Why HR Apprenticeships are key to business recovery 

As the UK economy emerges from the Covid pandemic, many employers will be turning their attention to formalising work patterns for the new ‘normal’.

Whether this is a remote, office-based or hybrid model, it will largely involve communicating with staff to set out new working practices and redesigning workspaces to adhere to health and safety and social distancing protocols.

But, notwithstanding the unprecedented challenges faced by organisations over recent months, this next phase of unlocking recent lockdowns could be another daunting prospect for business owners and staff alike.

City Skills Tutor Jim Blythe looks at the role HR will play in helping businesses to recover and get their people back into the office.

“HR, like so many other things in business is changing. Fuelled by Covid, virtual or remote working has been essential for a lot of people, but now we’re getting the call to come back into the office and that will also present a number of challenges. Some people don’t want to work in the office and see no real reason why they should because they can work just fine from home. Some people are still on the vulnerable list, are shielding or caring for other vulnerable people. This is making a lot of CEOs uncomfortable because they want their staff back in the office.

“HR teams are somewhere in the middle, trying to sort through individual situations, unpicking specific problems and mediating between parties. There are an awful lot of skills needed within the HR function.

We are starting to see some new rulings on the COVID fallout and businesses are under pressure to ensure they have done everything right, have the right processes and safeguards in place. Providing you can show you have followed Government guidelines, you are probably ok, but things will continue to change. We know currently the question of choosing to vaccinate or not is a hot employment topic and we are all waiting to see how that precedent plays out.

HR teams need to stay sharp, keep abreast of what’s going on and how the world continues to change. By the time you get the ruling from the court, potentially you’ve already breached the new law.

HR Apprenticeships

Learning on the job might seem daunting but apprentices are taught the very latest in HR law, theory and are able to put this into practice at work on a daily basis, ensuring they are always using the latest legislation.

City Skills delivers two HR apprenticeships, the HR Consultant Apprenticeship Standard Level 5 for senior HRs and the HR Support Apprenticeship Standard Level 3 for less experienced HR professionals.

Jim continues, “We always have the topic of the week for whatever it is that we’re covering, but if anything big comes up that we feel an apprentice needs to know, we are able to discuss that too.  This way we can make sure they are aware of small changes can discuss ways of applying legislation with peers – we can talk about rulings and make it relatable.”

“These discussions then build the foundation for the apprentice’s self-learning. In reality, most of the topics within HR – certainly the knowledge criteria are things the apprentices could read up on and familiarise themselves with quite happily.”

“Of course, then the tutor is able to add further value. We can talk more about the application and certain standpoints in a contextualised manner.”

For some lockdown – and the move to remote working -has been lonely, restrictive and worrying, while others are happy to say they have enjoyed time at home with families. For many, work still starts and finishes in line with traditional working hours, while for others, without the daily commute enjoy more flexibility and start and finish early.  

In general, people have learned how to balance their work and family commitments in ways that are easiest and most productive for them. Either way, it’s important to recognise what a return to office work might mean for each individual and how best to support them in or out of the workplace.

City Skills HR apprenticeships are a way to upskill an HR team ensuring they know and understand how to apply the latest legislation. This way HR can make this transition back to work a little smoother for your team.

Apprenticeships: Develop Your Senior School Leadership Team

It is a common thought that promoting apprenticeships in school is all about inspiring students about the wide range of opportunities that apprenticeships can offer, however, there is a growing body of schools across England who are accessing apprenticeship funding to boost their training and development budgets and unlock an exciting range of programmes for both their teaching and support staff.

Schools may sometimes feel like there is not enough time to look at anything outside of the daily priorities, especially with the challenges that the Covid pandemic has brought. However, there remains huge, untapped opportunity for schools and Multi-Academy Trusts to utilise apprenticeship funding to boost the motivation, retention and overall skills of their workforce, leading to improved learning outcomes for students.

School-based Apprenticeships

School- based apprenticeships, designed for middle and senior school leaders can build and strengthen both individual and team capacity, helping to ensure that every member of a senior leadership team in a school or an academy has the knowledge and skills to work alongside and challenge head teachers.

Chris McGeehan, from City Skills, explains how apprenticeships and the Apprenticeship Levy can be used to develop teachers into senior leaders.

“To really lead the way schools need to be at the forefront of what’s going on. They need to innovate; collaborate both among staff and with other schools, they need to understand the landscape; what’s ahead and what the latest research is telling us, Apprenticeships give people the time and space to do that.

