Senior Leader Level 7 Apprenticeship

A Senior Leader influences at a higher organisational level, including sometimes at Board (or equivalent) level, and sets the culture and tone across their area of responsibility. They may work in varied environments including in an office, onsite, or remotely and demonstrate a high level of flexibility and adaptability to meet the needs of the organisation. In their daily work, an employee in this occupation interacts with internal stakeholders such as members of their team, other senior leaders/managers, support services (for example: finance, marketing, HR) and project groups and, in larger organisations, they may be part of a wider specialist team.

Course Info
How to Apply
Who is the course for?

This occupation is found in small, medium and large organisations in the public, private or third sectors and sustainability as an area of the economy including health, finance, engineering, manufacturing, business and professional services, education, retail, leisure, technology and construction.

Typical job titles include:

Associate director
Business unit head
Chief executive officer
Chief financial officer
Chief information officer
Chief operating officer
Divisional head
Executive director
He registrar
Head of department/faculty
Warrant officer
Occupation summary

Senior Leader

Senior Leaders are a key component of all types of business model where there is a workforce to lead, manage and support. The broad purpose of the occupation is to provide clear, inclusive and strategic leadership and direction relating to their area of responsibility within an organisation. Typically, this involves setting, managing and monitoring achievement of core objectives that are aligned to the overall strategic objectives of their organisation’s Board (or equivalent). In a smaller organisation they are also likely to contribute to the execution and achievement of these strategic objectives.

Depending on the size of their organisation, a Senior Leader may be responsible for reporting results relating to their area of responsibility to a Board, trustees, shareholders, executive team or to other senior management within the organisation. Externally, a Senior Leader acts as an ambassador for their organisation with wide-ranging networks typically involving customers/clients, supply chains and statutory/regulatory bodies.

An employee in this occupation will be responsible for:

  • Setting direction, vision, governance and providing a clear sense of purpose for their area of responsibility
  • Providing clear and inclusive leadership
  • Identifying longer-term opportunities and risks using data from internal intelligence sources and external influences
  • Developing sustainable, ethical, innovative and supportive cultures that get the best from people and enable the delivery of results
  • Resources that may include budgets, people, assets and facilities
  • Staying up to date with innovation and championing its adoption
  • Keeping pace with – and responding to change – by leading agile transformation
  • Leading and promoting sustainable business practices
  • Responding and managing crisis situations
Core occupation duties

DUTY

KSBS

Duty 1 Set the overall strategic direction of their area of responsibility in partnership with the Board (or equivalent), encouraging employees to buy into the organisation’s vision.

K1 K2 K6 K13 K14

S1 S2 S10 S11

B2

Duty 2 Lead on the development and critical review of operational policies and practices within their area of responsibility, to ensure they are aligned to the needs of the organisation and remain fit for purpose and sustainable.

K2 K6 K16 K19

S2 S7 S10 S11

B2

Duty 3 Lead and influence agreed projects to deliver organisational strategy such as change and agile transformation programmes, diversification, new product implementation, and customer experience improvement.

K3 K5 K6 K7 K14 K15

S2 S3 S4

B2 B3

Duty 4 Make decisions about organisational resource requirements (budgets, people, technology) based on strategic insight and reliable evidence.

K4 K6 K7 K8 K9

S5 S7 S10 S11 S12

B2

Duty 5 Lead and respond to crisis management, assessing the risks and opportunities which could affect business/department performance, and finding solutions that meet the needs of both the organisation and its customers/stakeholders in a responsible and ethical way.

K5 K6 K17 K19

S4 S5 S8

B1

Duty 6 Lead people development including talent management, succession planning, workforce design, and coaching, and mentoring arrangements for people within their area of responsibility.

K6 K10 K11 K18

S2 S9 S13 S14 S15 S16 S18

B1 B4 B5

Duty 7 Promote an ethical, inclusive, innovative and supportive culture that generates continuous business improvement.

K6 K10 K11

S4 S9 S13 S14 S15 S16 S17 S18

B1 B4 B5

Duty 8 Report to the Board (or relevant governance/management structure) on the progress of their operational activities towards achieving business goals.

K12 K13

S19 S20

B1

Duty 9 Cultivate and maintain collaborative relationships with key senior internal and external stakeholders to influence key decision makers as appropriate.

K4 K7 K12 K13

S2 S6 S19

B1

Duty 10 Shape the approach to external communications for their area of responsibility and ensure it aligns with any wider organisational communications strategy.

K15 K20

S2 S21

B1

Duty 11 Proactively keep up to date with social, economic and technological trends and developments relevant to their area of responsibility and wider organisation, and promote innovation to address changing requirements and to take advantage of new opportunities.

