job advert.

More than850,000 peoplewere earning and

learning on anapprenticeship in2013/14.


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Step 2 Deciding how muchto pay and wage incentives

Employers are able to decide how much theywish to pay an apprentice as long as it meets theNational Minimum Wage for apprentices.

Hourly rate Hours per week Weekly salaryAnnual salary*

(52 weeks)

3.30** 37 122.10 6,349.20

4.00 37 148.00 7,696

5.00 37 185.00 9,620

6.00 37 222.00 11,544

7.00 37 259.00 13,468

National Minimum WageAlthough the Government has set a National Minimum Wage, we encourageemployers to pay a salary that they feel is fair and reflects the level of work and study

being undertaken and that will attract the best candidates to apply for your vacancy.The current National Minimum Wage for an apprentice is 3.30per hour. This rateincreases on an annual basis, typically on 1 October each year. Keep up to date usingthe link below.

See the table below for some examples of different hourly and weekly rates.

*These amounts will give you an indication of the basic salary (hourly rate x 37 hoursper week x 52 weeks per year). They do not include any on-costs such as pensioncontributions etc.

**This is the current rate for apprentices under 19 or those in their first year. If thelearner is 19 or over and past their first year they are entitled to the National MinimumWage rate that applies to their age.

Further informationNational Minimum Wage rates:Gov.uk


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From time to time the Government, NationalApprenticeship Service and local authorities will introducewage incentives to support the creation of new jobs.

Wage incentivesThere are currently two different Government incentives available.

Apprenticeship Grant for Employers of 16 to 24 year olds (AGE 16 to 24)You may be eligible for a 1,500 VAT free AGE Grant if:

You are a small employer (those with fewer than 50 staff).

Your apprentice is aged 16 to 24.

You have not employed an apprentice in the last 12 months.

The grant aims to support businesses who would not otherwise be in a positionto recruit individuals aged 16 to 24 into employment through the apprenticeshipprogramme.

An employer, working with an approved Government-funded training organisation, can

receive up to five grants in total. Businesses that have received the grant have used itfor equipment, accommodation and additional specialist training.

The grant is available for apprenticeship starts up to and including 31 December 2015,subject to eligibility and availability.

For some areas (currently Greater Manchester, Sheffield City and West YorkshireCombined Authority) the grant is managed locally and the eligibility is different fromthe criteria above.

London based employers may be eligible for an additional grant visit gov.uk andsearch apprenticeship grants for more information.

Businesses interested in finding out more should contact the National ApprenticeshipService on 08000 150 600 to check if you are eligible and apply.

More information and fact sheets can be downloaded from GOV.UK

Further informationvisit gov.uk/further-education-skills/apprenticeships

Eight out often apprenticesbelieve that theirapprenticeshiphas improvedtheir ability to dotheir job, providedthem with sectorrelevant skills andknowledge andimproved their

career prospects.Source: Evaluation of

Apprenticeships Learners BIS

research paper May 2012


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Step 3 Advertising theapprenticeship vacancy

Whilst hiring through word of mouth may be economical itis likely to lead to a much smaller pool of suitable applicantsand does not satisfy equal opportunities or apprenticeshiprequirements. When advertising the position there are arange of options available to you. Your training organisationwill be able to guide you as to the most appropriate method.

Find an apprenticeship websiteAll apprenticeship vacancies should beadvertised on the Find an apprenticeshipwebsite, this is a free service providedto you. Find an apprenticeship is theofficial job site for apprenticeships inEngland and is managed by the NationalApprenticeship Service. It enables qualityvacancies from employers like you to

be viewed and applied for nationally bythousands of candidates that register ontothe website making it easy for you toattract and recruit apprentices.

Find an apprenticeship lets candidatessearch for your vacancies using selectedcriteria such as geography, occupation,job role and keywords. The new Find anapprenticeship mobile search application alsomakes it possible for candidates to search for

apprenticeship vacancies on the move.

The system can be managed by trainingorganisations on your behalf or by you andis designed to manage the recruitmentprocess end to end through to successfulappointment of your apprentice.

Your training organisation will supply youwith a template to complete so that yourvacancy can be advertised. At this stage you

will also need to put forward a closing date,possible interview and possible start date.

