This is the first article in an 18 part series on the Apprenticeship Levy. In this series we’ll be exploring what the Apprenticeship Levy means for employers, looking at everything from how the levy is calculated and who has to pay it, to what it can be spent on and how it can be used strategically. However, we’re going to begin the series by asking the most basic of questions to set the scene - what is the Apprenticeship Levy and where did it come from?
This may upset your boss who attempts to micromanage you and only believes in presenteeism.
Does the person you work with the closest struggle to understand written forms and other documentation?
They may be ‘Functionally Illiterate’ or operating just above this measure. Just think how they would be able to operate in your company, if they could improve their actual reading age to be fifteen years and above.
If you’re pondering this question right now within your organisation you would be forgiven for coming to a quick conclusion that yes, a loyalty scheme is the answer- after all why wouldn’t it be? Offering your customers the chance to be rewarded for repeat custom is a win/win situation, surely? The organisation benefits from repeat sales and returning visits, whilst the customers are offered discounts/perks for their continued purchasing. Well, actually it may not be that straight forward.
Analytics are usually a polarising topic, stereotypically we have two elements- the ‘numbers people’ and then the ‘content people’. The pattern goes, as I’m sure you can guess, that the numbers people love analytics. They can’t get enough of them whilst the content people, well, they don’t even know they exist- right?
Well actually, that’s not true. So if that sounds anything remotely like what you currently experience then you need to change things up and shift those ideas. Analytics are an incredibly powerful tool and most importantly they benefit the ‘content people’ the most!
If you love creating content or running engaging campaigns, how do you know if the imagery you designed or words you wrote are resonating with the reader? How do you know the reader is actually who you wanted the reader to be? The answer- Stone cold data. (I’m really trying hard to resist the urge to make a Stone Cold Steve Austin reference, but mainly out of fear that no one will recognise this and you’ll think that ‘bottom line’ is referring to profits or ‘3:16’ to the time.)
This is the final post in our twenty-part series on how to accelerate your career in your twenties and this time we’re talking about complacency. Complacency sets in when we allow ourselves to get too comfortable at work and it can sometimes happen without us even realising. In this series of articles we’ve talked about risk-taking, ambition, proactive learning and leadership - all of which boil down to this idea of not letting ourselves get too comfortable.
This is the nineteenth piece in our twenty-part series on how to accelerate your career in your twenties and this time we’re talking about learning. All the people you look up to in your professional life are likely to have one thing in common - they never stop learning. Just like life itself, your career is a journey. You should always strive to develop your knowledge and acquire new skills, and your twenties are an absolutely perfect time to develop this habit.
This is the eighteenth piece in our twenty-part series on how to accelerate your career in your twenties and this time we’re talking about ambition. Picturing where you’d like to see yourself a decade down the line can be a real motivator, particularly during those stressful periods when your workload is high. We all have things that we strive for, and it’s a good idea to start laying the groundwork for those goals early in your career. In fact, laying that groundwork can even help with your day-to-day performance at work.
This is the sixteenth piece in our twenty-part series on how to accelerate your career in your twenties and this time we’re talking about mentoring. Some roles will automatically assign a mentor figure - someone you can speak to about your concerns at work in order to be more effective in your role. While this is increasingly common in larger organisations, it’s not always a given. Even if you have been ‘assigned’ a mentor, there’s no harm in taking advice from other sources as and when you need it.