“It’s a bit of a misconception to think that once you’re trained to be a teacher, regardless of how good you are, or how long you have been doing it that you are ready to be a school leader and understand the implicit responsibilities to keep innovating, keep developing yourself and others within the team.

Great teachers are promoted into leadership positions, whether that’s a head of year, a head of key stage, head of subject, head of sixth form and quite often they are unprepared to lead a team, oversee a budget and everything else that comes with a leadership position. They are great at teaching and learning, they work well with students, but they’re not necessarily equipped to lead a department or to run a year group or work with others that way.

Better to identify your talent pipeline early, know who is going to be an amazing head of science in three years’ time for example and prepare them for the step up.

Using an apprenticeship certainly supports this model. It doesn’t just teach the knowledge and skills that are important for the role, but the behaviours that go along with it. They are absolutely ingrained in the apprenticeship standard from the beginning.

Transformational Leadership in Schools

What does it mean to lead a team? We can ensure that everyone knows their responsibilities and tick off duties or talk about problems as they come up and that’s fine, but to lead schools we need people who are able to really think about what’s important; what needs prioritising, what skills need developing in order to make the best possible impact for colleagues and students alike.

Good leadership isn’t just transactional, it’s transformational. Effective leadership transforms the team, it transforms people, it grows them and the best thing is that we can also apply this to a classroom and how students study almost any subject. We can study World War 2 in a superficial way; introduce the key dates, the key events and ask students to learn them. But if we if we’re going to grow the next generation of historians, rather than people who passed history exams we need students to really start to think about the subject, start to imagine what it was like, understand the motives of the key people and then  encourage them by facilitating a conversation and a discussion. There’s a huge difference.

Coaching Skills for Senior School leaders

The purpose of coaching in education settings- and not just for staff but as a teaching method -gets right to the core ethos of pedagogy; what does outstanding practice or outstanding teaching and learning look like? We want to create independent learners, and coaching is brilliant for that.

Coaching skills are absolutely fundamental when working with others. They can make the interactions with TAs, parents, stakeholders, carers, governors and even Ofsted inspectors far more effective. Coaching skills help people listen far more effectively, they can direct a conversation; asking the pertinent questions, which in turn enables someone else to think much more strategically and effectively.

Think, if someone was really listening to teachers to learn about what kind of teacher, or what kind of leader they wanted to be and was facilitating their career growth with that in mind, how impactful that would be?

If people working in schools are allowed to stagnate, they fall behind and can quickly contribute to a failing organisation. So, if we’re going to ensure that students get the best quality education experience possible, we need to keep investing in the people that work there.

Apprenticeships offer great leadership development outcomes

Right now, teachers are under a massive amount of stress, from entry level to senior leadership, teachers are leaving the profession and it’s even becoming an unpopular to have a leadership position in schools. To halt this worrying trend, we need to keep developing good people so they can be effective in their leadership roles. It may seem illogical to put a massive focus on CPD, but if we are looking longer term, rather than just focusing on the next six months, think how effective we are going to be?

Of course, CPD isn’t the only thing that grows people and schools, but it’s such a fundamental thing. The apprenticeships themselves, they bring a gravitas, importance, people take them very seriously. It’s something that goes on the CV. Why not use the money from the apprenticeship levy that can only be invested in apprenticeships, otherwise it is lost to the LA or the school.”

City Skills works in partnership with Olevi, who have been creating CPD and training courses for senior educational leaders for more than 20 years and understand what makes an effective school leadership team.

“Using an apprenticeship the new knowledge, behaviour and skills learned become ingrained, they become things that we and trial and embed through practice. Overtime, especially if we’ve got other colleagues with us, the culture of departments- the culture of a school- starts to change in a much more meaningful way and sustainable way”, says Chris.

Who should take part?

These apprenticeships have been designed in collaboration with Olevi, for secondary school and academy senior leadership teams. Primary and special schools are encouraged to contact us to discuss whether this programme is suitable for your senior leaders.

If you are part of a MAT or local authority and feel this programme is right for a group of your schools, get in touch


City Skills Give Apprenticeship Boost to Norfolk County Council

With a workforce of more than 7,000 people, Norfolk County Council (NCC) is one of the largest employers in the region, paying regularly into the Apprenticeship Levy.