Further information see Appendix C Apprenticeship vacancy template

Av LiveAv Live is a new online tool, availablefrom the partners section of gov.uk, whichallows training organisations and otherpartners to display current apprenticeshipvacancies, specific to their audience, ontheir website. This means your vacancycan be viewed by a much wider audience.

Universal JobmatchFind an apprenticeship automatically feedsthrough to Universal Jobmatch which isa service offered through GovernmentGateway.

Universal Jobmatch has replaced EmployerDirect Online (EDon), Employer Direct andJob Warehouse.

Up to 25,000 qualityapprenticeshipvacancies areavailable online atany one time atgov.uk/apply-apprenticeship


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Linking to your ownrecruitment websiteIf you have your own recruitmentsystem it is easy to link from the Findan apprenticeship website to your ownwebsite. You can include a link in theadvert that will redirect applicants to yourown system.

Other advertisement optionsYou can also advertise your apprenticeshipvacancies on your own website as well asusing the Find an apprenticeship website.Some employers also advertise theirvacancies in other ways, for example:

local newspapers

trade magazines

online job and recruitment sites

Positive about disabilityThe two ticks positive about disabledpeople symbol is awarded by JobcentrePlus to employers who have madecommitments to employ, keep anddevelop the abilities of disabled staff. Ifyou are an employer who is registeredfor the positive about disabled peopletwo ticks scheme then you will be able to

indicate this on the Find an apprenticeshipform. This will guarantee an interview forthose with a declared disability who aresuitably qualified. For more informationabout becoming a registered two ticksemployer see the link below.

Further information see Appendix C or

Find an apprenticeship:gov.uk/apply-apprenticeship

Universal Jobmatch:Gov.uk

Positive about disability:Gov.uk

Nearly half (47%)of apprenticeshipemployers haverecommendedapprenticeships toother employers

Source: Evaluation of

Apprenticeships Employers

BIS research paper May 2012

We saved 3,000 in recruitmentfees, as well as the hassle ofrecruitment the whole processwas very straightforward.Amanda Venn, InCommunication


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Step 4 Inviting applications

Application formThe Find an apprenticeship websitecaptures the information that you willrequire so that it is easy to compare all ofthe applicants skills and experiences.

The information captured is

Education

Qualification(s)

Work Experience

About You (four questions)

What are your main strengths?

What skills would you like to improveduring this apprenticeship?

What are your hobbies and interests?

Is there anything we can do to supportyour interview?

Two additional questionsYou may personalise the application byincluding two questions of your choice.This is your opportunity to find out moreabout the applicant. You may find itbeneficial to think carefully about the twoquestions that you use. This section isreally important and can often highlighta passion or interest, where the rest ofthe application fails to show it. We haveput together a bank of questions that youmay wish to refer to for inspiration whencoming up with your own. For example:

We source our ingredients locally, whydo you think this is important to ourcustomers?

What do you understand about theword dignity and why do you think itsimportant when caring for someone?

How would you encourage andengage a group of people outside ona cold, rainy February morning to play

sport?

For additional employer questionssee Appendix D

Your training organisation will support you to useFind an apprenticeship to receive applications foryour job opportunity.


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Step 5 Shortlistingsuitable candidates

Shortlisting optionsYou have two options when it comes toshortlisting candidates that have appliedfor your vacancy:

1 Request that your training organisationsends you copies of all applicationssubmitted

2 Ask your training organisation toperform an initial sift on your behalfand then forward you all suitableapplications. This can help to saveyou time.

You can request your own login toview applications submitted to Find anapprenticeship for your vacancy atgov.uk/apply-apprenticeship

It really is down to your personalpreference, you may find that there arehundreds of applications or you mayfind there is a smaller more manageablenumber. Your training organisation is

there to support you and will work withyou to select the most appropriate level ofinvolvement.

Deciding your shortlist criteriaIdeally the shortlist of suitable candidatesshould be created by more than oneperson to help to avoid possible bias. Itis important that you dont discriminateagainst any applicants.

To compile your shortlist use the jobdescription and person specification tomatch applications and eliminate thosewho do not have the basic requirementsfor the job.

