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In what ways and to what extent does government policy in the field of education affect HR and L&D practice in organisations? Illustrate your answer with THREE current examples. 

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In what ways and to what extent does government policy in the field of education affect HR and L&D practice in organisations? Illustrate your answer with THREE current examples. 

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Good infographic on apprenticeships

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loads in this policy about covid and changes to how apprenticeships are managed, specifically about redundancy and furlough and remote delivery

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Foreword

We are pleased to introduce the revised code of practice for health and social care organisations in England, that are recruiting personnel internationally.

Internationally trained staff have been part of the National Health Service (NHS) since its inception in 1948 and continue to play a vital role. 16% of nurses and 36% of doctors in England trained outside of the United Kingdom (UK). Similarly, the social care sector employs 35% of nurses and 16% of all social care workers from beyond the UK. Our gratitude to all those who come from abroad to train, learn and work in our fantastic NHS and social care sector has never been greater, as we face the global COVID-19 pandemic together. Thank you.

Yet this government knows we need to do more so that our health and social care services continue to deliver world-class care. That is why we have committed to 50,000 more nurses and 50,000,000 more GP appointments. We are working hard to increase our homegrown supply of health and social care staff. We are training more, retaining more and encouraging staff who have left to return. But we know that ethical international recruitment is also crucial for achieving our commitments.

We are determined to be a force for good in the world, which includes supporting better health and care beyond our shores. This code of practice is part of the UK's contribution to international health worker mobility that offers benefits to migrants, their country of origin and to the UK. With a projected 18 million more health workers needed to achieve universal health coverage in low and lower-middle income countries - we need to work on a global basis to support healthier and more resilient populations.

The COVID-19 pandemic has underlined the reality that diseases know no borders. It is absolutely right that we work with the countries that have the most vulnerable health systems to protect their health and social care systems. It is also right that, alongside these safeguards, we draw on our strengths to help develop health workforces and health systems in other countries - and in doing so, help the world progress towards delivering universal health coverage and meeting the Sustainable Development Goals. Forming international partnerships is a great way to foster collective efforts across the world, and by working with international governments we can make sure everyone benefits.

We are committed to upholding the highest ethical standards in international recruitment and this new code implements the World Health Organisation ( WHO) global code of practice. Through this we are ensuring the fundamental principles of transparency, fairness and promotion of health systems sustainability are fully embedded in all international recruitment activity undertaken in the UK.

Helen Whately MP Minister of State for Care

Wendy Morton MP Minister for the European Neighbourhood and the Americas, Foreign, Commonwealth and Development Office

Aims and objectives

Aims

To promote high standards of practice in the ethical international recruitment and employment of health and social care personnel and ensure all international recruitment is conducted in accordance with internationally agreed principles of transparency and fairness.

To protect and promote health and social care system sustainability through international cooperation, ensuring safeguards and support for countries with the most pressing health workforce challenges.

Objectives

To set out principles and best practice benchmarks to be adhered to by employers and recruitment agencies when recruiting international health and social care personnel to ensure effective recruitment is undertaken in an ethical, managed and mutually beneficial way and in line with advice from the WHO.

To prevent active recruitment to the UK from countries on the WHO Health Workforce Support and Safeguard List, 2020 below, ("the list") unless there is a government-to-government agreement (see the government-to-government partnership agreements section below), which will support managed recruitment activities. These countries face the most pressing health workforce challenges related to universal health coverage ( UHC). The list of countries is at annex A below.

To set out the UK government's approach to supporting international health and social care systems and workforce, and efforts to achieve universal health coverage and the Sustainable Development Goals, alongside safeguards on active recruitment from countries with the greatest health workforce vulnerability.

To provide reassurance to international personnel that employment with the NHS, and other health and social care organisations that comply with the code of practice, will offer high standards of induction and support while working in the UK.

Scope

There are 3 elements to the code of practice:

England and the devolved administrations

The policy for the code of practice for international recruitment of health and social care personnel in the UK is set out in this document.

Each of UK's 4 nations' devolved administrations adhere to the aims, objectives and guiding principles of the code of practice, but holds its own code of practice to reflect the different organisational structures in each nation.

This is the code of practice for international recruitment in England.

Remit of the code of practice

The code of practice applies to the appointment of all international health and social care personnel in the UK, including all permanent, temporary and locum staff.

The following organisations must adhere to the code of practice when undertaking international recruitment activity to appoint health and social care personnel:

all UK health and social care organisations (public and independent):

NHS and social care commissioners should ensure that there is compliance when they are setting up local contracts with independent providers

where national contracts are signed with the independent sector to increase capacity in the NHS or social care sector, compliance with the code of practice is a contractual obligation

any recruitment agency that wishes to supply health and social care personnel to the NHS, social care organisations or any other UK health and social care provider.

Roles and responsibilities in relation to the code of practice

Department of Health and Social Care

Works with the devolved administrations to set the policy for the code of practice.

Leads on government-to-government agreements.

Maintains stakeholder relations with the WHO on international recruitment matters including exchange of information and reporting.

Responds to complaints or other information with regard to breaches of the code of practice, in conjunction with NHS employers.

NHS Employers

Hosts information about the code of practice and the list on its website and undertakes communications activity to promote the code of practice.

Provides a dedicated advice and support service to health and care organisations to help them to follow the guiding principles of the code of practice in all their recruitment activities.

Provide a mechanism for stakeholders across the system to promote the code of practice, assess activity and, if necessary, challenge poor practice with employers.

Manages and hosts the list of agencies that adhere to the code of practice to help employers with their selection process.

Undertakes routine checks of agency compliance with the code and responds to complaints or other information with regard to breaches of the code and takes necessary action as set out in the process for code contraveners at annex C.

Local health and social care employers (NHS, local authority and independent)

Recruit international health and social care personnel in line with the code of practice to fill vacancies or to take part in exchanges or education initiatives.

Work with partner organisations to form a comprehensive plan for induction, pastoral and professional support, and ensure international migrants are signposted to appropriate organisations including the relevant professional body and regulator for further support, advice and guidance.

Exclusively use recruitment agencies on the agency list, that operate in accordance to the code of practice. The list is maintained by NHS Employers.

Recruitment agencies (supplying health and social care personnel)

Provide international recruitment services to health and social care organisations wishing to employ health and social care personnel from countries outside the UK.

Should appear on the agency list and operate in accordance to the code of practice. The list is maintained by NHS Employers.

Health Education England

Establishes effective government to government partnerships and exchange schemes as agreed by the Cross Whitehall International Recruitment Steering Group, to ensure recruitment is managed and mutual benefits are derived.

Cross Whitehall International Recruitment Steering Group

Chaired by the Department of Health and Social Care ( DHSC), with membership from:

Foreign, Commonwealth and Development Office (FCDO)

Department for International Trade (DIT)

Home Office

Health Education England (HEE)

NHS England/Improvement (NHSE/I)

Department of Health for Northern Ireland

Welsh government's Department of Health and Social Services

Scottish government

Provides national policy oversight on implementation of the code of practice and collaboration on international recruitment supply activity, ensuring consistent ethical practices across health and social care.

Provides oversight of diplomatic and development relationships related to international recruitment and training with partner countries, including new bilateral partnerships, exchanges and programmes, using expert advice from across government.

Approves any updates and changes to the code of practice in consultation with the WHO. The code of practice will be reviewed one year after publication.

World Health Organisation

Provides guidance through the WHO Global Code of Practice on the International Recruitment of Health Personnel and, in collaboration with its member states, periodically reviews the code's relevance and effectiveness. WHO, as recommended by its member states, has a list of the countries with the most pressing universal health coverage related health workforce challenges, which is subject to review.

The UK code of practice refers to these countries in the context that there must be no active recruitment of health and social care personnel by UK recruiters from countries on the WHO Health Workforce Support and Safeguard List, 2020 unless there is an explicit government-to-government agreement with the UK to support managed recruitment activities that are undertaken strictly in compliance with the terms of that agreement.

Definition of 'active international recruitment'

For the purpose of this code of practice 'active international recruitment' is defined as the process by which UK health and social care employers, contracting bodies, agencies and sub-contractors target individuals, either physically or virtually, to market UK employment opportunities, leading to UK employment in the health or social care sector. This can include, but is not limited to, advertising to candidates through all types of communication mediums, incentivisation activities such as referral bonus schemes and referring candidates to specific vacancies in the UK in return for a fee from the employing organisation. Recruitment organisations are not allowed to charge fees to the individual employee.

The only exception to this definition is where a candidate has already been appointed by a UK employer following a direct, independent application and selection without the support of a recruitment agency. In this case, if required, a recruitment agency can support and facilitate the employee's passage to the UK. In such cases it is the agency's responsibility, if challenged, to provide evidence that the services they are providing are permitted under this exception.

Guiding principles

The 5 guiding principles that underpin the code of practice are set out in this section.

International migration of health and social care personnel can make a contribution to the development and strengthening of health and social care systems to both countries of origin and destination countries if recruitment is managed properly. See the WHO Global Code of Practice on the International Recruitment of Health Personnel.