K3 K4 K7 K19

S3 S4 S7 S9 S13

B3

Duty 12 Ensure that their area of responsibility is compliant with internal governance, such as any assurance framework requirements, and with external governance, such as any regulatory and statutory requirements.

K2 K9

S3 S8 S12

B3

Knowledge, Skills and Behaviours

What knowledge, skills and behaviours are covered?

Knowledge

K1: How to shape organisational mission, culture and values.

K2: Organisation structures; business modelling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications.

K3: New market strategies, changing customer demands and trend analysis.

K4: Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people and culture and sustainability.

K5: Systems thinking, knowledge/data management, research methodologies and programme management.

K6: Ethics and values-based leadership theories and principles.

K7: Competitive strategies and entrepreneurialism, approaches to effective decision making, and the use of big data and insight to implement and manage change.

K8: Financial strategies, for example scenarios, modelling and identifying trends, application of economic theory to decision-making, and how to evaluate financial and non- financial information such as the implications of sustainable approaches

K9: Financial governance and legal requirements, and procurement strategies.

K10: Organisational/team dynamics and how to build engagement and develop high performance, agile and collaborative cultures.

K11: Approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity and inclusion.

K12: Influencing and negotiating strategies both upwards and outwards.

K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.

K14: Working with board and other company leadership structures.

K15: Brand and reputation management.

K16: Working with corporate leadership structures, for example, the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation and the sustainability agenda.

K17: Crisis and risk management strategies.

K18: Coaching and mentoring techniques.

K19: Approaches to developing a Corporate Social Responsibility programme.

K20: The organisation’s developing communications strategy and its link to their area of responsibility.

Skills

S1: Use horizon scanning and conceptualisation to deliver high performance strategies focusing on growth/sustainable outcomes.

S2: Set strategic direction and gain support for it from key stakeholders.

S3: Undertake research, and critically analyse and integrate complex information.

S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establishing the value of ideas and change initiatives and driving continuous improvement.

S5: Lead and respond in a crisis situation using risk management techniques.

S6: Act as a Sponsor/Ambassador, championing projects and transformation of services across organisational boundaries such as those impacted by sustainability and the UK Net Carbon Zero by 2050 target.

S7: Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management.

S8: Apply principles relating to Corporate Social Responsibility, Governance and Regulatory compliance.

S9: Drive a culture of resilience and support development of new enterprise and opportunities.

S10: Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.

S11: Uses financial data to allocate resources.

S12: Oversee procurement, supply chain management and contracts.

S13: Use personal presence and “storytelling” to articulate and translate vision into operational strategies, demonstrating clarity in thinking such as consideration of sustainable approaches.

S14: Create an inclusive culture, encouraging diversity and difference and promoting well-being.

S15: Give and receive feedback at all levels, building confidence and developing trust, and enable people to take risks and challenge where appropriate.

S16: Enable an open culture and high-performance working environment and set goals and accountabilities for teams and individuals in their area.

S17: Lead and influence people, building constructive working relationships across teams, using matrix management where required.

S18: Optimise skills of the workforce, balancing people and technical skills and encouraging continual development.

S19: Manage relationships across multiple and diverse stakeholders.

S20: Lead within their area of control/authority, influencing both upwards and outwards, negotiating and using advocacy skills to build reputation and effective collaboration.

S21: Shape and manage the communications strategy for their area of responsibility.

Behaviours

B1: Work collaboratively enabling empowerment and delegation.

B2: Take personal accountability aligned to clear values.

B3: Curious and innovative – exploring areas of ambiguity and complexity and finding creative solutions.

B4: Value difference and champion diversity.

B5: Seek continuous professional development opportunities for self and wider team.

Information for Applicants

Qualifications

English and Maths

Apprentices without level 2 English and maths will need to achieve this level prior to taking the End-Point Assessment. For those with an education, health and care plan or a legacy statement, the apprenticeship’s English and maths minimum requirement is Entry Level 3. A British Sign Language (BSL) qualification is an alternative to the English qualification for those whose primary language is BSL.

Professional Recognition

This standard aligns with the following professional recognition:

  • Chartered Management Institute for Chartered Manager or Chartered Fellow individual member grade
  • The Institute of Leadership for Management for Fellow member grade

How often do I have to attend college?

College attendance where required will be determined post-application.

Information for Employers

What will this cost my business?

The introduction of the Apprenticeship Levy in April 2017 has changed the way that government funds apprenticeships in England. All businesses operating within the UK with a wage bill of over £3million are required to contribute to the Apprenticeship Levy.

  • If the levy applies to your business you will be required to pay 0.5% of your entire wage bill into the levy. This will be offset against a levy allowance worth £15,000 for each tax year.
  • You will only be able to use your levy payment for government backed apprenticeships.
  • Levy payments will expire after 18 months.