Identify dates you (and the rest of theinterview panel) are available to holdthe interviews on. Be realistic about thenumber of applicants you will have timeto interview, allowing enough time forpreparation and discussion before andafter the interview.

Ideally you should notify candidateswho will not be invited for an interviewand offer feedback (see Step 9 Givingfeedback to unsuccessful candidates)

Notifying shortlisted candidatesOnce you have your shortlist, you needto liaise with your training organisationto notify the shortlisted candidates bytelephone, e-mail or letter. Ensure youadvise the candidate of the following:

Where and when the interview will betaking place

Any additional information you would

like them to bring along

If youd like them to do a practical test,ask them to bring suitable clothing/equipment

The name and job titles of theinterview panel members.

You should also ask the candidates if theyhave any special requirements you shouldbe aware of.

Shortlisting is the process of selecting the candidates thatyou wish to take forward to the next stage, whether this isformal interview, group assessment or any other method.

75% of employersbelieve that despitethe economic crisis,

apprentices aremore importantthan ever to theirbusiness.

Source: 2012 Populus

research


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Step 6 Preparing for the interview

Preparing your questionsMake sure you know the job descriptionand person specification well so thatyour questions can help you comparecandidates. Plan questions which willallow the candidates to talk about theirpast experiences. Make notes about anyinformation in their applications youre notclear on or that you would like to knowmore about.

Ideally two or more people should conductthe interview. If this is the case make sureyoure clear on who will deal with eachtopic. Also think about what informationthe candidates may want to know fromyou regarding your organisation and thejob.

It is quite likely that the majority ofcandidates will be aged 16 24 andtherefore might not have a great dealof experience outside of the educationalenvironment. By tailoring your questions

to reflect this, you will be able to gain agreater insight into their attitudes andbehaviours.

Having standard questions you ask all thecandidates can help make the processmore equitable and fair. When preparingquestions, it can also be helpful if youcome up with ones that require more thana yes or no answer.

For the interview question bank seeAppendix E

Preparing an individual or group taskCreating an additional task for candidatesto complete neednt be expensive.Activities can be an excellent way to assessinterpersonal communication skills. Youwill be able to make a judgement about aspecific skill or see how well they mix withother people.

You dont have to be an expert to be ableto plan a task, here are some examplesused by other employers:

Use a social event (such as having

lunch) to assess confidence andcommunication skills

Ask candidates to use equipment ormaterials to make something to assessplanning and problem solving skills andthe creativity of individual ideas

Ask a group of candidates to discussa professional scenario to assessleadership and influencing skills

Invite candidates on a tour of yourpremises to assess their level of interestin your organisation

Preparing well for the interview makes it easier for both youand the candidates. The most traditional interview method isto ask questions but you could also include activities or tasks.

The averageapprenticeshipcompleter

increases businessproductivity by 214per week.

Source: Productivity Matters,

Centre for Economic and

Business Research, 2013.


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Setting up the interview roomMake sure the room you use to conductthe interview is properly prepared and thatthere will be no interruptions. Considerhow large (or small) the room is and if it isappropriate for the number of people thatwill be involved in the interview.

Is there space for a table as well aschairs?

Is there a window to allow fresh air in?

Is there access to water and clean

glasses for each candidate?

Have you prepared a scoring grid thatyou can use to compare candidates?

Allow sufficient time for each interview,so you dont have to rush and makesure other staff are aware there will beinterviews taking place.

Have you remembered?

To give the interview panel copies of:

Job description

Person specification

Job advert

List of interview questions

Scoring grid for candidates

List of candidate names and times of

interview

Candidate application forms/CVs

Also remember to:

Set up the interview room

Ensure there are no interruptions forexample, putting a sign on the door

Organise a waiting area for

candidates

82% of employerstake on apprenticesto build the skills

capacity within theirbusinesses.

Source: 2011 British

Chambers of Commerce

research


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Step 7 Carrying out the interview

Interview processIt is your responsibility to set theatmosphere for the interview for example,ensure that you:

Welcome the candidate to yourorganisation

Introduce yourself and other membersof the panel

Explain the format of the interview

Outline the job role and how it fits

within the company

Getting the best from your candidateIt is important that you keep control ofthe interview and allow the candidatetime to think and answer your questions.Remember there are no right or wronganswers, and this may be the firstinterview that they have attended. If theycant think of anything help them out, useprobe questions to get the best response.For example, how, what, why, where,who?