International recruitment (migrant workers, moving temporarily or permanently for employment) has made a substantial contribution to the delivery of health and social care services and will continue to play a vital role in the future.

International recruitment is one part of a Long Term Plan to ensure the NHS has the staff it needs. Homegrown supply of health and social care staff is increasing through a range of measures including training more, retaining more and encouraging staff who have left to return, to achieve a sustainable health and social care workforce responsive to the UK population's needs

The NHS has a long history of developing the knowledge and skills of health and social care staff and continues to offer a strong continued professional development package.

Compliance with this code of practice ensures that the international recruitment of health and social care personnel minimises harm to the health and care systems of countries of origin whilst safeguarding the rights of health and social care personnel to migrate and ensures fair and just recruitment and employment practices.

Well managed migration ensures that the health and social care systems of both the origin and destination country derive benefits as set out in the health workforce development and health systems sustainability section below.

Good practice, ethical standards, respect for rights and value for money should underpin all international recruitment activities.

Opportunities exist for individuals, organisations and health and care systems to train and educate and enhance their clinical practice.

Individuals gain from opportunities to develop their skills, and in turn, advance their own careers. International health and social care personnel can bring new and valuable perspectives and learning that enables the transfer of experience and the sharing of ideas.

Collaborative partnerships for training and continuous learning can bring benefits for individuals, organisations and health and care systems of the UK and the country of origin.

There must be no active international recruitment from countries on the list, unless there is an explicit government-to-government agreement with the UK to support managed recruitment activities that are undertaken strictly in compliance with the terms of that agreement.

Skilled and experienced health and social care personnel are a valuable resource to any country, and for some low and lower middle-income countries increasing scale of health and social care worker migration threatens the achievement of national health and social care goals.

Countries on the list must not be targeted for international recruitment, unless there is a government-to-government agreement in place.

Government-to-government agreements must take steps to ensure that migration to the UK does not exacerbate existing health and social care workforce shortages. Agreements will be informed by best evidence, including a health labour market analysis, engagement with health sector stakeholders in countries of origin and consultation with WHO. Notification to the WHO will be made through the global WHO Code of Practice monitoring processes. Further detail on government-to-government agreements and case studies are available in the health workforce development and health systems sustainability section below.

The UK recognises the importance of providing health and care systems support to countries facing severe health workforce vulnerabilities. Our health systems partnerships increase the capacity of the health and social care workforce and support health and social care systems improvements, examples are provided in the health workforce development and health systems sustainability section below. Where the UK and a partner country have agreed special recruitment arrangements, a government-to-government agreement sets out specific support.

Individual health and social care personnel from countries on the list, who apply directly and on their own behalf to a health and social care employer, can be considered for employment.

Recruitment of international health and social care personnel is closely monitored and reported on to the Cross Whitehall International Recruitment Steering Group.

DHSC will continue to collect and monitor data on health and social care international recruitment activity and report to the Cross Whitehall International Recruitment Steering Group as appropriate. Information will be collected to understand where recruits have come from, with a particular focus on low to middle income countries and fragile and conflict-affected states. Such monitoring and reporting to the WHO also directly strengthens global understanding and cooperation on global mobility patterns.

Where trends indicate recruitment activity from low and lower middle-income countries or fragile and conflict-affected states, further work may take place to understand the cause and impact of this activity.

International health and social care personnel will have the same legal rights and responsibilities as domestically trained staff in all terms of employment and conditions of work. They will also have the same access to further education and training and continuous professional development

All staff, regardless of country of origin and/or training, have the same legal protections within the workplace.

Relevant employment legislation applies as long as the employee holds a valid permit or appropriate visa.

All health and social care employees will be employed on the same terms and conditions of employment as other domestically trained employees.

Employment legislation protects and guides the conditions of service for all employees, regardless of their country of origin and/or training.

Health and social care employees must meet and maintain the requirements for continued professional regulation.

The opportunity to enhance skills and experience are important features that underpin international health and social care mobility.

International workers employed within the NHS, social care sector and other health and care organisations that comply with the code of practice, will receive high standards of induction and support in their new career equal to other employees.

Best practice benchmarks

It is expected that all health and social care sector organisations and recruitment agencies that comply with the code of practice will apply the best practice benchmarks set out in this section.

These best practice benchmarks should be read in conjunction with NHS Employers' international recruitment toolkit. The toolkit is designed to encourage and enable supportive practices and processes for the recruitment of international staff across a wide range of professions.

There is no active recruitment of health and social care personnel from countries on the list.

No active recruitment will be undertaken from countries on the list by UK commercial recruitment agencies, or by any international agency sub-contracted to that agency, or any health and social care organisation in the UK unless there exists a government-to-government agreement that health and social care personnel from that country may be targeted for employment on the terms of that agreement.

The list is available at annex A and on the NHS Employers website. The list will be updated, alongside scheduled progress reports on WHO global code implementation, by the World Health Assembly every 3 years.

Health and social care employers may consider applications from an individual in a country on the list if that individual is making an application directly and on their own behalf and not using a third party, such as a recruitment agency or a health or social care employer on a commercial basis.

All international recruitment by health and social care employers and contracting bodies will follow good recruitment practice and demonstrate a sound ethical approach.

Health and social care employers and contracting bodies, when using a recruitment agency should only contract agencies that comply with the code of practice. A list of those agencies can be found on the NHS Employers website.

The international recruitment framework ensures compliance with NHS pre-employment standards and grants access to a wide range of experienced international recruitment organisations, all of which operate at a high standard of quality.

All international recruitment will be sensitive to local health and social care needs so that international recruitment from any country should not weaken local health and social care provision.

A recruitment agency will be removed from the list of agencies if, following a thorough investigation, it is found to be breaching the principles of the code of practice. This process is set out in annex C.

International health and social care personnel will not be charged fees for recruitment services in relation to gaining employment in the UK.

Applicants will not be required to pay any fees to any recruitment agency, or other body, to gain employment.

Any costs incurred by a recruitment agency will be incorporated into the negotiated fee charged to employers and contracting bodies. At the employer's discretion, visa costs to exit their home country or enter the UK and/or any professional registration fees would normally be met by the health or social care candidate if applying independently and by the employer if through active recruitment.

Employers and contracting bodies will not contract agencies that charge fees to candidates for them to be considered for recruitment in the UK. Agencies that sub-contract to agencies outside the UK, should also not be used if that agency from outside of the UK charges fees.

All international health and social care personnel will have the appropriate level of English language to enable them to undertake their role effectively and to meet registration requirements of the appropriate regulatory body.

If a regulatory body requires an assessed competency in English language to be eligible for registration, this should be achieved, where possible and if appropriate, prior to selection interview.

All potential employees will be able to communicate effectively to practice safely and to enable them to communicate appropriately with patients, clients, carers, family and colleagues.

It is lawful for employers, contracting bodies and/or professional regulators to apply conditions relating to a candidate's linguistic ability if this is required because of the nature of the post to be filled.

All appointed international health and social care personnel must be registered with the appropriate UK regulatory body.

Candidates should be advised of the requirements to practice in the UK and how to obtain relevant professional registration and signposted to the relevant regulatory organisation. It is the responsibility of the individual recruit to progress the registration process, with support from the relevant regulatory body. Employers and contracting bodies should continue to communicate with their recruit and make sure they are clear about the process and motivate them at appropriate stages to avoid unnecessary delays.

Candidates should be strongly advised to commence the registration process in good time and if possible before applying for a post. If a candidate does not have registration at the time of appointment, employers and contracting bodies should factor this in when agreeing contracts and start dates. Employers and contracting bodies should consider approaching the appropriate regulator early in the recruitment process. Early insight on upcoming registration demand supports the professional regulator to manage capacity.

Employers and contracting bodies must ensure that confirmation of professional registration, or notification of any stipulated period of supervised practice, is received prior to the candidate taking up the post where this is stipulated by the regulatory body.

Evidence of duration of any supervised practice required by a regulatory body should be confirmed to the employer where appropriate.

Candidates should be advised of the importance of professional support and representation from membership representative bodies and where appropriate medical defence, should they be engaged in any process, including supervised practice, with their regulator.

All international health and social care personnel required to undertake supervised practice, by a regulatory body, should be fully supported in this process.

To enable the health or social care personnel to provide safe and effective care they will be appropriately supervised, and the employer will take active steps to ensure the workplace environment is one in which all staff can demonstrate their competence.

The health or social care personnel will not be charged for any part of supervised practice and will be employed on the same terms and conditions of employment as other domestically trained employees. Employers and contracting bodies are encouraged to recognise previous experience where applicable.

The health or social care personnel will have appropriate opportunities to reach the required standard for UK registration and will be objectively and fairly assessed.

All international health and social care personnel will undergo the normal health assessment prior to commencing employment.

All employment offers will be made subject to occupational health clearance.

Occupational health assessment information is confidential and will only be divulged to the relevant occupational health bodies, or as permitted and/or required by law.

Successful applicants will be informed of guidelines issued by the relevant regulatory body related to serious communicable diseases.

Employers and contracting bodies will ensure thorough, sensitive, individual risk assessments are conducted for all new international migrants before they are exposed to work in a clinical environment.