This National Apprenticeship Week, apprenticeship advisor, Emma Murgatroyd, one of five members of the NCC apprenticeship team, explains how important apprenticeships are for the County Council workforce plans and how they support more than 300 learners currently on a programme with the help of training provider City Skills.

Emma Says, “Within NCC we pay the apprenticeship levy every month and hold funds on behalf of the Council and Local Authority Schools. We are really keen to utilise those funds and so apprenticeships are forming a big part of our workforce plans.”

Norfolk County Council currently supports more than 300 apprentices currently on an apprenticeship and the programmes range from a business administration Level 3, which supports a business support post all the way up to senior leadership apprenticeships at Level 7, which are currently being undertaken by County Council assistant directors.

City Skills applied to the NCC register of training providers and have started to deliver the Operations Departmental Manager level 5 apprenticeship, Improvement Practitioner level 4 and Improvement Leader level 6 apprenticeships, as well as the Learning and Development Consultant level 5.

Says Emma, “Our apprentices tell us they want to work with City Skills because of the positive experience they have had.”

The decision to use apprenticeships, particularly for more senior positions is really paying dividends for the County Council, as Emma explains, “Compared to off-the-shelf courses, apprenticeships bring roundness to the learning experience; they offer overall development that allows the apprentice to implement what they’re learning within their role every day. This leads to changes in work practices and approaches, which have a huge impact on services and departments. We are really feeling the benefits of apprenticeships across the Council.”

The move to remote working during the pandemic put an enormous strain on the delivery of apprenticeships, but to support work in a hybrid world, City Skills offer a remote delivery model that enables apprentices to access knowledge and content from where ever they are and employers to offer apprenticeships in cohort numbers that wouldn’t be feasible in a face to face model.

Despite this move, however, there has been no compromise on quality.

“We have some apprenticeships that face-to-face delivery is vital for, for example, some require day release attendance at local colleges, but the virtual delivery model definitely really lends itself to the apprenticeships that City Skills deliver”, says Emma.

“Every single one of our apprentices working with City Skills has mentioned the quality of the tutors and how invaluable it is to have access to them, to work with them and benefit from their knowledge and experience. That simply wouldn’t be possible if it was only offered face-to-face.”

This national apprenticeship week’s theme is Build the Future and apprenticeships will continue to play a vital role for NCC’s future workforce development plans.

“Apprenticeships are certainly opening doors allowing people to apply for positions that they wouldn’t have been able to in the past or if they hadn’t completed an apprenticeship and the opportunities to progress are massive.”

“Our plan is to continue to utilise the levy to continue to promote and raise awareness of apprenticeships and the benefits that they can bring. We want to use apprenticeships to upskill our staff, we want to invest in them, make them feel valued and ultimately make them want to stay within Norfolk County Council or the school setting they are in.”

Apprenticeship Levy Transfers: Update

From 1st February 2022, if you are a large employer that transfers unused apprenticeship levy funds to another business to help them pay for their apprenticeship training and assessment, you will now also be able to receive funds from another levy-paying employer, in order to take on new apprentices.

Large employers that pay the apprenticeship levy can choose to transfer up to 25% of their levy funds each year to other businesses. Transfers can only be used to pay for training and assessment for apprenticeship standards and only for new starts.

From this month, these same employers can now receive a percentage of another employer’s unused funds, a move that might reduce the amount of unspent funds returned to HMRC each year.

Why transfer your apprenticeship levy funds?

Transferring some of your apprenticeship levy is a great way of supporting other businesses, it could be an investment in specific sectors, specific skills or in a local community.

Levy-paying employers have 24 months to spend their levy before unused funds are returned to the Government, transferring some of the projected underspend to create further investment means you retain control of more of your levy and can support your supply chain or local network.  

Transferring funds in this way could strengthen relationships, make training cohorts more viable or help develop skills and employment opportunities in a local area.

Which businesses and apprenticeships you support with a transfer is your choice.

Your transfer allowance

Your transfer allowance is calculated as 25% of your previous financial year’s apprenticeship levy funds. The apprenticeship service calculates this amount as 25% of:

  • The total amount of levy you declared in the previous tax year
  • With the English percentage applied (the percentage of your employees that live in England
  • Plus the top-up payment of 10% from the government

You cannot transfer more than your 25% allowance in each financial year.

What can levy transfers pay for?