Speak to an advisor at CI Business Solutions on 01206 712727 to make your levy payments work for you.

Non-levy paying employers will need to contribute 5% of the maximum funding band as published by the Skills Funding Agency for the delivery of training and assessment for their apprenticeship.

Levy paying employers will pay the full cost of the agreed funding band using their Digital Apprenticeship account.

Employers with less than 50 employees who are recruiting an apprentice aged 16-18 years old will not be required to pay the contribution fee.

Any associated cost to the individual will be made clear at the interview.

Speak to an Advisor at CI Business Solutions on 01206 712727 to make your levy payments work for you.

Does the apprentice have to attend college?

College attendance where required will be determined post-application.

What about support in the workplace?

Skilled and knowledgeable staff must be available to support the apprentice as they complete work-based tasks.

All Apprenticeships are employer-led and are the responsibility of the employer, with support of training providers.

Assessment

How is the apprentice assessed?

This section sets out the requirements for end-point assessment (EPA) for the Senior Leader apprenticeship standard. It explains how EPA for this apprenticeship must operate.

On-programme
(typically 24 months)
Training to develop the knowledge, skills and behaviours (KSBs) of the occupational standard.

Training towards English and mathematics Level 2, if required.

Compiling a portfolio of evidence.

End-point assessment
gateway
The employer must be content that the apprentice is working at or above the level of the occupational standard.

Apprentices must have achieved English and mathematics Level 2.

Apprentices must submit:

• A portfolio of evidence

The EPAO must sign-off the strategic business proposal title and scope, at the gateway, to confirm its suitability prior to the work commencing.

End-point assessment
(typically 5 months)
Assessment method 1: Strategic business proposal, presentation with questioning

With the following grades:
· Fail
· Pass
· Distinction

Assessment method 2: Professional discussion underpinned by a portfolio of evidence

With the following grades:
· Fail
· Pass
· Distinction

Performance in these assessment methods will determine the overall apprenticeship standard grade of:
· Fail
· Pass
· Distinction

Professional recognitionAligns with recognition by:
• Chartered Management Institute – Chartered Manager or Chartered Fellow
• The Institute of Leadership and Management – Fellow

To apply for this apprenticeship please read through the information below and then click the ‘Apply Online’ button from the menu located further down the page where you will be able to proceed with your application.

In order to enrol onto this apprenticeship programme you must either:

  • be already in employment in a suitable role with an employer willing to put you through the apprenticeship training

or

  • have an employer willing to appoint you as an apprentice in a suitable role and put you through the apprenticeship training

If you are unsure about any of the above and would like to speak to our apprenticeships team directly then please contact us using the below:

01206 712043 – Applicant Enquiries or email:

ci.apprenticeships@colchester.ac.uk

Employer Enquiries

If you would be interested to find out more about how this apprenticeship can work for your business or already have a member of staff who this apprenticeship would be perfect for please contact us using the ‘Hire an Apprentice: Enquire Here’ button in the menu below.

Senior Leader Level 7 Apprenticeship

Starting employment as an apprentice can occur throughout the year. However, the start date for attending college for training, where required, or if delivered online, when sessions begin, will vary depending on the type of apprenticeship and will be communicated post-employment and sign-up.

LevelLevel 7
LocationColchester
Duration24 months (this does not include EPA period)
Campus / Adult Skills CentreColchester Campus
Apprenticeship Funding Band (Levy paying employers)£14,000
Employer Contribution Fee (Non-levy paying employers)£700

What will this cost my Business?

Non-levy paying employers will need to contribute 5% of the maximum funding band as published by the Skills Funding Agency for the delivery of training and assessment for their apprenticeship. Levy paying employers will pay the full cost of the agreed funding band using their Digital Apprenticeship account.

Apprenticeship Funding Bands

Apprenticeship Funding Bands
Employers with less than 50 employees who are recruiting an apprentice aged 16-18 years old will not be required to pay the contribution fee. Any associated cost to the individual will be made clear at the interview.

Disclaimer

All fees, prices and funding information shown on this page are for courses starting in the 2022-23 academic year unless stated otherwise, and are correct at the time of entering/printing information, however these may be subject to change due to factors outside of our control. The College cannot accept legal or financial liability as a result of any such changes.

Courses fees are generally not confirmed for September until June / July due to the above factors.

The course information describes programmes offered by Colchester Institute. The College takes all reasonable steps to provide courses as described, but cannot guarantee provision. The information is for guidance and does not form any part of a contract.

The College reserves the right to update and amend information as and when necessary. Colchester Institute will do its best to provide the courses shown, but may have to modify or withdraw a course depending on customer demand and other factors.