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Building a Pipeline of Talent with Apprenticeships

Rebekah Valero-Lee Apprenticeships

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Becki RossLots of companies wax lyrical about how their people are their greatest asset. At Morson, we don’t just subscribe to that philosophy; we have embedded it within our business.

During 2015 alone, Morson Group spent £1.5 million on learning and development for both staff and contractors, with £250,000 allocated specifically to our employees and a further £250,000 accessed to support the delivery of Apprenticeship programmes.

Our commitment to Apprenticeships is a key example of how that culture of valuing, developing and retaining people works in practice. Indeed, the Apprenticeship model has been so successful in helping us to recruit and nurture talent at entry level that we are now also using the Apprenticeship framework to implement training and personnel development programmes at senior management level.

Apprenticeships have become key to our recruitment and retention strategy, creating a clear career path for new recruits that enables talented individuals to progress within the company while combining workplace experience with academic learning and accreditation for their skills.

When we take on apprentices, we take them on as employees, providing them with the reassurance of a long-term future with the organisation. What that means for clients is that our continued growth is being carefully managed, with new talent entering the business as our existing employees progress through the organisation.

Using an Apprenticeship framework for continued career development as part of a life-long learning
approach to succession planning ensures clients are confident that our focus on promoting from within the team is supported by structured skill development and certification at all levels. For example, our training manager, Matthew Leavis, is currently working towards a Degree Apprenticeship (BA (Hons) Business Management) which will build on his experience within the business and enable him to directly relate to those very learners he is overseeing training for.

Our focus on Apprenticeships is also helping to provide a pipeline of talent for our rail clients, with our rail apprentices receiving trackside experience and academic learning to bring new resources into the sector.

We have now developed seven Apprenticeship frameworks across engineering, recruitment, finance, ICT, business administration, management and rail and will continue to pioneer this approach as a key element of our recruitment and retention strategy.

Keeping good people is all about valuing talent and giving it the opportunity to thrive, which is good for our business and great for our clients too.

Featured Writer - Becki Ross Purple-01