Transferred funds can only be used to pay for apprenticeship training and assessment up to the funding band maximum. And transfers can only be used to support new apprentice starts. This doesn’t mean the apprentice has to be a new employee, but it means you cannot use transfer funding to support an employee who has already started their apprenticeship.

The exception to this is when an apprentice changes employer. The apprentice can continue their apprenticeship with a new employer, funded by a transfer of levy funds.

Your commitment when transferring levy funds

It is worth noting, that a transfer of levy funds is not a one-off payment. By agreeing to transfer levy funds to another business, you are committing to pay for a specific apprenticeship over the course of its duration until the apprenticeship has been completed.

As all apprenticeships are a minimum of 12 months may start at any point in the year, you may be agreeing to transfer funds over multiple financial years. In addition, the duration of an apprenticeship may vary from the initial estimate and could include breaks in learning, for example if the apprentice needs to go on extended leave.

Your training provider should be able to forecast your spend and ensure that neither you nor the business you are transferring funds to will run out of money mid-way through an apprentice’s training. This isn’t game over- the apprentice can continue learning – but the employer (either you or the other business) will need to contribute 10% of the training costs.

Making payments on a monthly basis

The levy funds being transferred will leave your apprenticeship service account on a monthly basis. The transfer funds will be prioritised over payments for your own apprentices so will leave your account first each month.

The Apprenticeship Levy is still relatively complex to navigate. Despite this and the ongoing commitment. levy transfers represent another opportunity to re-invest unused funds and strengthen bonds and workforces in any supply chain.

For more information on Apprenticeship Levy transfers, or how to use the Apprenticeship Levy to support your workforce development plans, get in touch.

Apprenticeships put Human Resource at the Heart of Business 

Across the UK, there is a war on talent raging. A business’s human resource is a recognised source of competitive advantage. To maintain this advantage it is vital that an HR function understands all aspects of organisational strategy; its aims, objectives, strengths and weaknesses in order to identify the gaps in personnel or skills that could derail these plans. 

While business strategy is always considered to be a high profile role in any organisation, typically the sales, finance and marketing function were perceived to add value while the human resource (HR) function lacked a place at the table. 

But no more. If they weren’t already, doing so the Covid pandemic forced employers to re-evaluate the way they do business and put HR in the spotlight. Companies are now increasingly accountable for the decisions they take and the way they treat their staff. 

What’s more, the impact of ongoing economic uncertainty, remote working and an all-too-real impact on employees’ mental health are forcing businesses across the UK to place human resources at the heart of their operation.

HR Apprenticeships help HR departments align with business goals

City Skills Tutor Jim Blythe explains how HR apprenticeships can help HR departments align with the wider business objectives to ensure they provide the relevant support for an organisation now and in the future. 

“One of the important roles for the HR apprenticeship is to help the apprentice understand how HR connects to the business. Rather than thinking of HR as being this thing that sits alongside a function, actually it should be an integral part of the organisation. 

We use the apprenticeship to link everything up to what an organisation is trying to achieve; what its values are, what the objectives and how someone in HR is able to break those down and use them to inform what HR needs to do to contribute to achieving those objectives.”

“An apprenticeship allows us to do is take a learner right back to the start of a business; what it does, the sector it operates in, what is it trying to achieve, what are its aims and objectives and then we start to build, and build and build.

“We can ensure the apprentice – whatever level they are at- has a very clear picture of the business they work in, what the current status, where it wants to go and the role of the HR function in helping that business achieve that.”“It’s important that an apprentice understands the structure of the HR department and how it is set up to effect change. They might be a HR Practitioner Level 3 apprentice, and relatively inexperienced so they aren’t planning to restructure the HR department, but at least they can understand why it’s structured the way it is and maybe identify better ways or setting up as the business evolves.

Historical HR policies. 

Jim continues, “Many times the HR department is using a number of legacy policies, which may be incredibly frustrating for a new HR apprentice, but at least the apprentice can understand how this has happened and has the opportunity to reflect and think about it.”“During our discussions we are able to get into things like what does the employee manual say, what legislation should you be aware of? We ask the questions; is this still practical, is it applicable, is it still legal and if not what would you change and why.”

HR role in supporting line managers

As so many day to day HR duties fall to line managers, a key role of the HR function is to educate and support managers in their work with direct reports. This is another key topic of discussion within an HR apprenticeship. 

