Close
This is the final podcast in the series to celebrate National Apprenticeship Week 2025.
Paula and Uzma discuss what next after an apprenticeship, what apprentices should consider and do to develop their careers and keep their skills alive.
For apprentices and managers who want to find out more about life after an apprenticeship.
Access on
SoundCloud | MediaCentral | YouTube
View the transcript below.
Useful links
Transcript
Paula Sandamas 0:02
So morning, welcome to our final podcast for National Apprenticeship Week, and it's Valentine's Day today. Nice to see you in your Valentine's red Uzma.
Uzma Sadiq 0:10
I'm ready to party.
Paula Sandamas 0:13
So this final session, we're going to be focusing on next steps and life after the apprenticeship, how you prepare for it, and on that ongoing career growth and management. So you'll know by now, if you've been listening to our podcast, that we have a quote of the day, a thought of the day, and today's is, don't be afraid of growing slowly. Be afraid of standing still. So really, what we want to do is to emphasize that life is a journey, and your apprenticeship is the start of that journey, and it's about continuing to progress. So we're going to discuss this through the lens of both the early career apprentices, so those that we recruit into UCL, but also our mid career apprentices, so those existing staff undertaking professional development. So what advice do you have for starting with our early career apprentices as they approach the end of their program?
Uzma Sadiq 1:09
So especially the early career apprentices, we're always talking to them. So you know, it's really important that we continue that conversation, but we start that conversation about six months before the end of your apprenticeship. So that allows us plenty of time to understand what the apprentice wants, because it's a two way street in that is what the apprentice wants, what the department wants and needs as well, and where the opportunity could lead them. So that conversation starts there, understanding how they the apprentice would like to progress, whether they would like to stay within the department, within UCL, or try something new. Potentially, we've had apprentices that have used the apprenticeship as an opportunity to move forward. They've gone on to, you know, other careers, but also, you know, we've had an apprentice that's moved on to university, and they actually use their skills to for their part time job. So there's so many opportunities out there. So it's having that conversation, looking at the options, what is available, and starting that conversation early enough that the plans can be made, because there's a lot of HR, funding, budgeting, things that need to be done.
Paula Sandamas 2:24
Thinking about that. How can apprentices find out what opportunities are available to them? Then the opportunities
Uzma Sadiq 2:30
come in many forms, don't they? So we have our job site, so there's things there, but talk, talk to your department, talk to your managers, see what the the opportunities are internally, and then, you know, going back to things we've already talked about, networks, you know, what else is there? Whether it's an online network or whether it's a it's a personal relationship that you've developed over the time you've been on the apprenticeship and working with your training providers, because they're also aware of many opportunities. How about the experiences you've had with the apprentices?
Speaker 1 3:03
I think one of the things I would say to early career apprentices is, you know, when you start to have that conversation with your line manager, part of that is about, well, is there a job here, a permanent role here for me, in this department, continuing doing the work that I'm doing, and I know that, you know, our managers are really keen to keep their apprentices if there is an opportunity so but having those conversations early enough to make sure that, as you say, those processes are followed before, you know, we get to the point where it's, you know, it's Late in their program, and then all of a sudden, we're, we find ourselves in a situation where, you know, there isn't a job available. I think also as well, I know that through the reviews that we do, we have lots of conversations with them, and it's about, well, even if you're staying on, and we can offer you a permanent role, you will need to be interviewed for that. You know, we run a fair recruitment process. So it's, it's making sure that they have that preparation. So, you know, it could be writing an application. It could be doing some practice interview skills. And that's something that, you know, I, I've certainly coached some of our apprentices through and then, you know, we we're looking to develop some of those activities as a group, aren't we, so some workshops that we've written to help support people in how they find a job, how they present a CV, you know, and some tips on on interview skills and things. And I think that's where the managers come in, as well as lots of managers with experience and they can support that individual to write applications, it's thinking about what is it that you want to do, and really understanding what those options are. So unless you are aware of all the different different opportunities, you can't make a decision that's right for you. You know. And we don't want people to necessarily just view just what they've been doing, or just the department they've been doing. These apprenticeships are great in the sense of the skills and the knowledge and behaviors that they encourage in people and that that, as you said before, they're transferable skills, aren't they, which you can apply in to lots of different roles in lots of different settings. So it's, it's making sure that you do as much exploration as you can to identify what the different opportunities are for you really. Um, so what about existing staff? How do they go about making the most of their their learning?