All international health and social care personnel will have appropriate pre-employment checks including those for any criminal convictions or cautions as required by UK legislation.

Employers and contracting bodies must carry out pre-employment checks seeking to verify that an individual meets the preconditions of the role they are applying for.

There are 6 NHS employment check standards that outline the type and level of checks employers and contracting bodies must carry out before recruiting staff into NHS positions. Guidance on each check is available on the NHS Employers website

Applicants will be informed that any individual who has made a false declaration may be dismissed from their post.

All appointments should provide references from current and previous employers and/or education provider.

All personnel will be required to complete a statement informing the employer of any criminal conviction, cautions or binding over. Employers and contracting bodies should undertake the necessary checks for criminal convictions in keeping with that country's justice system and requirements in the UK.

All international health and social care personnel offered a post will have a valid visa before entry to the UK.

Personnel offered a post in the UK must have an appropriate visa that allows them to undertake employment or training.

The cost of any visa may be met by the employer at their discretion.

All personnel employed in the UK are employed on the same terms and conditions as domestically recruited employees.

Appropriate information about the role applied for will be available to all international health and social care personnel.

Health and social care personnel will have access to all the relevant information about the post they have applied for. This will include a job description, person specification, grading structure, salary, location, information on the professional regulatory context and relevant staff-side organisations.

On making the job offer, health and social care employers and contracting bodies should provide candidates with the exact terms of the contract under which they will be working. Any element which may differ pre- and post-professional registration such as salary, and any incentives and reclaim of advances must be clearly explained in writing. This applies regardless of when the formal contract is issued.

The employer will be fully involved in the recruitment process, which will follow best practice in recruitment procedures.

All parties involved in recruitment will have explicit equal opportunities policies and procedures.

All newly appointed international health and social care personnel will be offered appropriate support and induction. As part of this employers and contracting bodies should undertake pre-employment and placement preparation activity to ensure a respectful working environment for all.

Employers, contracting bodies and potential education providers should ensure they understand the culture, context and system within which the individuals work in their home country before the international health and social care personnel arrives.

The potential financial position of health and social care personnel should be considered, and employers and contracting bodies should be aware that additional support may be required at varying levels depending on each individual situation.

Other staff working in the host organisation should be made aware of the requirement to recruit internationally and of the support expected of them to encourage a culture in which diversity is valued and respected. Induction should include aspects of cultural awareness, equal opportunities and diversity. Ongoing support should be culturally sensitive and offer career development and opportunities for progression.

Feedback is sought from currently employed staff and internationally recruited individuals as the employment/placement progresses and any issues are identified and resolved in a timely manner.

Each international recruit must be made aware of how to find help and assistance in all aspects of their appointment. They should undergo a comprehensive programme of induction to ensure that they are clinically and personally prepared to work safely and effectively within the UK health and care system. The provision of a mentor can be helpful. NHS Employers international recruitment toolkit provides advice and good practice guidance on the support required.

Induction programmes should encompass wider pastoral support to settle into working and living in the UK. It should include such matters as initial welcoming of staff (and family where appropriate), accommodation, pay, registering with a GP and dentist, school information (if required,) information relating to professional organisations, union representation, national embassies, high commissions and introduction to social networks.

Employers and contracting bodies should consult guidance on how to enhance their existing risk assessments particularly for at-risk and clinically extremely vulnerable groups within their workforce during COVID-19. The guidance is applicable, with appropriate local adaptations, in all healthcare settings.

Health and social care employers should respond appropriately to applications from international health and social care personnel who are making an individual application.

Individuals making enquiries from outside of the UK should be directed to the appropriate regulatory body in the first instance.

Individuals applying to vacant posts should be dealt with equitably and fairly. Where appropriate, employers and contracting bodies will have determined whether they accept applications from individuals requiring a visa for that post.

Employers should consider travel arrangements of short-listed candidates when setting the interviews. Interviews can be undertaken in person or via video conferencing if conducted with appropriate safeguards. Telephone interviews are not normally an appropriate method to select health or social care personnel for appointment.

Health and social care employers and contracting bodies should record international recruitment activities. This will support the UK to monitor and measure the impact of international recruitment flows on the health and social care sector in both the country of origin and the UK.

It is important to have a national perspective on international recruitment supply and demand to inform policy development, workforce planning, recruitment processes, attrition rates, and to identify best practice in maximising benefits to the UK, to the country of origin health and social care systems, and to health and social care personnel.

Health and social care organisations should ensure they record information about their recruitment activity. This includes countries targeted, planned and actual recruitment numbers, headcount, nationality and professions of international recruits in employment.

Health and social care organisations are encouraged to respond to all surveys capturing international recruitment activity.

DHSC in England has a UK designated national authority to contribute to exchange on health worker migration on a global level, including regular progress reports to the WHO, for ongoing monitoring, analysis and policy formulation.

Health and social care employers and contracting bodies are encouraged to share information on any known breaches of the code of practice.

Illustrative case studies

A guiding principle of the code of practice is there must be no active recruitment from countries on the list, unless there is an explicit government-to-government agreement with the UK to support managed recruitment activities undertaken strictly in compliance with the terms of that agreement.

In annex A countries on the list are graded red. If a government-to-government agreement is put in place between a partner red country on the list and the UK which allows managed international recruitment on the terms of the agreement, the country's grading becomes amber.

More information on this is provided in the WHO Health Workforce Support and Safeguard List, 2020 section below. Active recruitment is defined above. The case study examples below set out how the definition of active recruitment is applied in practice.

These case study examples are not an exhaustive list of the types of conduct which constitute active recruitment, any conduct which falls within the definition above will constitute active recruitment.

The following case studies show recruitment activity in breach of the code of practice.

Case study 1

An agency advertises within a red country on the list and actively supports several candidates from that country with their applications, appointments and travel to the UK. This would be deemed active recruitment and contravenes the guiding principles within the code of practice.

Case study 2

An agency runs a recruitment fair in Nigeria highlighting opportunities in the UK. Nigeria is on the list and should not be actively targeted for recruitment. The agency does not actually hire anyone. This would still be deemed active recruitment and contravenes the guiding principles within the code of practice.

Case study 3

An agency or organisation with multinational contracts advertises in Uganda. They highlight that they are recruiting to a different country (that is, not the UK), however they also have contracts in the UK. It later transpires that the agency facilitated a candidate's arrival to work in the UK. This would still be deemed active recruitment and contravenes the guiding principles within the code of practice.

Case study 4

A recruitment agency is approached by an individual working in a country on the list who has been referred to the agency by their friend who is working as a social care nurse in the UK. The agency supports the individual with their application and makes a bonus payment to their friend for the referral. This is in breach of the code of practice, an agency should not facilitate the recruitment process unless the candidate has already been appointed by the employer through a direct application. In addition, referral fee schemes are deemed to be active recruitment and are not permitted in countries on the list.

The following case studies show acceptable recruitment activity under the code of practice.

Case study 5

A nurse from Sudan applies to work in the NHS unassisted. He is interviewed by the trust and deemed successful for the post, subsequently travelling to the UK on receipt of his visa. This activity did not include any active recruitment therefore does not contravene the code of practice.

Case study 6

A doctor from Nepal is working in Canada having relocated there five years ago. An agency advertises in Canada and the doctor is picked up in the cohort and wishes to come to the UK. This activity is not in breach of the code of practice; ethical recruitment is determined by the country from which the individual is being recruited, rather than the nationality of the individual.

Case study 7

A nurse from Pakistan applies directly to a social care employer in the UK and is successfully appointed. The social care employer requires the support of a recruitment agency to facilitate the nurse through the remaining part of the recruitment process. This activity is not in breach of the code of practice.

WHO Health Workforce Support and Safeguard List, 2020

Countries on the list in annex A face the most pressing health workforce challenges related to universal health coverage ( UHC). Country identification follows the methodology contained in the 10-year Code review found in the WHO Global Code of Practice on the International Recruitment of Health Personnel (A73/9). Consistent with the WHO Global Code of Practice principles and articles and as explicitly called for by the WHO Global Code of Practice 10-year review, the listed countries should be:

Therefore, countries on the list should not be actively targeted for recruitment by health and social care organisations or recruitment agencies unless there is a government-to-government agreement in place to allow managed recruitment undertaken strictly in compliance with the terms of that agreement

Countries on the list are graded red. If a government-to-government agreement is put in place with a red country, then the grading of that country is changed to amber. If a country is not graded red or amber, then it is green.

Green countries are not published unless there is a government-to-government agreement in place for international health and social care workforce recruitment.

The agreement may set parameters for how UK employers, contracting bodies and agencies recruit. Green countries with government-to-government agreements in place are listed separately in annex B.

The list does not prevent individual health and social care personnel from countries on the list applying to health and social care employers for employment in the UK, of their own accord and without being targeted by a third party, such as a recruitment agency.

Recruitment activity from countries on the list will be monitored and where trends indicate an increased level of recruitment activity, DHSC will work with the country in question to understand the cause and whether it is related to active recruitment.

The informal and formal escalation stages of investigation followed when it transpires that recruitment activity contravenes the code of practice is set out at annex C.