Jim says, “A lot of day-to-day HR activities are carried out by line managers and therefore the role of the HR practitioner, to be truly effective, is to help the line manager to know what they’re supposed to do and how to stop them doing something wrong.”

Usually the point at which HR gets involved in a situation is when it has escalated. If a line manager has taken the appropriate initial steps the impact for all parties can be lessened. Often HR will be responsible for training every line manager in what their roles and responsibilities were. We discuss using scenario based training so everyone understands how to respond to a situation. The apprenticeship teaches HR practitioners to understand that when there’s an HR issue, trying to ascertain where that issue has come from; is there a problem with a staff member, or is it actually a problem with their manager? 

Continued learning and development

The rate at which business has been forced to change, compounded by Brexit or the recent Covid pandemic has meant that HR specialists have needed to stay up to date with the latest legislation and how it applies to any business. 

Again, Jim says, this is where ongoing self-learning as part of an apprenticeship can help HR professionals. 

“We often pose the apprentices the question of how are you going to keep up to date with latest trends and practices; what are you going to sign up to, what will you read. We put a lot of emphasis on how the apprentices keep themselves up to date. They have support but they need to take ownership of their learning too. Having a cohort of peers to discuss latest trends and developments with is also a wonderful resource for them to tap into.

HR teams must become the embodiment of an organisation’s culture and vision. To do this they must become embedded within all aspects of a business to ensure skills gaps, personnel gaps or culture gaps can be filled to deliver a wider business strategy.

See what an HR apprenticeship could do for your business. 

Skills and the City – Traineeships for London

It is no secret that Gen Z, those aged 18-24, has been hardest hit with job losses during the Covid pandemic. According to the House of Lords Youth Unemployment Committee, today, 800,000 young people are not in work or full-time study. Moreover, 631,000 are not in any form of education, employment or training and 475,000 are unemployed; 141,000 for at least six months. 

“Youth unemployment in the capital has soared by 55% to 105,000 since the start of the pandemic with more than 21% of young people jobless and seeking work.”

Youth unemployment in the capital has soared by 55% to 105,000 since the start of the pandemic with more than 21% of young people jobless and seeking work. According to the Princes Trust, the financial impact of youth unemployment could potentially cost the economy £10 billion in 2022 due to lost productivity, tax revenue and additional welfare costs. Perhaps worst of all, this negative impact can endure for years, doing untold damage to young people’s life chances and work prospects. 

In a bid to halt this worrying trend, as part of the Government’s wider plan to offer this group more job opportunities, City Skills has launched a new style of Traineeship to offer young people a route into work and employers a source of future talent. We are on a mission to develop Skills in the City. 

“Our new Traineeship model is a six-week programme that combines work-preparation training, a certificated vocational qualification, with 70 hours of quality work placement, all supported by the City Skills team.”

To help London employers with the costs of the work placement, the Government also offers a £1,000 bursary per trainee, up to £90,000 per organisation. This cash boost can be put towards wages, transport, uniforms, facilities or any other costs incurred by the business on behalf of the Trainee.

City Skills’ Traineeships include a Business Administration level 1 qualification along with space for more industry-specific training and can suit a range of sectors and industries; we have created them as collaborative programmes meaning we can tailor them to offer the very absolute best outcomes. 

This year, we are working with candidates aged 19-24 who could have already had qualifications up to Level 3, which is equivalent to A levels. This means the calibre of candidates can be very high and with such a broad spectrum of skills currently in the jobs market, this opportunity of work experience can be the first step to retraining or trying out a new role that could lead to a wonderful new career.

“66% of trainees get a job, take up an apprenticeship or go on to further study within six months”

Government figures show that 66% of trainees get a job, take up an apprenticeship or go on to further study within six months of completing their programme and we hope that the additional funds available to employers will enable them to help expand the scheme even further, giving thousands more young people the opportunity to gain the skills they need to start a new career.

If you are wondering how a Traineeship programme could support your current or future plans, then get in touch and we can show you how you can access them and what the benefits could be for your business. 

Businesses can still recieve up to £4000 for every new apprentice hired before the end of January 2022.

In July 2020, the Government announced new incentive payments for employers to encourage them to recruit new apprentices. Originally planned to end on 31 January 2021, they will now finish at the end of January 2022.

