Operations or Departmental Manager Apprenticeship Standards (April 2022+ starts)

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Overview

The aim of this apprenticeship is to provide learners working in an organisation with the leadership and management knowledge and skills required to progress in their career and on to further study.

Behaviours in Operations or Departmental Managers

Behaviours are the mindset, attitudes and approaches required to learn new knowledge and apply new skills. There should be many opportunities in the workplace for you to develop the anticipated behaviours that are required as an Operations or Departmental Manager. Remember, you will be judged on your behaviours at end-point-assessment (EPA). Review the following behaviours and start to work on developing and showcasing these at every opportunity.

These are the behaviours expected of all Operations or Departmental Managers carrying out their role:

Takes responsibilityDrive to achieve in all aspects of work. Demonstrates resilience and accountability.Determination when managing difficult situations.
InclusiveOpen, approachable, authentic, and able to build trust with others.  Seeks views of others.
AgileFlexible to the needs of the organisation. Is creative, innovative and enterprising when seeking solutions to business needs. Positive and adaptable, responds well to feedback and need for change.
ProfessionalismSets an example, and is fair, consistent and impartial.  Open and honest. Operates within organisational values
Core behaviours of a Operations or Departmental Manager to be demonstrated on-programme in readiness for End Point Assessment (EPA)

What is the link between Knowledge, Skills and Behaviours (KSBs) and the ILM Diploma?

The resources in the Learning Hub are designed to support apprentices during their on-programme part of the Level 5 Operations or Departemental Apprenticeship. It can be used to support progression, providing confidence in the apprentice’s competence and readiness to go through to End-point Assessment (EPA). Everything the apprentice does is all building towards their EPA and this is a priority.

Please read the Knowledge, Skills and Behaviours (KSBs) and Pass Grading Descriptors from the Level 5 Operations or Departmental Apprenticeship guidance below, to understand how the evidence submitted through the Portfolio and/or Unit Assignments can be used for both EPA preparation and the Diploma. A KSB may be split across ACs in order to fully cover the requirements.

Referencing

Referencing is an important part of academic work. It puts your work in context, demonstrates the breadth and depth of your research, and acknowledges other people’s work. You should reference whenever you use someone else’s idea.

We have put together a guide on how to get started with referencing:

Resources

Each named section includes resources that will teach you what you need to know. You will be provided with a range of resources. The session will direct you. The role of the resources is to build your knowledge to support your learning and to prepare you for your formal assessments, which is listed within each section. There is also a supporting document that explains the skills you will need to demonstrate for that topic and identifies typical evidence that can collected.

Please inform your Skills Coach of any completed activities, including assessments and gathering of skills evidence.

Stretch and Challenge – from Pass to Distinction

Keep reflecting on these questions throughout your apprenticeship journey. It is important to test your level of comptence in the following questions. Being able to confidently evidence each of these questions through discussions, Q&As and within your presentation will enable you to achieve your apprenticeship at distinction level.

End-point assessment method 1: Professional discussion underpinned by a portfolio of evidence

Justifies the purpose of operational
business planning and sales and
marketing plans, and why they manage resources by setting key targets and monitoring performance against them. (K1.3)

Analyses the problems associated with managing multiple teams and can describe known strategies for dealing with them. (K5.1)

Analyses the effectiveness of different coaching and mentoring techniques that they used for office-based and remote team members and justifies their use of the techniques. (K4.2, S4.2)

Evaluates known influencing and
negotiating theories and models and
the effectiveness of these within their organisation when managing the supplier relationship. (K6.1)

Analyses barriers to communication
and how they are overcome. (K7.1)

Evaluates a range of known learning
styles in different situations. (K8.2)

Assessment method 2: Project proposal, presentation and questioning

Analyses a range of business
development tools that assist with project planning, and the techniques and approaches for continuous improvement, and how these tools and approaches align with their organisational systems, processes and plans. (K1.2)

Analyse and evaluate the effectiveness of the project management tools and problem solving techniques used in the planning of the project proposal. (S2.3, S10.2)

Justifies the use of specialist advice and evaluates the impact of the advice on the project proposal. (S6.3)

Justifies and evaluates the financial and budgetary recommendations identified within the project proposal. (S1.5, S3.1)

Personal & Professional Development