The list replaces the list of developing countries that should not be actively recruited from referred to in the previous code of practice.

Red, amber and green grading of countries

Whether active recruitment is permitted from a country is determined by it's red, amber or green ( RAG) grading as follows:

Red

No active recruitment permitted. Red countries are listed in annex A

Amber

Managed recruitment permitted and undertaken strictly in compliance with the terms of the government-to-government agreement approved by the Cross Whitehall International Recruitment for Health Steering Group. Active recruitment outside of the government-to-government agreement is not permitted. Amber countries are listed in annex A.

Green

Active recruitment permitted. In some countries, particularly middle income, this may be through a government-to-government agreement to set parameters for how UK employers, contracting bodies and agencies recruit. Green countries that have a government-to-government agreement in place for international health and social care workforce recruitment, are listed separately in annex B.

Criteria for determining red countries

The Health Workforce Support and Safeguard list comprise 47 countries. The countries listed have a UHC service coverage index that is lower than 50 and a density of doctors, nurses and midwives that is below the global median (48.6 per 10,000 population).

Review of the list

The Health Workforce Support and Safeguard list will be updated alongside scheduled progress reports on WHO Global Code implementation and reported to the World Health Assembly every 3 years.

Changes in a country's RAG grading

Red to amber

A red country on the list can become amber if a government-to-government partnership agreement is put in place to allow recruitment of health and social care personnel only on the terms of the agreement.

The government of any red graded country may approach DHSC, Health Education England ( HEE) or a system partner with a proposal for a workforce partnership. Proposals can also come from any relevant organisation, but should be agreed with the country concerned, via the FCDO. The proposal will be put to the Cross Whitehall International Recruitment for Health Steering Group. If agreed, the proposal will be put through a 3-stage approval process covering scoping, planning and implementation.

If the agreement is approved and implemented, the country will be listed as amber and managed recruitment of health and social care personnel is undertaken strictly in compliance with the terms of that agreement.

Health workforce development and health systems sustainability

The WHO estimates 18 million more health workers are needed by 2030 in low- and lower-middle income countries to achieve UHC. The WHO Expert Advisory Group (see the WHO Global Code of Practice on the International Recruitment of Health Personnel (A73/9)) urges all WHO member states to mobilise the necessary investments in the education, recruitment and retention of health workers to effectively deliver UHC.

The code of practice sets out both the UK's approach to safeguards against active recruitment from countries with the greatest UHC-related health and care workforce vulnerability, and support for health and social care workforce and health systems. There are different mechanisms through which the UK provides this support in low income and lower middle-income countries.

Government-to-government partnership agreements

A government-to-government partnership agreement is established through a memorandum of understanding ( MoU) signed by the UK government and the partner country's government.

These types of agreements can be useful to countries from which many health and social care workers arrive, including those not on the list, because they enable recruitment of health and care staff in a managed and mutually beneficial way.

Each individual partnership agreement on health workforce will be different and dependent on the partner country's health workforce needs.

Partnerships provide opportunities for collaboration and mutual benefit, whether through direct reimbursement, exchange of skills, knowledge and processes, support in the development of training and education and/or the circular migration (whereby professionals move to the UK for a period of time to work and expand their skills and knowledge that they can apply to the health system of their home country on their return).

An example of this type of government-to-government agreement is provided in case study 9 below.

Agreements should ensure that migration to the UK does not exacerbate any existing domestic workforce shortages in that country, and that work is linked to strategies that support development of the health workforce and strengthen the health system there.

For countries not on the list, there is still value - in particular to middle-income countries - in developing government-to-government agreements to set parameters for how UK agencies recruit. An example of this is the long-standing agreement between the government of the Philippines and the UK, whereby large-scale nurse recruitment takes place, within agreed parameters as set by the government of the Philippines. The UK government will continue to engage proactively with countries that are interested in this approach.

In agreeing these new partnerships, the UK will engage with relevant stakeholders in partner countries, including but not limited to Ministries of Health, professional organisations and civil society. Partnership agreements will refer to the evidence base including a health labour market analysis. The UK will notify WHO of partnership agreements through the WHO global code of practice monitoring processes to support good practice.

Case study 9

UK-Jamaica nursing exchange programme

The UK-Jamaica Nursing Exchange Programme facilitated by HEE through a MoU, supported the Jamaican government's priority to improve the capability and capacity of its nursing workforce.

Registered nurses from Jamaica undertook education and training placements at Leeds Teaching Hospital for 5 months in specialist areas such as emergency medicine and intensive care.

They then returned to Jamaica to utilise and share their new skills, knowledge and experience with their own healthcare system, including the delivery of quality improvement projects under the mentorship of NHS staff.

Health Education England - educating, training and developing the health workforce

HEE works with a number of countries, responding to requests for support on workforce development, creating placements for professional groups, matching NHS workforce need with international training requirements and seeking out new bilateral relationships to strengthen workforce development in the NHS and outside the UK.

Examples of educational programmes which bring doctors and nurses to the UK to work, often with a view to returning to their countries of origin with improved clinical skills are provided in case studies 10 and 11 below.

Case study 10

Thai-UK medical training partnership

The Thai-UK Medical Training partnership will offer bilateral exchanges of healthcare staff. Current agreements are between the UK and Thailand, facilitated by HEE and the Association of Thailand Medical Schools.

Thai doctors will have the opportunity to undertake a 3-year clinical fellowship in an NHS hospital with the option of undertaking a masters level qualification. NHS Public Health trainees will have the opportunity to undertake a one-year research placement, focused on noncommunicable diseases ( NCDs), at prestigious university hospitals in Thailand as part of their training.

Case study 11

Medical Training Initiative

The Medical Training Initiative is a successful programme aiming to improve the skills of the medical workforce in low- and middle- income countries. Funded by HEE and sponsored by the Academy of Medical Royal Colleges, it allows doctors to experience training and development in the NHS for up to 2 years.

Doctors should return to their home countries where service users and colleagues benefit from the skills and experience they have obtained in the UK.

Official Development Assistance for human resources for health

In eligible countries, the UK provides Official Development Assistance (ODA) to defeat poverty, tackle instability and create prosperity in developing countries. The UK is the second largest governmental donor to global health. Our ODA investments in health systems, support low and lower-middle income countries to make progress towards universal health coverage and wider health related sustainable development goals. This includes support for recruiting and retaining skilled healthcare professionals.

Channels of support include bilateral health programmes which directly support national governments or civil society partners with financing or technical collaboration in response to national health workforce challenges. This includes health workforce education and training, curriculum development, continuing professional development, qualification development, national workforce policy and/or strengthening related ministry of health policy and planning functions such as public financial management.

Human resources support is also provided through centrally managed, multi country programmes and through multilateral institutions such as the Global Fund, Gavi, the Vaccine Alliance, Global Financing Facility, World Bank, WHO and other UN agencies.

ODA-funded research programmes build understanding on how to invest in sustainable and resilient health workforces in different settings.

Agency list

NHS Employers organisation updates and maintains a list of recruitment agencies which operate in accordance with the code of practice. Health and social care local employers should only use agencies who are on the code of practice agency list.

Application procedure

Recruitment agencies wishing to apply for inclusion on the code of practice agency list are required to complete an online application form. The application form confirms:

the agency's commitment to fully adhere to the code of practice

the business practice of the agency

a declaration of all associated business activities relating to the commercial recruitment of health and social care personnel

If, after assessment of the application and resolution of any queries, an agency is not successful in being placed on the list, they will be advised of the reason in writing via email. The agency must wait 3 months before it can re-apply and must show that it has changed its business practice to be placed back on the list.

How the list of agencies is monitored

The procedure for monitoring agencies for their adherence to the principles of the code of practice is as follows:

Every other year, NHS Employers writes to all agencies via email (allowing them 2 weeks to respond) asking them to:

check that their contact details are correct

confirm their compliance with the principles of the code of practice

supply 2 referees from health or social care employers or contracting bodies to confirm that they use the agency and that the agency complies with the code of practice

If an agency does not respond to the first letter within 2 weeks, they will receive a second letter asking for the same information and will have a further 2 weeks to respond.

If the agency does not reply to the second letter, a third and final letter will be sent, requesting the same information and they will be given a further 2 weeks to reply.

If NHS Employers does not receive a reply to the final letter by the specified period, this may result in the agency being removed from the list. If removed, an agency will only be allowed to re-apply after a period of three months and will need to demonstrate that they will remain fully compliant with the code of practice and the operating practice.

NHS organisations are encouraged to make a note of this procedure and ensure that their agency complies with it when they receive their initial letter.

Removal from the agency list

A recruitment agency will be removed from the list of agencies if, following a thorough investigation, it is found to be breaching the principles of the code of practice.

Each case will be investigated on an individual basis and further detail on the escalation process for informal and formal investigations can be found in annex C. This process includes an appeals procedure.

NHS Employers logo is protected and commercial recruitment agencies who are successfully placed on the list of agencies that adhere to the code of practice are not permitted to display the logo on their business materials, such as documents, websites or on social media accounts.

Agencies are also reminded that inclusion on the list does not imply that they belong to a group that are either preferred suppliers or recommended by the DHSC or NHS Employers. It also does not guarantee they will be engaged by health or social care organisations to recruit on their behalf.