The amount each business will receive for every new apprentice hired was also increased to £3,000 from April 2021. This is in addition to the £1000 incentive for taking on an apprentice aged 16-18 which now means businesses can receive up to £4000 per apprentice recruited.

The payment is different to apprenticeship levy funds, in that it can be spent on anything to support an organisation’s costs, for example, on uniforms, apprentice’s travel, or their salary. What’s more, it doesn’t have to be paid back.

The increased financial support available for businesses was announced as part of the Government’s Plan for Jobs and is great news for businesses that are choosing to bring apprentices into their organisations this New Year.

What is an apprenticeship?

An apprenticeship is a full-time job with additional training and support. Apprentices work alongside other staff members whilst gaining job-specific skills. Apprenticeships can be done in the workplace or supported remotely if your team are working from home. Apprenticeships allow anyone aged 16 or above to build the skills and knowledge needed in their chosen career path and will also lead to nationally recognised qualifications. Ranging from entry-level to the equivalent of a post-graduate degree, there is no limit to what can be achieved through an apprenticeship.

What’s in it for employers?
  • Receive an incentive payment from the Government of up to £4,000 for each new apprentice hired before 31 January 2022.
  • 98% of employers experience additional benefits of hiring apprentices
  • 78% of employers with an established apprenticeship programme, report improved productivity. 
  • Over 90% of apprentices stay on in their place of work after completing an apprenticeship.
  • Apprenticeships are designed by employers to be role-relevant and develop the skills needed in each industry but also the specific skills your business needs 
  • Apprenticeships are a great way to build the talent pipeline of your organisation and fill skill gaps.
To recruit an apprentice and claim up to £4,000 get in touch.

Hiring an apprentice is the same as hiring an employee. Employers have the final say on who they recruit and the team at City Skills can even help you advertise the vacancy for free.

We offer no-obligation advice and help businesses to maximise the funding on offer. We are specialists at helping businesses to fill skill gaps and build their talent pipeline for the future.

How My City Skills Apprenticeship Has Changed My Future

City Skills provide bespoke apprenticeships ranging from Level 3 Apprenticeships. to our new Senior Leadership Level 7 (Master’s Degree) Apprenticeship. We form partnerships with businesses and schools to provide training to staff and teachers across England.

I am an employee and a Digital Marketing Apprentice at City Skills. Over the past 4 months, I have gone from someone who was not a very ‘tech-savvy’ person, with my skills reaching no further than a year 8 Internet technology class, to building an entire website. The one that you are currently visiting.

~ These new skills have enabled me to link my strengths and have access to more opportunities in my future ~

Despite not having direct abilities in website technology when I first started, I am very good at maths and art design, which I have been able to utilise thanks to my apprenticeship to gain new skills. These new skills have enabled me to link my strengths and have access to more opportunities in my future within the modern technological world. As technology is ever-growing, it means I will have greater access to different jobs in the future and has really opened doors for me.

My City Skills apprenticeship training has facilitated my understanding of coding, ability to design website and social media materials, analysis of the website and social media analytics, understanding more about the office environment, understanding how cookies and cache work, understanding and creating marketing campaigns and the list goes on. All these skills will assist me throughout my working career.

The support from my employers and my tutor has been excellent. They are always there for any help and are easily contacted for anything I may need. Speaking to Richard Holmden and Nick Worsey, the directors of City Skills, they have both been very happy with my development and contribution to the business and are “very pleased with [my] decision of undergoing [my] Digital Marketing Apprenticeship” and are “proud of [my] progress”.

~ Learning something I thought I would never understand is an amazing feeling ~

This provides me with a great deal of satisfaction. Learning all of my new skills was not necessarily the easiest process, as I had no idea when I started how to do half of the skills I know now, but that is by far the best part! Who doesn’t want to build their knowledge and skills base? Learning something I thought I would never understand is an amazing feeling, as well as knowing others are also aware of my progress and success.

Though I am still uncertain of the future career that I will have, my apprenticeship has given me much more choice in what I can do, and I am only a few months in! I cannot wait to see what new skills I will learn and develop. I am also now inspired to do a degree apprenticeship instead of going to university, as I have discovered, the style of learning is much more effective for me than a classroom/lecture hall learning, and it has given me much more excitement for my future. I have a greater chance of success now, all thanks to my apprenticeship at City Skills.

If you would like to learn how you can become an apprentice or how to provide your employees with an amazing opportunity of an apprenticeship, contact us now.