Uzma Sadiq 5:40
I think it's really important that they recognize the learning they've done, and they share that and the experiences they've gained through achieving their qualification is utilize so they actually put those skills to use and find the opportunities for that. Sometimes it might be reinforcing and reminding the managers that you've you've experienced this, or you've practiced this, you've you've participated, and bringing that all together. So updating your CV is really important, keeping your your CPD up to date and continuing to develop. But also the fact that just because you finished one level of apprenticeship doesn't mean that another one isn't open there for you, whether that's the next level up to what you've gained, or whether that's something different, which is another skill set that you could potentially also grow and develop, that could help you further in a different area that you may want to develop, because through your apprenticeship journey, we're always learning aren't we? We're learning new skills, and actually, certain areas are more appealing to us than others. Technology has developed so much and the way things go, it's utilizing all those avenues that are open and available to find out what else there is and how else you can continue to develop and continue to and using your networks again. So what other opportunities are there? Whether you are going upwards or you're going across, going across is just as rewarding. It doesn't mean it makes it doesn't make it any less rewarding to actually slide across into a different area and learn something else and experience something in a different environment.
Paula Sandamas 7:26
I mean, I think really, for me, for existing staff, there is an acknowledgement that you could be developing skills because you just want to be able to do the job you're doing better and for it to be more fulfilling. So it doesn't necessarily follow that you've finished your apprenticeship and you're then looking for the next move. It could be that, well, how do you utilize those skills and continue to utilize those skills whilst you remain in the job that you're in? And I think it goes back to what you were saying earlier about recognizing what those skills are. So it's not just the obvious of take, for example, the data apprentices. They've learned pandas and pythons. I've no idea what that means. They talk about it a lot. They've learned that that's something technical that they know now how to use. But actually, it's those softer skills as well that they've got from undertaking the apprenticeship so that resilience that you know, improving some of their communication, how they tell stories visually. It's thinking about those skills and reflecting on those and thinking about how you can keep those alive as well in your in your work, whatever you're doing, one of the big things that I've been talking to some of our existing staff that are doing apprenticeships about is they all have to do projects in one form or other as part of their end point assessment for their apprenticeship. And a lot of these are, you know, they're existing problems. They're real life problems or challenges that we have at UCL that they're using their learning and applying their learning to tackle and to improve. How do we keep that alive? How do we keep that conversation going so that it just doesn't stop because they've done it for their apprenticeship? How we can make sure that you know they're applying that if they've got a business proposal. How do we, as UCL, listen to them and and spread the word and scale up and use that learning? One of the easiest things those apprentices can do is, when they're finished, present back to their department. This is what I've been doing. This is what I've learned and sharing that. And I think a lot of our apprentices as well have then been able to show you know they've got a skill now, they've been able to sit down and train people that they're working with. So it's not just the impact that individual, it's had on that individual, it's that ripple effect that they're then other people are learning from them. And. Which, which I think is really important.
Uzma Sadiq 10:03
So right you've picked up on that in that the same with the coaching, the coaching is implemented in their everyday life, and the impact it's having on the on their management skills, on just the whole team environment and productivity at the end of the day. And with the leadership and management, ones you know, is stuff that you know, they're learning and they're they're growing, and not just their knowledge and understanding, but they're able to implement it in their day to day practice, which sometimes is very visual. I mean, you can see it in action, but other times it's so subtle, and it's behind closed doors, shall we say, and you don't see, you know, all the report writing and the skills they've learned to be more efficient as well as more productive, and just new skills and new ways of doing things, and, like you say, sharing that, yeah, you know, within the wider department and and I think Everything that these our apprentices are doing through their projects, a real Yes, real time things or projects that can be implemented if they're not already being implemented, you know, and that needs to be recognized, that and appreciated that that's through an apprenticeship, through the opportunity they've got and they've been given to achieve that, and we've all benefited from it.
Paula Sandamas 11:25
Yeah, and I think that conversation, it's not just about telling people what they've learned. That's really important, that people understand the new things that they've they've learned and what they're bringing but it's also shouting about that success, isn't it? You know, the impact, yeah and the journey that they've come on, and, I mean, I've seen it with our apprentices, you know, there's been real challenges that they've overcome, and they need to really find a way to make sure people are aware of that and can celebrate with them and praise them for that, you know. And and what we've as an organization gain from that. So, yeah, it's keeping those conversations and making sure you're, you're shouting about it. I think the other thing that I wanted to kind of touch on was around, you know, we'd be looking at our apprentices. You're, they're great, a great advertisement, aren't they for apprenticeships, and we want them to be able to share their journeys with other people that might be thinking about doing apprenticeships, or other managers that might be thinking about supporting an apprentice, really, so that they can see what the benefits are. But also a reality check, isn't it, you know, like, really, so people really grasp what they're all about before they commit to them, but to be able to share their stories is a really important part of what we're trying to achieve.