Annex A: WHO list - red and amber countries

Countries on the list are graded red which means no active recruitment is permitted from these countries. If a government-to-government agreement is put in place with a red country, then the grading of that country is changed to amber and recruitment can happen on the terms of the agreement.

The list will be updated alongside scheduled progress reports on WHO Global Code implementation to the World Health Assembly every 3 years.

However red countries may become amber countries as government-to-government agreements are signed. It is recommended employers, contracting bodies and recruitment agencies regularly check the list for updates.

Green countries, which have signed government-to-government agreements in place for international health and social care workforce recruitment, are listed separately in annex B.

Red and amber countries

Red countries - active recruitment is not permitted

Amber countries - international recruitment is only permitted in compliance with the terms of the government-to-government agreement

None at time of publication.

Annex B: green countries

Active recruitment is permitted from green countries. Green countries are any country not included on the WHO Health Workforce Support and Safeguard List, 2020 at annex A.

The green country list below includes countries which have a government-to-government agreement in place for international health and care workforce recruitment. Green graded countries without agovernment-to-government agreement are not published.

The government-to-government agreement may set parameters for how UK employers, contracting bodies and agencies recruit. Health and social care employers and recruitment agencies are encouraged to recruit on the terms of the government-to-government agreement.

The green country list will be updated on a regular basis, as new government-to-government agreements are signed. It is recommended employers, contracting bodies and recruitment agencies regularly check the list for updates and prior to embarking on any recruitment campaign.

Green countries with a government-to-government agreement for international health and care workforce recruitment in place to manage recruitment are:

Annex C: process for code of practice contraveners

This section describes the informal and formal escalation stages of investigation when NHS Employers becomes aware of recruitment activity that contravenes the code of practice.

Informal stage

NHS Employers receives information about an agency, either through random checks or another manner, that indicates a potential breach of the code of practice.

NHS Employers carries out desktop research and other checks (for example a check of Companies House and the agency website) to determine whether there is any evidence to pursue with the agency.

If appropriate, the agency is contacted via email to clarify their business activities and is given 10 days to respond.

The agency response is considered and depending on the response, the informal case is either closed or a formal investigation begins.

Formal stage

Where a formal investigation is required, any relevant information including media articles, social media activity, promotional or website material from the party under investigation in relation to alleged wrongdoing or contact from an employer, framework provider, trade union representative or other stakeholder should be collated and saved securely and in accordance with any relevant data protection laws to aid future investigations.

This information will be shared with the agency.

The above information is outlined in a formal letter.

The formal signed letter should be addressed to the most senior person listed on the agency details as provided to NHS Employers and sent to the agency or organisation no later than 10 working days following the end of the informal process.

This step in the process is to understand the facts surrounding the alleged breach, outline the initial findings from the informal stage and collate potential evidence in relation to the agency or organisation concerned.

The agency will have 10 working days to formally respond. If there are mitigating circumstances or the need for the agency to investigate practices internally, NHS Employers may consider an extension to the 10-day response time frame.

The reply from the agency and any supporting evidence will be reviewed and considered against the guiding principles and best practice benchmarks of the code of practice.

NHS Employers may consider whether the agency has taken the opportunity to correct their behaviour and if the formal procedure needs to continue.

If NHS Employers is satisfied behaviour has been corrected, NHS Employers closes the case and responds to the agency within 10 working days.

If behaviours have not been rectified, NHS Employers contacts any known organisations whom the agency has worked with to help establish any other areas of non-compliance with the code of practice.

NHS Employers formally writes to the agency to outline next steps, as below, within 10 working days.

An NHS Employers panel is convened, and a date is set for the panel to meet.

The panel receives relevant documentation one week before the panel meeting.

The panel meets and decides on whether there is any further information required and can at this stage request to meet with the agency.

The panel then decides any appropriate sanctions, which may include a decision to remove the agency from the agencies list or allow it to remain with closer monitoring and/or appropriate corrective action undertaken by the agency.

NHS Employers formally writes to the agency outlining the outcome of the panel within 10 days of the panel meeting.

If the agency is found to be in breach of the code of practice, they will be notified of removal from the list.

If the panel is unable to prove the recruitment activity contravenes the code of practice, the agency will be advised that they will remain on the list of agencies however will be subject to monthly spot checks for one year.

NHS Employers are able to inform framework providers, NHSE/I, NHS organisations, the devolved administrations and/or the Independent Health Providers Network of the breach and final decision, once either the appeal has concluded and a full removal remains the final decision or the timeframe for an appeal has elapsed.

At this stage, the agency can appeal to NHS Employers by providing any further relevant information for consideration.

If the agency appeal is upheld, the agency will be placed back on the list and all relevant bodies informed.

Generally, a 6-month waiting period comes into effect before the agency or employing organisation can apply to be placed back on the list.

It is at the discretion of NHS Employers on whether this waiting period should be extended, or any applications should be immediately refused in future.

This will consider repeated breaches, the measures put in place to prevent future breaches and the agency or organisation's co-operation in any investigations.

To re-apply, an agency will need to provide evidence that it has changed its business practice.

The agency will either be accepted or declined.

If declined, the agency will need to wait an additional six months before re-applying.

Appeal procedure

Recruitment agencies that are removed from the code of practice list can lodge an appeal against the decision to NHS Employers. All appeals must be made in writing and the agency must set out the grounds for their appeal, with any written evidence to support their case.

The purpose of the appeal procedure is to review the process and reason for the decision to remove an agency from the list when the agency believes the process was improperly administered or the decision was unjustified.

In most circumstances, the agency would have been involved in the investigation about their removal from the list, for example, when NHS Employers needs to clarify details of events or the agency's operating procedures.

Agencies are always given the opportunity to comment on the information and provide an explanation of their activity.

Action by appeals panel

If an agency appeals against removal from the list, a formal appeals panel will meet to consider the appeal. The panel includes:

a senior manager from NHS Employers who has not been involved in the original investigation and decision

a member of the NHS Employers Policy Board

a representative from DHSC

a representative from the appropriate devolved administration in the case of appeals by agencies in that country

The appeals process should be completed within 6 weeks of receiving the written appeal unless there are circumstances that warrant an extension. In these circumstances, the appeals panel should inform the organisation in writing of the reasons, and where possible, the timescale of the delay.

The panel members will consider the appeal submission and any evidence together with the original papers supplied by the NHS Employers' investigation team.

Panel members can ask for additional information or clarification from either the agency or the NHS Employers' investigation team.

Panel members do not have to consider the appeal together in a formal face-to-face meeting but should meet if requested by one of the panel members.

Consideration should be given to the following:

whether the primary investigators clearly demonstrated that a breach or breaches of the code of practice has taken place - the evidence should support this - and the decision to remove the agency from the list is proportionate

whether there is any possibility that the information on which the original decision was based is incorrect

whether the organisation has been given an opportunity to respond and provide an explanation of their actions

whether the organisation disproved the evidence or raised serious doubt about its validity

whether the process has been handled appropriately by NHS Employers.

The panel will make a majority decision whether to uphold or reject the appeal. It may also make other specific recommendations. When the review is completed, the agency will be notified of the outcome in writing by NHS Employers within 10 working days.

If the appeal is upheld, the sanction will be removed or adjusted to the appeals panel decision and relevant stakeholders will be notified of any sanction applied.

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Code of practice for the international recruitment of health and social care personnel in England

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We are pleased to introduce the revised code of practice for health and social care organisations in England, that are recruiting personnel internationally. Internationally trained staff have been part of the National Health Service (NHS) since its inception in 1948 and continue to play a vital role.

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In this question consider 3 perspectives for each example:
1- nature of work/future of work
2- employment
3- People practices/HR

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For many people the COVID-19 pandemic brought home the importance of their local area and the value of high-quality local services. As leaders of place councils recognise this and, throughout this period, have delivered at speed, working in partnership with national government to support communities.

At the same time local leaders have been concerned that particular groups and communities have been disproportionately affected by the health, social and economic impacts of the pandemic and will require more help to recover, with some individuals needing support where they did not prior to COVID-19. For others, the issues they faced pre-pandemic, such as access to fast broadband or housing that is right for them and their families, have been amplified.

These inequalities exemplify the challenges councils believe that the Government must address through levelling up. Together we must raise living standards, reduce health inequalities, spread opportunity, improve our public services, and restore people's sense of pride in their community. With appropriate resourcing, funding and empowerment, councils are well placed to have a leading role delivering this agenda.

What does the Levelling Up White Paper mean for local government?

On 2 February, The Secretary of State for Levelling Up, Housing and Communities, Michael Gove MP, unveiled the Government's long-awaited Levelling Up White Paper. We have created a briefing which summarises key announcements from the White Paper and what they mean in practice for local government.

Our response to the Levelling Up White Paper

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The Levelling Up White Paper presents an opportunity to reset the relationship between central and local government and put councils at the heart of delivering the Government's ambitious programme to improve opportunities and outcomes in all parts of the country.

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Key facts you should know about the apprenticeship levy

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The apprenticeship levy is celebrating its two year anniversary. Here’s what you should know.

