Overview

STL introduced better methods of initial assessment, more detailed individual learning plans and more thorough matching of learners to employers, leading to a substantial improvement in retention rates. They used a core team to provide specialist literacy and numeracy support across occupational areas and training sites.

How you can use this

The team approach to supporting learners is especially suited to any provider with large numbers of learners, a wide range of occupational areas, or learners dispersed across a wide geographical area. The use of detailed initial assessment, individual learning plans and job analysis would benefit any work-based learning provider.

How it works

STL has improved retention and achievement rates by using an 'essential skills' strategy that meets the support needs of work-based learners. STL uses the term 'essential skills' to describe literacy, numeracy, employability skills and key skills.The strategy begins with thorough initial assessment. STL carries out a diagnostic assessment for basic and key skills on all applicants for training. The company also uses a questionnaire to identify their preferred learning styles. These initial assessments are used to establish which training programme would best suit the learner, and what level of support they would need to be successful. If STL does not offer the most appropriate programme, the learner is referred to a provider that does.

The initial assessment is used to produce an individual learning plan, approved by the LSC. The standard LSC document only forms the basis of the learning plan. The plan includes an additional 'negotiated support plan' and a short-term action plan with detailed targets.Together the documents create a comprehensive individual learning plan.

STL takes great care in matching each young person to the right employer and the right job. A team of 22 dedicated sales staff get to know each employer well. Trainers then use a detailed job analysis form to check exactly what a learner will be able to do in their job. The aim is to match the needs of the employer with the aspirations and skills of the learner, so that neither is disappointed.

The essential skills team consists of five members of staff, who between them cover all STL's training centres. They support all learners who need additional help with literacy, numeracy, and language, or with personal or social development. They offer more comprehensive and specialised support than the vocational trainers can provide. In addition to their literacy, numeracy and language expertise, team members have a range of occupational experience that covers all STL's areas of learning. The team supports individual learners in the workplace and at the training centres. It also helps training staff to support their learners.

The essential skills strategy has been remarkable for its effect on retention and achievement rates. The retention rate is carefully monitored, particularly in the first 13 weeks of training when learners are most likely to leave. STL found that up to 37 per cent of learners left in this period. The increased focus on initial assessment, individual learning plans and job analysis, coupled with improved support for learners, has halved this figure. Achievement of key skills qualifications and full modern apprenticeship frameworks has also improved. The essential skills team works well together and this increases its effectiveness.

The essential skills team also provides support for learners preparing for key skills tests. The team has access to a range of adaptable learning resources designed to capture the interest of learners disenchanted with key skills. Some learners are helped with aspects of number work by using resources based on football league tables.One learner who had done this asked to continue with his programme even after he had finished, because it suited his learning style and he was at last having success in working with numbers. Learners who have personal problems are supported well. They are given a contact list of external support agencies in their area. Staff spend extra time with them, including evenings and weekends, to resolve personal problems.