How did you feel about that?

What would you do differently if youdid this again?

For the interview question bank seeAppendix E

Closing the interview and recordingfeedbackAllow the candidate time at the end to askany questions that they might have andexplain the next stages in the recruitmentprocess, giving them an idea of thetimescales involved. Lastly, thank thecandidate for attending.

Ensure you write up accurate notes assoon as possible after the interview, torecord what has been said.

We have also devised and attached an

interview feedback tool sheet (see Step9 Giving feedback to unsuccessfulcandidates) which you may find helpfulwhen reviewing the interviews youconduct. This feedback tool helps learnersto develop and improve their interviewskills and techniques.

When a candidate attends an interview it is their chance toform an impression of your company as much as it is for youto find out about them. First impressions count!

75% of apprenticeemployers saythe programme

has helped cutrecruitment costs.80% say thatapprenticeshipswill play a biggerpart in their futurerecruitment policy.

Source 2012 Populus research


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Step 8 Selecting and appointingthe successful candidate

Notifying the successful candidateOnce you have selected a candidate, aphone call to notify them of their successis good practice, followed by an officialoffer letter offering them the position.You will also need to notify your trainingorganisation as they may take on the roleof notifying any unsuccessful candidates.

Unsuccessful candidates should be notifiedwithin the given timescale and employersand training organisations should beprepared to offer feedback this is whereour interview feedback tool could be used.

Hopefully, your chosen candidate willaccept the position and you can thenmove on to the formalities of preparing aContract of Employment and come to amutual decision on a suitable start date.

The Advisory, Conciliation and ArbitrationService (ACAS) and the gov.uk websiteshave help, guidance and templates for

writing a Contract of Employment. Theyalso have tools to help you calculateannual leave and details on hours, restbreaks and working weeks, pay and anoverview of your obligations.

Further information

Gov.uk

ACAS:

acas.org.uk

Congratulations! You have now decided whichcandidate you wish to appoint. At this stage you willneed to liaise with your training organisation so thatthey can be involved in the process.

88% of apprenticeemployers believe

they lead to a moremotivated andsatisfied workforce,leading to greaterloyalty and qualityof work.

Source: 2011 British

Chambers of Commerce

research


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Step 9 Giving feedbackto unsuccessful candidates

Feedback tools to support youThere are four tools available for you to usecovering areas you may wish to give feedback

on. These are: work experience/traineeships, CV,application and interview.

We have created two different versions of thetools, one version in Word and one version as aninteractive PDF.

The PDF versions of the interactive tools are pre-populated with the most typical responses thatyou may need. There is also the option to addyour own text wherever you want, so it can becompletely personalised to the individual.

For further informationVisit www.gov.uk/government/publications/apprenticeship-recruitment-employers-and-training-organisations

TraineeshipsYou may want to suggest a traineeship to thoseunsuccessful candidates who you feel wouldbenefit from additional support to be ready foran apprenticeship or other job in six months. See

page 20 for further information.

Protecting yourselfIt is vital to have a structured recruitment processin place, follow it closely and keep records. Theserecords could be called upon at a later date, if forexample, a candidate made a complaint.

Please remember you could be in breach of theEquality & Diversity Law if there is shown to beany unfair discrimination in your recruitment

process. Familiarising yourself with the followinglink will help.

Further informationEquality Act:legislation.gov.uk

It is important that unsuccessful candidates are givenhonest and constructive feedback in order to supportthem with future applications.


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Step 10 Creating theApprenticeship Agreement

What is an Apprenticeship Agreement?All apprentices commencing theirapprenticeship on or after 6 April 2012must have an Apprenticeship Agreementbetween the employer and the apprentice.The agreement must state that theapprentice will be undertaking anapprenticeship in a particular skill, tradeor occupation and can be used toreinforce the understanding of therequirements of the apprenticeship.

Why is an Apprenticeship Agreementrequired?The ASCLA introduced the requirementfor an apprentice to be employed underan Apprenticeship Agreement as part ofthe standard completion conditions for anapprenticeship.

