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Team Leader/supervisor Apprenticeship Level 3

The Level 3 Team Leader/Supervisor Apprenticeship program is specifically designed for individuals in supervisory or first-line management positions. It equips them with practical knowledge and skills, starting from team leadership and extending to project and resource management. This program provides the necessary tools to initiate their management journey.

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

Who is it for?
Junior Manager, Supervisor, Team Leader, Project Officer, Shift Supervisor, Foreperson, and Shift Manager.

Responsibilities

  • Supporting managing and developing team members
  • Managing projects
  • Planning and monitoring workloads and resources
  • Delivering operational plans
  • Resolving problems
  • Building relationships

Funding
This apprenticeship standard has been allocated a maximum funding cap of £4,500, which is the anticipated full cost for delivering this standard and the end point assessment.

Find out how you can upskill your leadership skills, get started today!

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

  • Leading people
  • Managing people
  • building relationships
  • Project management
  • Operational management
  • Finance 
  • Communication
  • awareness of self
  • management of self
  • Decision making

Skills

  • Leading people
  • Managing people
  • Communication
  • Operational management
  • Finance
  • management of self
  • decision making
  • Self awareness

  • Building relationships

Behaviours

  • Takes responsibility
  • Inclusive
  • Agile
  • Professionalism
Find out how you can upskill your leadership skills, get started today!
  • Leading People: Able to communicate organisation strategy and team purpose, and adapt style to suit the audience. Support the development of the team and people through coaching, role modelling values and behaviours, and managing change effectively.
  • Managing People: Able to build a high-performing team by supporting and developing individuals, and motivating them to achieve. Able to set operational and personal goals and objectives and monitor progress, providing clear guidance and feedback.
  • Building relationships: Building trust with and across the team, using effective negotiation and influencing skills, and managing any conflicts. Able to input to discussions and provide feedback (to team and more widely), and identify and share good practice across teams. Building relationships with customers and managing these effectively.
  • Communication: Able to communicate effectively (verbal, written, digital), chair meetings and present to team and management. Use of active listening and provision of constructive feedback.
  • Operational Management: Able to communicate organisational strategy and deliver against operational plans, translating goals into deliverable actions for the team, and monitoring outcomes. Able to adapt to change, identifying challenges and solutions. Ability to organise, prioritise and allocate work, and effectively use resources. Able to collate and analyse data, and create reports.
  • Project Management: Able to organise, manage resources and risk, and monitor progress to deliver against the project plan. Ability to use relevant project management tools, and take corrective action to ensure successful project delivery.
  • Finance:Applying organisational governance and compliance requirements to ensure effective budget controls.
  • Self Awareness: Able to reflect on own performance, seek feedback, understand why things happen, and make timely changes by applying learning from feedback received.
  • Mangement of Self: Able to create an effective personal development plan, and use time management techniques to manage workload and pressure.
  • Decision making: Use of effective problem solving techniques to make decisions relating to delivery using information from the team and others, and able to escalate issues when required.

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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