Viewpoint Developing Leaders Issue 27: 2017 | 23 M anagement 2020, the report published by the Commission on the Future of Management and Leadership in the UK in 2014, reported that 71% of the leaders surveyed by the Chartered Management Institute (CMI) confessed they could do better at training first-time managers, or even didn’t train them at all. This is despite almost all leaders of large organizations repeatedly stating variations of “we always believe management is our biggest differentiator, a great source of competitive advantage.” Apprenticeships have been in the spotlight in the UK as being central to improving the working population’s skill base for a long time, and the impetus to restructure them was most recently driven by the government sanctioned Richards Report on Apprenticeships published in 2012 under the previous UK coalition government. The Richards Report essentially recommended greater ownership and investment from the private sector in workplace training. With the clear disconnect between understanding the impact and importance of good management, and the willingness of businesses actually to invest in effective management development, the All-Party Parliamentary Group behind the 2014 Commission was clear that government needed to act to encourage greater resources to be devoted to improving this situation – and hopefully unblocking the productivity paralysis British industry has long-suffered in comparison to its major competitors. “One of the key recommendations was that the existing government apprenticeship scheme should be expanded to cover management and leadership education”, says Petra Wilton, Strategy Director at the CMI “The central element of apprenticeship education is that it mixes formal training with real work, ‘earning and learning’ together.” This ought to be hugely attractive to those starting out on their working career, as an alternative to increasingly costly, and debt-ridden undergraduate programs; and also to those already in work who are seeking to expand their breadth or level of qualifications and their capabilities. As of 6 th April this year, the ‘New World of Apprenticeship’ took effect for the largest employers when the levy kicked-in, building on and broadening the existing apprenticeship regime. Contrary to how they may be initially perceived, apprenticeships are age agnostic, it does not matter if you are 16 or 65, anyone is eligible for training support under the new regime, known as the ‘New World of Apprenticeships’, as long as they are learning something new – either in terms of subject area, or academic level. The Apprenticeship Levy and the Future for Corporate Learning in the UK By Roddy Millar