What is the status of the

Apprenticeship Agreement?The ASCLA makes it clear that theApprenticeship Agreement is a contractof service, and not a contract ofapprenticeship. This reflects the fact thatan apprenticeship is primarily a job ratherthan training. It also means the apprenticedoes not have any additional rights overthose of other employees.

Does this mean a change to existingcontracts or terms and conditions?There is no need to introduce anApprenticeship Agreement for apprenticeswho commenced their apprenticeshipprior to 6th April 2012. From the 6thApril 2012 onwards apprentices recruitedinto an apprenticeship from the existingworkforce will need to be employed underan Apprenticeship Agreement. They willneed to have their existing contract variedto reflect the requirements of the Act.

Is there a template that employerscan use?A template has been developed thatcovers additional information as requiredby the ASCLA and is offered by wayof guidance. However, employersare reminded that an ApprenticeshipAgreement must also contain the termsrequired by the Employment Rights Act.

Further information

Apprenticeship Agreement template:

visit the Employ an apprentice section of

gov.uk/further-education-skills/

apprenticeships

The requirement for an Apprenticeship Agreement betweenan employer and an apprentice, under the apprenticeships,Skills, Children and Learning Act (ASCLA) 2009 sections32 36, came in to force on the 6 April 2012.


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Traineeships

They provide the essential workpreparation training, maths and Englishand work experience needed to get an

apprenticeship or other job.

With traineeships, businesses can developthe next generation of employees,ensuring a pipeline of talented youngpeople with the personal and practicalskills and experience required in the labourmarket.

Developed with employers, traineeshipswill last anything from six weeks to a

maximum of six months with the contenttailored to the needs of the business andthe individual.

Employers need to commit to a highquality work experience placement,including an exit interview or a jobinterview if a role becomes available anda reference at the end of the placement.

Visit gov.uk/government/collections/

traineeships-programme or call08000 150 600to find out how you cantake on your first trainee and help developtalented young people with the practicalskills for the workplace.

A focussedperiod of work

preparationtraining

Englishand Maths

A high qualitywork experience

placement

+

+

*Traineeships will also be available to young people with

Learning Difficulty Assessments up to academic age 25.

Traineeships prepare young peopleaged 16 up to 24* for their future careersby helping them to become work ready.


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Other useful information

Apprenticeship TrainingAgencies (ATAs)Have you considered using the services ofan Apprenticeship Training Agency?

If you like the idea of employingan apprentice and have a real jobopportunity in your organisation whichwould be appropriate for an apprentice

but are currently unable to commit toan apprentice full-time, or the currenteconomic climate prevents you frommaking the commitment to employ, anApprenticeship Training Agency may bethe right option for you.

Apprenticeship Training Agencies (ATAs)offer a unique approach to the recruitmentof apprentices. ATAs recruit, employ andarrange training of apprentices on behalf

of the employer.

Further information

ATAs:

Visit the Employ an apprentice section

gov.uk/further-education-skills/

apprenticeships


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Person specification

Post:AdministrationAssistant

Essential Desirable

Qualifications GCSE grade A* - C or equivalent inMaths and English

Experience Able to demonstrate experience inadministrative processes andprocedures

Sound knowledge of Microsoft Officeapplications

Able to use initiative and workindependently

GeneralSkills

Excellent communication skills

Excellent organisational skills

Excellent telephone manner

Prioritises own responsibilitieseffectively

Ability to work with detailed accuracyand speed

Able to multi-task as priorities change

PersonalQualities

Flexible and able to contribute to ateam approach

Excellent interpersonal skills

General Self-motivated with a can-do attitudeand a commitment to complete alltasks

Presentable and professional at alltimes

Appendix APerson specification


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Job description

Post title: Administration Assistant

Salary & grade: ?

Vacancy Ref: (insert your internal reference)

Responsible to: Office Manager

The post

The post holder will be expected to perform general administrative duties and to provideadministrative assistance to the Office Manager as required.

