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Operations Manager Apprenticeship Level 5

Designed for supervisors or managers looking to move to a more senior management role, this apprenticeship delivers a broad range of practical management knowledge and skills to give you the tools you need to develop further on your management journey.

The Operations Manager Level 5 Apprenticeship delivers a professional pathway for future development with Chartered Manager or Foundation Chartered Manager status.

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“Managing teams and projects in line with a private, public or voluntary organisation’s operational or departmental strategy.”

Who is it for?
Middle Manager, Operations Manager, Regional Manager, Divisional Manager, Store Manager, Department Manager and a variety of specialist managers.

Responsibilities
Inputting to strategic planning, creating and delivering operational plans, managing projects, leading and managing teams, managing change, financial and resource management, talent management, supporting people through coaching & mentoring.

Funding
This apprenticeship standard has been allocated a maximum funding cap of £7,000 which is the anticipated full cost for delivering this standard and the end point assessment.

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Knowledge, Skills & Behaviours (KSBs)

KSBs are the core attributes that you must have as an apprentice in order to be competent in the occupation that you’re working in. They sit alongside your technical studies and exams and are the main assessment methods used in an end point assessment (EPA). Think of it like the soft skills you see in the workplace.

  • Knowledge – the information, technical detail, and ‘know-how’ that someone needs to have and understand to successfully carry out the duties. Some knowledge will be occupation-specific, whereas some may be more generic.
  • Skills – the practical application of knowledge needed to successfully undertake the duties. They are learnt through on- and/or off-the-job training or experience.
  • Behaviours – mindsets, attitudes or approaches needed for competence. Whilst these can be innate or instinctive, they can also be learnt. Behaviours tend to be very transferable. They may be more similar across occupations than knowledge and skills. For example, team worker, adaptable and professional.

Knowledge

  • Operational management
  • Project management
  • Finance
  • Leading people
  • Managing people
  • Building relationships
  • Communication

Skills

  • Operational management
  • Project management
    Finance
  • Leading people
  • Managing people
    Building relationships
  • Communication
  • Self-awareness
  • Management of self
  • Decision making

Behaviours

  • Takes responsibility
  • Inclusive
  • Agile
  • Professionalism
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  • Able to input into strategic planning and create plans in line with organisational objectives.
  • Support, manage and communicate change by identifying barriers and overcoming them. Demonstrate commercial awareness, and able to identify and shape new opportunities. Creation and delivery of operational plans, including setting KPIs, monitoring performance against plans. Producing reports, providing management information based on the collation, analysis and interpretation of data.
  • Plan, organise and manage resources to deliver required outcomes. Monitor progress, and identify risk and their mitigation. Able to use relevant project management tools.
  • Able to monitor budgets and provide reports, and consider financial implications of decisions and adjust approach and recommendations accordingly.
  • Able to communicate organisational vision and goals and how these to apply to teams.
  • Support development through coaching and mentoring, and enable and support high performance working. Able to support the management of change within the organisation.
  • Able to manage talent and performance. Develop, build and motivate teams by identifying their strengths and enabling development within the workplace. Able to delegate and enable delivery though others.
  • Able to build trust, and use effective negotiation and influencing skills and manage conflict.
  • Able to identify and share good practice, and work collaboratively with others both inside and outside of the organisation. Use of specialist advice and support to deliver against plans.
  • Able to communicate effectively (verbal, non-verbal, written, digital) and be flexible in communication style. Able to chair meetings and present using a range of media. Use of active listening, and able to challenge and give constructive feedback.
  • Able to reflect on own performance, working style and its impact on others.
  • Able to create a personal development plan. Use of time management and prioritisation techniques.
  • Able to undertake critical analysis and evaluation to support decision making Use of effective problem solving techniques
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End-point assessment (EPA) is the final stage of your apprenticeship. It is an impartial assessment of the skills, knowledge and behaviours developed, outlined in the apprenticeship standard.

Project Presentation
  • The apprentice is given a presentation title post gateway that they will need to use to produce a presentation which provides a summary of their role as a team leader, what they do and how this is relevant to their role and organisation. The presentation and questions will last 50 minutes plus 10% (at the discretion of the EPA) if required. The presentation will typically last for 20 minutes and the questioning will typically last for 30 minutes in order to provide scope for the apprentice to demonstrate their full competence. The discretionary additional 10% time can be allocated in any proportion across the presentation and questioning.
Professional discussion
  • The professional discussion assesses apprentices’ knowledge, skills and behaviours from the apprenticeship standard, in line with the assessment plan requirements. A professional discussion is a meaningful, in-depth dialogue between the apprentice and the EPA. It allows the apprentice to use standardised questions and scenarios as a starting point to explore their own practice and experiences with the EPA to show how they demonstrate the occupation’s KSBs and that they are occupationally competent.

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