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https://www.youtube.com/watch?v=72KTxBcdv6c

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Analysis of the effect changes to post-16 qualifications at level 3 will have on specific protected groups of people.

Applies to England

Documents

Details

This impact assessment accompanies the government response to the second stage consultation on a review of post-16 qualifications at level 3 in England. This document has 3 purposes:

1. To outline changes to our assessment of the qualifications we expect to be eligible for public funding in future.

2. To provide an up-to-date assessment of the likely impact of the proposals of the review, as detailed in the government response.

3. To address responses to the equalities questions within the second stage consultation.

The impact assessment considers the following protected characteristics, identified in the Equality Act 2010:

age

disability

gender reassignment

pregnancy and maternity

race (including ethnicity)

religion or belief

sex

sexual orientation

We discovered the 'Review of post-16 qualifications at level 3 in England: impact assessment' was based on an incorrect cohort of 16 to 19 year olds. The 'Revised review of post-16 qualifications at level 3 in England: impact assessment' is an updated version with corrected figures. This does not change the conclusions drawn. The original impact assessment is available through the National Archives.

Read about the consultation on post-16 qualifications at level 3.

Thank you for your feedback

Report a problem with this page

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Review of post-16 qualifications at level 3 in England: impact assessment

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Employers will be given more say in what skills and training colleges provide as part of wide-ranging changes to post-16 education proposed by the government today.

A white paper published by the Department for Education (DfE) outlined plans to allow business groups work alongside colleges to "develop tailored skills plans to meet local training needs".

As well as pledging £65m of funding to create College Business Centres to facilitate collaboration, under the proposals employers will be given a "central role" in designing nearly all technical courses by 2030.

Through the proposals in the white paper, the government hopes to move the focus of post-16 education away from universities towards further education and technical qualifications. The plan aims to "ensure that the education and training people receive is directly linked to the skills needed for real jobs", the government said.

Gavin Williamson, the education secretary, said: "These reforms are at the heart of our plans to build back better, ensuring all technical education and training is based on what employers want and need, whilst providing individuals with the training they need to get a well-paid and secure job, no matter where they live, and in the sectors that are critical to our future economic success."

The proposals were welcomed by the CIPD, but it cautioned that many businesses would need additional support identifying their own skills needs and engaging with the education sector.
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Peter Cheese, chief executive of the CIPD, said that putting employers at the heart of the UK's further education system was a "significant step forward" that would help close the growing skills gaps many organisations face. "This is a key part of the solution to tackling the UK's skills development and productivity deficit and equipping people for changes to the world of work driven by increased use of AI and automation," he said.

But, Cheese added: "Many organisations, particularly smaller firms, will need support and help as well, for example in how they best engage with the new College Business Centres. Many struggle to clearly identify their organisation's own skills deficits and development needs.

"Access to specialist HR and people development expertise will be needed if they are to engage meaningfully with colleges and also ensure that people's skills are used effectively in the workplace so investment in training is not wasted," Cheese said.

Stephen Isherwood, chief executive of the Institute of Student Employers, also welcomed the white paper, but called on the government to ensure it was "fully funded and supported".

"So far government rhetoric on vocational education and apprenticeship has been accompanied by bureaucracy and too many policy changes. This has resulted in a decline in apprenticeship numbers, rather than an increase," said Isherwood. "It is essential that changes to the system are gradual and done with careful employer consultation."

In the white paper, the government added more detail to its plans to create a 'lifetime skills guarantee', including the already announced plans to give all adults without A-levels or equivalent the opportunity to train for one, and plans to provide flexible student finance to allow adults to retrain "throughout their lives".

Sharron Pamplin, partner for human resources at Deloitte, said strengthening the role and voice of businesses in the post-16 education system would ensure people develop the skills matched to the needs of employers. "This will open up a broad range of opportunities for people to access exciting and rewarding careers and support the companies and sectors that will help drive future UK economic growth.

"The measures announced today will also support the training and life-long learning we see as critical to the future of work. They will enable the UK workforce to remain agile to the ever changing skills requirements of employers in the future," she said.

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Employers to have more say over further education under government proposals

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Employers will be given more say in what skills and training colleges provide as part of wide-ranging changes to post-16 education proposed by the government today. A white paper published by the Department for Education (DfE) outlined plans to allow business groups work alongside colleges to "develop tailored skills plans to meet local training needs".

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The Restart Scheme will give Universal Credit claimants who have been out of work for at least 9 months enhanced support to find jobs in their local area.

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The Kickstart Scheme provides funding to employers to create jobs for 16 to 24 year olds on Universal Credit.

The Kickstart Scheme provides funding to create new jobs for 16 to 24 year olds on Universal Credit who are at risk of long term unemployment.

Guidance about the Kickstart Scheme closure

Employer guidance

Kickstart gateway guidance

Terms and conditions

Employer resources

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An overview of the National Skills Fund investments, which aim to help adults to gain the skills they need to improve their job prospects and support the economy.

Details

This information is for FE colleges and training providers who are interested in providing free level 3 qualifications for adults or Skills Bootcamps.

Information is also available for:

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Impact of academies on educational outcomes

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Impact of academies on educational outcomes

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The impact of academies on educational outcomes - The Education Policy Institute

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The Education Policy Institute (EPI) has published a paper examining the impact of academies on educational outcomes. The comprehensive report brings together EPI’s own analysis, along with research undertaken by the London School of Economics. You can download the report…Read more The impact of ac…

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Are you leaving school this year?

There are usually two types of school leavers:

1. "I can't wait to leave school!"

2. "Why do we have to leave school?"

Whether you love it or hate it (or just think that you do) there comes a time when everyone has to leave their school. What's interesting, is how this time has changed over the years in England to make our school leaving age what it is today.

The infographic below illustrates how the school leaving age has changed, since the first compulsory school leaving age up to today.

School leaving age infographic:

Your choices when leaving school in 2018

Today, students must continue education or training until the age of 18. However, students have a choice of whether to stay in full-time education or to choose a more vocational route, such as an apprenticeship.

If you're a student due to leave school this year and are considering what to do next - be it university, training, going into employment or several other options, our guide on options for college leavers in 2018 may help.

Infographic text:

1880 - The Elementary Education Act made it compulsory for children to attend school between the ages of 5 and 10.

1893 - The act became the 'Elementary Education (School Attendance) Act 1893 and brought with it an increase in school leaving age to 11.

1899 - The compulsory school leaving age was raised to 12.

1918 - The mandatory age for children to be in full-time education was raised to14.

1944 - The compulsory school leaving age was raised again, to 15.

1972 - 1972's Education Act raised the school leaving age to 16. This was also the year that the Education (Work Experience) Act was created, allowing students to use their final year for work experience.

2013 - The school leaving age was raised to 17 in 2013.

2015 - Most recently, the compulsory school leaving age was raised to 18 in 2015.

Today - students have to stay in education until age 18, but this is not limited to staying at school. After the age of 16, students can choose different education paths such as to go to college or to start a workplace apprenticeship.

Sources:

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2018: England's History of the School Leaving Age Infographic

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Whether you love it or hate it (or just think that you do) there comes a time when everyone has to leave their school. What's interesting, is how this time has changed over the years in England to make our school leaving age what it is today.

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Preparing for IELTS OET and OSCE exams| RCN Immigration Advice Service | Royal College of Nursing

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Advice and resources to help prepare for IELTS, OET and OSCE exams, for overseas qualified nurses who want to register with the NMC.

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There are many reasons to - for me I should say - to come here to Exeter College - the outstanding Further Education College in Devon.

You have a total of 462 courses - some which I tried this morning - from particle physics to cake decorating.

And you offer your students an extraordinary chance to skill themselves in everything from football coaching to specialist Devon cookery, industrial robotics, heavy vehicle manufacture and design.

And I am thrilled that you offer philosophy, and languages, and even classical civilisation - but this is the home of the practical, the hands-on, disciplines that are not only academically and intellectually challenging but which are also of immediate practical usefulness and relevance to the world we live in.

And I don't just mean useful for individual jobs and livelihoods.

All of us in this country need you to have those practical skills - we need those practical skills collectively, as a society and as an economy - more than ever.

And so today I want to set out how this government will offer a Lifetime Skills Guarantee to help people train and retrain- at any stage in their lives - and enable us not just to come through this crisis, but to come back stronger, and build back better.

Our economy has been shaken by COVID, and in the hand-to-mouth scrabblings of the pandemic the shortcomings of our labour market - and our educational system - have been painfully apparent.

In the last few months I have been touring labs where people, many of them young, are working flat out on testing samples - testing for the disease, testing for the efficacy of potential vaccines, testing the tests.

And it is hard work. It requires endless patience, and good hand-eye coordination.

It also requires an excellent grounding in lab techniques and in the science - and every time I have been fascinated to find that a sizeable proportion of the technicians are from overseas.

And though I welcome that, because it is one of the glories of our education system that it attracts so many people from around the world, we have to face the fact - that at this moment when we need them so much, there is a shortage of UK-trained lab technicians, just as there is a shortage of so many crucial skills.