Main duties and responsibilities

1. Sort and open post2. Receive and direct visitors

3. Obtain information from the computer4. Answer, screen and transfer telephone calls5. Photocopy documents6. Keep accurate records, developing new systems where necessary to ensure

appropriate records7. Maintain and order stationery8. Assist Office Manager as necessary9. Undertake any other tasks/duties as may be reasonably required

Appendix BJob description


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Appendix CApprenticeship vacancy template

Vacancy template for use when working with employers

Vacancy Details

Vacancy TitleThis must accurately reflect the jobdescription

Employer Name

Vacancy ShortDescriptionThis needs to give a clear, concisesummary of the nature of the roleand what it involves. This is thefirst section a candidate sees whensearching for a vacancy, this needsto be eye catching.

(256 Character Text Limit)

Vacancy Full DescriptionThe vacancy full description shouldclearly identify the tasks andresponsibilities involved within therole.


Weekly Wage 2.73 is the current minimum anemployer can pay. We doencourage employers to considerpaying more as a higher wage willattract more candidates(see Step 2).

Working WeekThis must clearly state:

Working days

Times

A summary of hours

If further explanation is requiredexplain it in the OtherImportant Information section.


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Future ProspectsWhat future prospects are there for

the candidate once theApprenticeship they have appliedfor has finished/completed.


Wage IncentiveAre they eligible for the AGE 16 to 24grant?

EmployerDescriptionThis should clearly describe whothe employer is and what they do.


Employer Positive about DisabledTwo Ticks schemeOn setting up the employerplease check if they areregistered for the Positive aboutDisabled Two Ticks scheme. Formore information about thescheme please see Step 3.

Location TypeAre the job/s at one location ormultiple sites?

Number of Vacancies

Job Role(Framework)The framework must relate to thevacancy role description and therole title

Vacancy Type Intermediate apprenticeship Advanced apprenticeship Higher apprenticeship

Training to be ProvidedThis should clearly describe thetraining that the successfulcandidate will undertake. Will thecandidate be expected to attend

college or day release? Whatqualifications will they worktowards?Expected Apprenticeship Duration


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Appendix CApprenticeship vacancy template

Skills RequiredThe skills the employer would likethe candidate to have.


Personal QualitiesThe type of person they arelooking for.

QualificationsList the qualifications the employerwould like the candidate to have.


Reality Check

Any other requirements that arespecific to this particular position,for example, long hours on acomputer, working outside in allweathers etc.


Important Other InformationPlease use this section if youwould like to mention anything elsewhich you have not alreadyincluded in other sections of theadvert.


2 x QuestionsAre there any questions theemployer would like to ask to helpthem find a specific calibre ofcandidates?

Closing DateAt least a two week deadline.

Interview Start DateShould be after the closing date

Possible Start DateShould be after the interview date


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Appendix DAdditional employer questions

Customer Service/Front of House

What do you think makes a personapproachable and why do you think itis important for our business?

Describe a situation when you havehad to deal with a difficult customer/colleague (at work, school or clubs).

How did you deal with them and why?

How would you prioritise yourworkload if you are always beinginterrupted?

Someone is complaining loudly at yourreception desk and your manager hasgone to lunch. How would you handlethem and why?

Hairdressing/Beauty

What do you think makes a personcome back to our salon? Why do youthink it is important for our business?

How would you keep up with thelatest trends and why do you think it isimportant for our business?

A great hair cut is important, but what

other factors do you think make theexperience of visiting our salon a greatone?

A customer asks for a style that eitherwont suit them, or will be difficult todo with their hair. What would you doand why?

Trades Electrical, Motor Vehicle

Describe a project (enter the tradespecific) you have worked on either atschool, a hobby, or job. What did youlearn? What was good and wouldyou do anything differently?

Imagine we could give you our

workshop/garage/tools/materials todo as you pleased, what would youbuild/design/fix and why?

What would be your dream car toservice and why?

We have a very strict healthand safety policy. What do youunderstand about this policy and whyis it important in the work place?

Anything that requires methodicalaccurate work Lab Tech/ Accounts/HR Admin

How would you organise your work toavoid mistakes? What tools could youuse?

This is a busy role that requiresaccuracy and attention to detail. How

would you manage your workload andavoid mistakes? What tools would youuse?

How do you prioritise a shifting workload? Use examples of when you havehad to do this and describe how youmanaged this you could use workexamples, school or club activity.


