Why it works
- We work with employers to create the best taylored package for each workplace.
Work-Based Learning has been part of the educational landscape in the UK for the past two decades. In 2008, an impact study was carried out into its effectiveness. It found:
- An overall positive effect on workplaces, meeting or exceeding expectations and needs of both employers and employees
- Improved operations, including innovations, policies, service provision and better quality end products
- The flexibility of the programme worked well for employers and employees
- Benefits extended well beyond individuals involved, with flow on changes in attitudes and approaches to work benefiting wider teams
- Enhanced critical and reflecting thinking for employees, and increased their confidence both in and out of work
- Employees gained a better understanding of the pressures and challenges being faced by their organisations, and how their role contributed to organisational goals. They became more invested in working to advance these aims.
- Employees became more self-directed, resourceful, and required less direct support
- Became catalyst for further self-improvement for candidates.
What the employers said:
Employers wanted to develop knowledge, skills and expertise of staff, support staff retention and extend the nature of in-house training strategies.
"the staff are basically the biggest asset we’ve got and if we can develop them to make them better employees and give them personal development then it is going to motivate them [and] that’s something I’m totally committed to."
They appreciated the chance to address development needs directly.
"We looked at her skills to find out what she wasn’t quite reaching. We identified training needs together. She found managing staff challenging, but rewarding. She wanted to find out more.
WBL was seen as improving the reputation of the organisation.
"I put the title on my business card because it impresses clients."
Employers perceived WBL to be excellent value for money.
"It would have provided value for money if we’d paid double that."
Employers noticed improvements in operations, services, innovations. They also noticed intangible benefits through improvements in staff confidence and attitudes, and workplace morale.
What the employees said:
WBL was an opportunity to validate and formalise their experience.
"I was capable ... But the fact I did not have an academic qualification would have made others who didn’t know me perhaps undervalue what I was able to offer."
They appreciated the relevance of the learning to their real lives, both in content and delivery.
"...it wasn’t going to be academic for academic sake. It felt that it was going to give me a way of developing practice in the workplace and having the academic side to fall back on, to be able to explore how I could relate the two in my working life."
"It does fit well with heavy workload. It’s not like saying I’ve got to spend one or two days a week or a big block of time...it actually links in with work"
"...working full-time, having a family... that it was work-based on-site... certainly suited my learning style, my learning needs"
The most commonly mentioned benefit was to their confidence.
"I was best man a couple of years ago before I did the programme and I was really nervous but I know now that if I had to do that again this year, it would not bother me...it has given me that confidence"
Among many other factors, employees noticed improvements in their performance, career advancements, level of responsibility, change management abilities and stress levels.
More about work-based learning
Find out more about workbased learning here.
Inside Capable Workplaces
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