An operations/departmental manager is someone who manages teams and/or projects, and achieving operational or departmental goals and objectives, as part of the delivery of the organisations strategy.
They are accountable to a more senior manager / director or business owner.
Working in the private, public or third sector and in all sizes of organisation, specific responsibilities and job titles will vary, but the knowledge, skills and behaviours needed will be the same.
Key responsibilities may include creating and delivering operational plans, managing projects, leading and managing teams, managing change, financial and resource management, talent management, coaching and mentoring.
Roles may include: Operations Manager, Regional Manager, Divisional Manager, Department Manager and specialist managers.
Find out more about our Level 5 Apprenticeship in Leadership and Management below.
The funding cap is the maximum contribution made by the government for this apprenticeship. The cost of training may be higher or lower depending method of delivery.
However, if this is not available pre-entry can be evidenced through current role and responsibilities, competency feedback, performance data and prior learning / accreditation’s.
Apprentices participating in the Level 5 Apprenticeship can also achieve a formal Chartered Management Institute (CMI) Qualification and Chartered Manager status!
Adding a CMI qualification places more value and credibility to the apprenticeship and requires little in the way of extra work by the apprentice. Both the apprenticeship and the CMI qualification run seamlessly alongside each other and complete at the same time.
Also, by studying through the CMI apprentices will also receive the benefits of;
See CMI Apprenticeships here
There are approximately 24 classroom based training days required for this program. These can be delivered at;
360-degree feedback, also known as is a powerful development process to solicit information from a variety of workplace sources on an apprentice’s work-related behaviours, level of competency and performance.
We gather feedback from an apprentice’s boss, subordinates, peers and even customers (if required), as well as a self-evaluation by the apprentice him or herself.
We provide on-going support and coaching to every apprentice and ensure that development goals are worked on throughout the whole apprenticeship.
For the Level 5 Leadership and Management Apprenticeship we recommend a 360 is completed in month 1 of the programme, month 12 and month 24 in preparation for End Point Assessment.
We can also modify the approach to include 90 and 180 feedback too.
The success of any development program is greatly dependent on the atmosphere and degree of satisfaction, attitude and opinions of its learners.
But how to go about measuring learner satisfaction and why?
We apply an easily configurable online feedback and learner engagement survey to make the abstract less obscure. Measuring learners’ satisfaction will provide you greater clarity about what is working, what needs attention and deliver actionable results on what is otherwise difficult to bring into perspective.
It will ensure that potential problems can be dealt with early and modifications made to the approach taken with training provision, line manager support, self-management and productivity etc.
We have designed the Apprenticeship Learner Survey to measure the exact elements that feed the critical success factors for the program.
Strengthen employee learning by constructively addressing challenges and leveraging development strengths.