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Appendix DAdditional employer questions

Sports Activities/Outdoor

What are the key factors for asuccessful team? What do you thinkcontributes to a poor one?

How would you encourage andengage a group of people outside on acold, rainy February morning to play a

sport?

What is your favourite sports team(any sport, it does not have to beprofessional) and why?

If you could help coach oneprofessional sports team (any sport)who would it be and why? Whatwould you like to learn from theexperience?

How do you keep a group of peopleinterested in what you are sayingand why could it be vital that theyunderstand you?

Its not just the winning, its thetaking part. Why do you think this isimportant for kids and how would youencourage sports participation?

Sales & Marketing/ Social Media IT

What do you understand about theword target and how would youapproach this in a work environment?

What recent publicity campaign (brand,music, film anything!) did you thinkworked well? What do you think made

it successful?

What recent publicity campaign (brand,music, film, anything!) do you thinkfailed to work? Why do you think itdidnt work well?

Imagine you are opening a cupcakeshop. What marketing activities wouldyou undertake to get the business upand running and why?

What marketing activities would youuse to access a local market for abusiness? How would this differ to anational market?

How would you go about increasingYouTube views or other socialnetworking bases?

What benefits do you think Twitterand Facebook can bring to a growing

business? How do you make sure it is asuccess?

Why do you think, in this currentbusiness climate, social media can addvalue to a business?


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Business Admin/IT Support

Your manager asks you to dosomething you dont know how to do.What do you do and why?

Someone phones the IT Helpdesk forsupport but doesnt know much about/understand computers. How would

you approach giving them support overthe phone and why?

You are responsible for Administrative/IT/HR support for a couple ofdepartments. How would you prioritiseyour workload and why?

You are administrative/IT/HR supportacross a couple of departments. Oneof the managers is very demandingand takes up a lot of your time. Howwould you make sure that the otherdepartments get the support theyneed?

Health & Social Care

What do you understand about theword dignity and why do you think itis important when caring for someone?

How would you make a person feelcomfortable and relaxed and why doyou think it is important?

In the Personal Qualities section of theapplication form we ask for empathyand patience. Why do you think this isvital for this role?

What do you understand about theterm supported living and why do you

think it is important in Health & SocialCare?

Food & Beverage

A customer complains aboutsomething you dont see is a problem.What do you do and why?

The kitchen is backed-up with orders,tables are filling up and the dishwasherhasnt shown for work! How do you

approach this situation? How wouldyou make sure you are deliveringhigh quality food?

A customer is complaining loudly andyou are very busy. How would you dealwith this situation and why?

Kitchens can often be highlypressurised work environments. Howwould you make sure you arein control of your work and deliveringhigh quality food throughout service?

We source our ingredients locally. Whydo you think this is important to ourcustomers?

What do you understand about theterm seasonal and why do you think itis an important part of our menu?


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Appendix EInterview question bank

What is your biggest accomplishmentto date? (could clarify with schoolproject, personal achievements ifstruggling for examples).

What were the major decisions youhad to make?

What was important and/or motivated

you?

What did you achieve?

How did you plan and why?

What resources did you need/useand why?

What were the obstacles/difficulties?How did you overcome these?

What did you enjoy and what didntyou enjoy?


Describe a problem or issue that youhave had to deal with.

What were the main issues you facedwhen trying to solve this?

Why was it important for you?

What did you need to do to turn itaround?

Was there anything you couldnt solve?

Did you ever think about giving up?

Did you solve the problem?


How did it change you as a person?

What was your favourite subject atschool?

Why do you think you enjoyed this?

What did you find difficult?

How did you overcome the difficulties?

Was this your strongest subject? If not

this, what was?

Anything outside of school better?

What skills do you think are importantwhen handling people tactfully? (Itcan be related to school interactionsand not just the work place).

Give an example of when have you

had to do this. What was the outcome?

What did you find most difficult?

How did you resolve this?

What did you learn?


What motivates you?


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National Apprenticeship Service 2013Published by the National Apprenticeship Service

Extracts from this publication maybe reproduced for non-commercialeducational or training purposes oncondition that the source is acknowledgedand the findings not misrepresented.

NAS-P-100112

Version 3 March 2015

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