Uzma Sadiq 12:52
Gathering those case studies, which is quite a very formal way of saying, you know, get, getting that evidence together, but it is so important. But told differently, told, you know, the apprentice way, the way they wanted it, as well as the manager being able to share with their peers the benefits it's brought to the department and to the team. And just seeing that growth, whether it's an existing member of staff or whether it's somebody they've brought in you to the the department through an apprenticeship, it's just, you know, it is so needed and valued.
Paula Sandamas 13:25
Thinking about kind of managers, then, what conversations should managers be having with apprentices, and what should they be doing at the end or after their apprenticeship for either early career or mid career? So thinking about managers.
Uzma Sadiq 13:41
For managers, succession planning, where is the opportunity after this, you know, for the apprentice that is going through the apprenticeship, but also, after that apprenticeship finishes, who's going to fill that gap? You know, yes, that person potentially could stay in that role. Potentially they will be ready to move, move on, and how are you going to replace that person? Are you going to bring another apprentice in and start that journey again? Or are you going to further engage the apprentice through the everyday in the department? And it's all about being part of the team, isn't it? It's all being part of that whole collective of people that are part of that journey that all stay is that journey, you know, stays that family that is built and that community that is built around the apprenticeship, and to keep that going,
Paula Sandamas 14:30
Certainly for thinking about supporting those apprentices that are coming to the end. You know, we've got some amazing tools that our colleagues have developed from the Talent Team. So career progression and career pathways information, they're really useful tools to be able to support the managers, to support the individuals, as well as the individual supporting themselves. So it's, it's looking at those transferable skills where the opportunities are, and encouraging those conversations. Questions, isn't it? But then, as you say, focusing on that individual, but also, what next? Are there other people in the department that might benefit from undertaking an apprenticeship as part of their professional development? And how can we support that? It's just having the conversations early enough, isn't it, and then thinking about how we look at all the options, and how we we consider all the options so that they're, I think, as you said at the top, that it's professio nal, it's individual, personal and individual, you know, it's what's right for that, that department, that person, so that they can make the right choices for the future.
Uzma Sadiq 15:38
And we're here. We're also here. We're here to support you and guide you, but like you say, we've got the tools online, yes, to support as well as an institution, as an organization, yes, and they're there to be utilized, and there's loads of resources aren't there, like just out there to help apprentices and just general career advice and guidance, so we can put those in the notes, I guess, absolutely,
Paula Sandamas 16:03
wow, wow. We at the end of the week, yeah,
Uzma Sadiq 16:06
It has flown by. We celebrate it, you know, we've gone out to the general public, to schools, you know, integrated into the local community with different events. It's been great, another successful year, I would say the apprenticeship. So I hope you've found it useful to all our listeners, you know, listening to some of the ideas about the next steps as an apprenticeship, you know, as an apprentice, and that you're considering how you can continue and grow and develop in your careers as an individual, but also look at it. You know, if you're a manager or a team leader, you know how you can actually integrate that into your department? We've now come to the end of Apprenticeship Week. Literally come to the end of Apprenticeship Week. We've been chatting, and it's been really enjoyable. I think it's always good. We're always catching up 100% but we can also have these conversations with all of you out there. So for more insights and information, use our website. It's there. There'll be some additional notes at the end to support you and link you into other opportunities. Think about what we've got out there, which include having career conversations. We've got a new appraisal that's come out. We've got we can support you with interview skills, if not, you know, within your department and externally, as well, the coaching, the mentoring that's available.
Paula Sandamas 17:34
The message is that, you know there's support for apprentices or for our staff that want to do apprenticeships, but, yeah, we like to chat, so we'll be happy to chat to anyone that's that's wanting more information, isn't it?
Uzma Sadiq 17:48
Yeah, it's the career pathways as well, although all those packages are out there for everybody. So we hope everybody's enjoyed it. We've loved it. Yeah, we have. We have. And thank you very much.
Paula Sandamas 17:57
Thank you. Uzma
Transcribed by https://otter.ai