We are short of skilled construction workers, and skilled mechanics, and skilled engineers, and we are short of hundreds of thousands of IT experts.

And it is not as though the market does not require these skills. The market will pay richly.

The problem is one of supply - and somehow our post-18 educational system is not working in such a way as to endow people with those skills.

And look I don't for a second want to blame our universities. I love our universities, and it is one of this country's great achievements massively to have expanded higher education.

But we also need to recognise that a significant and growing minority of young people leave university and work in a non-graduate job, and end up wondering whether they did the right thing.

Was it sensible to rack up that debt on that degree? Were they ever given the choice to look at the more practical options, the courses - just as stimulating - that lead more directly to well-paid jobs?

We seem on the one hand to have too few of the right skills for the jobs our economy creates, and on the other hand too many graduates with degrees which don't get them the jobs that they want.

And the truth is we're not giving anywhere near enough of the right kind of training or support to the fifty per cent of young people who don't want to go to university, and so we're depriving them of the chance to find their vocation and develop a fulfilling, well-paid career.

And so the result is business isn't happy; the economy is under-productive; and many working adults are stuck in jobs without much future when they are hungry for new opportunities.

So it is time for change, and for radical change.

Let us begin by admitting that part of the problem is that not every FE college is as superb as Exeter College.

We need to invest in skills, and we need to invest in FE.

That is why we are putting £1.5 billion into upgrading and improving colleges across the country, fixing the leaky ceilings, bringing forward £200 million this year.

The facilities here are awesome. I tried them myself this morning. And improving all FE is part of our levelling up agenda to ensure that the same quality applies everywhere.

And as everybody knows, you can't acquire skills in the classroom alone. You need to learn on the job, to build up the muscle memory and not just the theoretical understanding.

So I can announce today that we will be expanding apprenticeships, reforming the system so that unspent funds can be used more easily to support apprenticeships not just in big companies, but in the SMEs where there is so much potential for job creation.

And we want many more of these apprenticeships to be portable - so you can take them from company to company.

Suppose you are in a small start-up making videos for Youtube, and the project ends - so you've got to move to another such small company. Under our plans, you will be able to take that apprenticeship to your new employer and it won't die with the end of the contract.

But if we are going to reform our post-18 education, we must go much further. We've got to end the pointless, nonsensical gulf that has been fixed for generations - more than 100 years - between the so-called academic and the so-called practical varieties of education.

It's absurd to talk about skills in this limited way. Everything is ultimately a skill - a way of doing something faster, better, more efficiently, more accurately, more confidently, whether it is carving, or painting, or brick laying, or writing, or drawing, or mathematics, Greek philosophy; every single study can be improved not just by practice but by teaching.

So now is the time to end this bogus distinction between FE and HE.

We are going to change the funding model so that it is just as easy to get a student loan to do a year of electrical engineering at an FE college - or do two years of electrical engineering - as it is to get a loan to do a three year degree in Politics, Philosophy and Economics.

The Augar review highlighted the complexity of the funding system, the bias that propels young people into universities and away from technical education. It is time to end that bias.

We will give FE colleges access to the main student finance system, so that they are better able to compete with universities; not for every FE course, but for a specific list of valuable and mainly technical courses to be agreed with employers.

And in the coming years, as part of our Lifetime Skills Guarantee, we will move to a system where every student will have a flexible lifelong loan entitlement to four years of post-18 education - and suddenly, with that four year entitlement, and with the same funding mechanism, you bring universities and FE closer together; you level up between them, and a new vista of choice opens up.

I want every student with the aptitude and the desire to go to university to get the support they need, but I also want all young people to be given a real choice in life, and not to feel there is only one route to success.

At the moment many young people feel they have to go for the degree option. They feel they have only one chance to study, and to borrow. They might as well go for the maximum, and get a degree.

Under our plans you could go for a one-year technical qualification and launch yourself at life - or you could do that, and then go to university later on. You have the choice.

And it will be easier for older people to borrow to do courses locally - and to study and train part-time - to acquire the skills that can transform their lives.

And of course we need this nimbleness now, this flexibility to acquire new skills, because COVID has massively accelerated changes that were already happening in the UK economy, whether in retail or in restaurant chains.

And while the government is building on our furlough scheme,

And we're devising ever more imaginative ways to safeguard jobs and livelihoods, including the Winter Economy Plan, which Rishi Sunak the Chancellor announced last week,

Alas as Rishi said, we cannot save every job.

But what we can do is give everybody, give people the skills to find and create new and better jobs.

Of the workforce in 2030, ten years from now, the vast majority are already in jobs right now. But a huge number of them are going to have to change jobs - to change skills - and at the moment, if you're over 23, the state provides virtually no free training to help you.

In fact we have seen a haemorrhage, in the last 20 years, in adult education - a million fewer than there were.

We are going to change that right now. We are expanding the digital boot camps - where you can learn IT, whatever your age, replicating our highly successful training camps in Manchester and Birmingham in four more locations.

Above all, from next April, we will introduce a new funding promise. As part of our Lifetime Skills Guarantee, we will now fund technical courses for adults equivalent to A level, all of which teach skills that are highly in demand.

They'll give anyone who left school without an A-Level, or equivalent, the qualifications they need when they need them, when they need them, helping people to change jobs and find work in the burgeoning new sectors that this country is creating.

So suppose you work in retail or hospitality, and you think you are going to need to find a new job. And before COVID people were already shopping more online, and already sending out for food. But the crisis has compressed that revolution.

So let's imagine that you are 30 years old, and you left school without A levels, and you are thinking you could find a job - you were in retail or hospitality - you could find a job in the wind farm sector in the north east, or in space technology in Newquay, or in construction here in Exeter, or retrofitting homes so as to reduce carbon.

You might see a job for yourself on one of the vast engineering and infrastructure projects that this government is leading: a surveyor or a rail technician. You might want to work in adult care. Crucial sector for our country.

You have a huge range of options - in theory - but you need that technical knowhow, you need that A-level equivalent qualification; and we will fund it. We will give you the skills you need.

The British economy is in the process of huge and rapid change, driven by the internet and the possibilities of remote communication.

But as old types of employment fall away, new opportunities are opening up with dizzying speed - vast new sectors in which this country already leads or can lead the world.

And over the last few centuries there is no other country that has shown the same adaptability, the same ingenuity in matching the demands of new technology.

But for the last few decades, alas, we have been hamstrung as a country

by a lack of investment in infrastructure, in science,

by our antiquated planning system

and by our failures in technical education.

And this Government is putting that right

We're making unprecedented investments in infrastructure - and doubling the investment in science and technology from £11 billion to £22 billion a year by 2024.

We're changing the planning rules so that it's easier to provide homes for young families and for businesses to grow and invest.

And we're transforming the foundations of the skills system so everyone has the chance to train and retrain.

And this combination of reforms will tackle the fundamental problems in our economy of productivity and growth

helping the country to invent new industries and contribute to humanity's great challenges, from fighting pandemics to achieving net zero carbon emissions.

Above all, it will make this country, our United Kingdom richer and it will make our country fairer.

So my message today is that at every stage in your life, this government will help you get the skills you need.

Through our Lifetime Skills Guarantee,

we'll upgrade Further Education colleges across the country with huge capital investment;

we'll expand apprenticeships, making it easier to get a high quality apprenticeship, and connect them better to local employers who know where the jobs of the future are going to emerge;

we'll fund free technical courses for adults equivalent to A level, and extend our digital boot camps;

we'll expand and transform the funding system so it's as easy to get a loan for a higher technical course as for a university degree, and we'll enable FE colleges to access funding on the same terms as our most famous universities;

and we'll give everyone a flexible lifelong loan entitlement to four years of post-18 education - so adults will be able to retrain with high level technical courses, instead of being trapped in unemployment.

And this long-term plan - learning from what has worked around the world - will finally enable our amazing country to close the gap with other countries that in this one respect have had - or thought they had - the edge on us when it comes to skills and technical education. They thought they had the edge on us for 100 years. Well we have the talent. We have the potential. All we need to do is give people the chance.

And yes we face a once a century pandemic but now is the time to fix a problem that has plagued this country for decades.

Now is the time to end the pointless, snooty, and frankly vacuous distinction between the practical and the academic.

And now is the time to give everybody - with this Lifetime Skills Guarantee - give people of all ages the means and the confidence to switch and get the skills they need.

And now is the time for all of us to begin to build back better.

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There are many reasons to - for me I should say - to come here to Exeter College - the outstanding Further Education College in Devon. You have a total of 462 courses - some which I tried this morning - from particle physics to cake decorating.

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Lifelong loan entitlement (under consultation)

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Lifelong loan entitlement (under consultation)

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Applies to England

We are analysing your feedback

Visit this page again soon to download the outcome to this public feedback.

Summary

Seeking views on a lifelong loan entitlement for use on modular or full-time study at higher technical and degree levels, in higher and further education providers.

This consultation was held on another website.

This consultation ran from

Consultation description

We'd like your views on the introduction of the lifelong loan entitlement as announced by the Prime Minister in his skills speech in September 2020.

