Framework Specification

Sector Profile

Management and leadership skills have a major impact on the development, productivity, and performance of organisations of all sizes and across all sectors of the economy. Many British leaders and managers are innovative, creative, visionary, and inspirational and are heavily relied upon to sustain the UK as one of the world’s leading economies.

In today’s fast-moving competitive environment there is a need to continue to drive up the performance of the best and to address weaknesses in management and leadership that are holding back productivity and performance. The average amount of spend per manager per year for development in the UK is far lower than other European countries, particularly within small to medium-sized businesses, where fewer staff have management qualifications than in equivalent sized European countries.

The existing workforce needs to be up-skilled and new people attracted into these jobs to meet the increasing demand for new management practices and a range of skills, including:

  • Leadership skills, including self-management, relationship building, negotiation, and influencing skills;
  • Communication and decision-making skills;
  • Information technology skills;
  • Knowledge and project management skills;
  • Coaching and mentoring skills;
  • Skills to win and maintain customer loyalty;
  • Change management skills such as the ability to manage the challenges of globalisation;
  • Partnership working and the ability to implement innovative solutions to a range of problems.

As the workforce and the customer base become more diverse, management needs to reflect that diversity and manage it effectively. This requires not only sensitivity to issues such as ethnicity, culture, gender, and disability but a greater awareness of the potential for different and more creative approaches that diversity in general brings.

Across the UK there are approximately 4.9 million managers and senior officials, including 1.75 million working within small and medium enterprises. To keep pace with demand, around 400,000 new managers and leaders are needed each year.

The Management Apprenticeship programmes have seen a steady increase in learners since their initial development and the apprenticeship is in the top twenty frameworks. The apprenticeship programme has been designed to provide flexible and portable qualifications, units, and skills sets which meet the current and future needs of employers of all sizes and across all sectors.

The Framework

The Team Leading Intermediate Apprenticeship has been developed to support those working as team leaders, section leaders, floor managers, help desk managers, trainee supervisors, team co-ordinators, and those working in a range of other team leader positions. The Management Advanced Apprenticeship has been developed to support those working as first-line managers, section managers, assistant managers, trainee managers, senior supervisors, junior non-commissioned officers (armed forces) and those working in a range of other management positions.

Tasks undertaken by apprentices will vary depending on the level and sector in which they are employed. Tasks may include planning, allocating, and monitoring the work of the team, giving feedback, briefing teams, supporting team members, managing conflict, resolving problems, procuring supplies, project management, agreeing on budgets and managing and improving customer service.

The framework has been updated to meet the changing skills needs of employers and to meet the requirements of the Specification of Apprenticeship Standards for England. It will also contribute to meeting the skills priorities for England, set out in the “Skills for Sustainable Growth” report, by:

  • Providing flexible access to a high-quality level 4 and 5 skills programme, which acts as a real alternative for those who prefer this style of learning and achievement;
  • Incorporating skills to improve the general literacy, numeracy, and ICT skills in England;
  • Using technical and competence qualifications, valued by employers, to help their businesses grow and remain profitable;
  • Developing apprentices’ Personal Learning and Thinking Skills, to build their confidence and creativity, improving their social and working lives;
  • Developing apprentices’ employability skills, making them more attractive to all employers whichever career they choose;
  • Providing a career pathway into jobs and training at technician level and higher, to provide the skills which the economy needs to grow.


Human Resource Management (Higher Apprenticeship) ⇢

Define the Standards for Your Sector

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Instructus Skills is a pan-sector body that represents the training needs of over 11 million employees across the UK. From consultations to certification, we ensure that apprenticeships deliver the skilled workers that employers need.

In other words, we make apprenticeships work.