From 2025, the lifelong loan entitlement will provide individuals with a loan entitlement to the equivalent of 4 years of post-18 education to use over their lifetime. It will be available for both modular and full-time study at higher technical and degree levels (levels 4 to 6), regardless of whether they are provided in colleges or universities.

We're seeking views on our ambition, objectives and coverage, together with aspects such as:

modularity

maintenance

quality provision

flexible learning

credit transfer

restrictions based on previous study

Read the Lifelong loan entitlement economic impact assessment.

Documents

Ref: ISBN 978-1-5286-3200-3, CP 618 PDF, 866 KB, 60 pages

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Why transfer my apprenticeship levy funds?

Large employers that pay the apprenticeship levy can choose to transfer up to 25% of their levy funds each year to other businesses, to pay for their apprenticeship training and assessment.

Transferring levy funds is a way of supporting other businesses by deciding which sectors, skills or local areas you'd like to fund.

For example, you could support the engineering sector across England, or fund digital apprenticeships in your local area, or support any apprenticeships in a particular town or city.

Which businesses and apprenticeships you support with a transfer is your choice.

Your transfer allowance

Your transfer allowance is calculated as 25% of your previous financial year's apprenticeship levy funds. The apprenticeship service calculates this amount as 25% of:

the total amount of levy you declared in the previous tax year

with the English percentage applied (the percentage of your employees that live in England)

plus the top-up payment of 10% from the government

You cannot transfer more than your 25% allowance in each financial year.

Who can I transfer my apprenticeship levy to?

It is your choice which businesses you transfer levy funds to. Any business can receive a transfer of levy funds, including businesses that pay the apprenticeship levy and those that do not.

All businesses will need an apprenticeship service account to receive a transfer of levy funds. Businesses that pay the apprenticeship levy can choose to either send or receive a transfer of levy funds, but cannot send and receive a levy transfer at the same time.

What can levy transfers pay for?

Transferred funds can only be used to pay for apprenticeship training and assessment up to the funding band maximum.

Transfers can only be used for a new apprentice start. This doesn't mean the apprentice has to be a new employee. It means you cannot receive transfer funding for an employee who has already started their apprenticeship.

The exception to this is when an apprentice changes employer. The apprentice can continue their apprenticeship with a new employer, funded by a transfer of levy funds.

What is my level of commitment when I transfer levy funds?

Committing funding over multiple years

A transfer of levy funds is not a one-off payment. By agreeing to transfer levy funds to another business, you are committing to pay for a specific apprenticeship over the course of its duration until the apprenticeship has been completed.

As all apprenticeships are a minimum of 12 months and they may start at any point in the year, you'll be agreeing to transfer funds over multiple financial years.

When agreeing to make a levy transfer, you should think about the amount of levy funds you expect to have available in your account over the course of future financial years.

You cannot send and receive transfer funds at the same time.

You should also consider that by agreeing to support an apprenticeship over multiple years by making a transfer of funds, you will not be able to receive a transfer during that time.

For example, if you agree to support an apprenticeship that is 36 months long with a transfer, you will not be able to receive a transfer during that time.

Making payments on a monthly basis

The levy funds for a transfer will leave your apprenticeship service account on a monthly basis. The funds for your transfer commitments will be prioritised over payments for your own apprentices, so will leave your account first each month.

The duration of an apprenticeship may vary from the estimated number of months advised by the training provider at the start of training and could include breaks in learning, for example if the apprentice needs to go on extended leave.

Delays in start dates or breaks in learning will affect the spending profile of the monthly payments leaving your account.

What am I responsible for when I transfer levy funds?

When you transfer levy funds, you are only responsible for paying for the cost of apprenticeship training and assessment until completion.

You are not liable for any other aspect of the apprenticeship such as the apprentice's wages or their employment. This is the responsibility of the business receiving the transfer funding.

The business receiving the transfer of funds is bound by the apprenticeship funding rules for how they use the transfer funds and how they employ their apprentice.

How can I transfer levy funds?

If you pay the apprenticeship levy you can transfer your levy funds using your apprenticeship service account.

There are 2 ways of making a transfer:

1. Pledge and transfer your levy funds so other businesses can apply to you for funding

2. Make a transfer to a business you know by inviting them to make a connection

How to pledge and transfer levy funds

You can pledge and transfer levy funds from within your apprenticeship service account by selecting 'Your transfers' then 'Create a transfer pledge'.

For each pledge you create, you must specify a maximum amount of money available for that financial year.

You can then choose from 4 optional criteria to reflect your priorities for transferring your levy funding:

location

sector

type of job role

apprenticeship qualification level

Each pledge is shown on a public website so that any business can apply to you for levy transfer funding.

Your pledge will show your organisation's name or you can choose to be anonymous. If you choose to be anonymous, your organisation's name will only be shared with the business receiving the funds before they accept your offer of funding.

After making a pledge, you'll be able to:

view applications

see contact details if you'd like to contact the applicant for more information

approve or reject applications

You could choose to work with a partner organisation to promote your pledge opportunities, such as a skills or trade body or a local or combined authority.

How to make a transfer to a business I know

You can transfer levy funds to a business you know if you have their apprenticeship service account ID.

In your apprenticeship service account, select 'Finance' then 'manage transfer connections'.

Enter the other business's apprenticeship service account ID then wait for them to accept the transfer connection. Then agree the apprenticeship training details and cost when they've been added to the service by the business receiving a transfer.

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Transferring your apprenticeship levy to another business

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Large employers that pay the apprenticeship levy can choose to transfer up to 25% of their levy funds each year to other businesses, to pay for their apprenticeship training and assessment. Transferring levy funds is a way of supporting other businesses by deciding which sectors, skills or local areas you'd like to fund.

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Addressing employer underinvestment in training | CIPD Report

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The CIPD makes a case for reforming the apprenticeship levy and increasing investment in workplace skills and training.

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Preparing young people for the world of work is key to long-term productivity and competitiveness. As well as being critical for the UK's economic future, recruiting and developing young people benefits organisations now, through improving workforce diversity, bringing in new ideas and skills, and helping to build talent pipelines.

Supporting young people to find jobs and fulfilling careers is a collective responsibility, requiring action from a range of organisations, from policy-makers and educators to businesses themselves.

This report, based on a survey of over 2,000 people aged 18 to 30:

provides an insight into the needs of young people, both in education and as they start out in their careers

shows employers how to help young people understand their employment options, how to obtain the skills they need to enter the workplace and how to provide advice to ensure career aspirations are met.

Download the report:

For analysis of the experiences and expectations of young Scots (based on the Scottish sub-sample of the same data), download the supplement:

Key findings of the UK report

The qualifications young people held are seen as more necessary to get jobs, than do jobs

Over half of those who attended university would have considered an apprenticeship as an alternative route, but only 1% said they received help at school to apply for one

Only a fifth of young people rated the careers guidance given at school or college as high quality and said that not enough time was spent helping them understand career pathways or options

Only half of young people surveyed received a face-to-face careers guidance interview at school

Whilst most young people took part in work experience at school or college, over a quarter rated it as low quality

Paid work during education is seen as beneficial for developing employability skills

Only just over half of people surveyed are satisfied with their main job, with the lowest rates of satisfaction being in wholesale and retail and the highest being in education and healthcare

Those that said their career progression had failed to meet their expectations reported poor quality line management and lack of effective training programmes as the main factors holding them back

Over two-fifths of young people believe the pandemic has harmed their long-term career prospects.

Key recommendations

Through its One Million Chances campaign, the CIPD is calling for:

The Government to increase funding for careers advice, so that every young person is guaranteed at least one face-to-face interview with a qualified career guidance professional by the age of 16

Careers advice in schools and colleges to give equal focus to vocational and academic routes into employment

Employers to collaborate with local schools and colleges to ensure young people understand and are equipped with the skills that businesses need, so they are ready to join the workforce when they leave education

More senior professionals from all sectors to volunteer for the Enterprise Advisers programme in England, run by The Careers & Enterprise Company. It matches individuals with a school to help them develop a careers advice strategy and connect them with local employers.

CIPD Viewpoints

Explore the CIPD's point of view on apprenticeships and investment in training, including recommendations for both Government and employers

Read more

Plan your online work experience programme to support young people with their school-to-work transition through the pandemic

Read more

Topic pages

Learn about the business case for employing young people and managing future talent

Read more

Top

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Preparing young people for the world of work is key to long-term productivity and competitiveness. As well as being critical for the UK's economic future, recruiting and developing young people benefits organisations now, through improving workforce diversity, bringing in new ideas and skills, and helping to build talent pipelines.

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Equivalent to 3 A levels

T Levels are an alternative to A levels, apprenticeships and other 16 to 19 courses. Equivalent in size to 3 A levels, a T Level focuses on vocational skills and can help students into skilled employment, higher study or apprenticeships.

A 45-day Industry Placement

Each T Level includes an in-depth industry placement that lasts at least 45 days. Students get valuable experience in the workplace; employers get early sight of the new talent in their industry.

80% Classroom, 20% Work

T Level students spend 80% of the course in their learning environment, gaining the skills that employers need. The other 20% is a meaningful industry placement, where they put these skills into action.

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Lord Sandy Leitch was tasked by the UK government in 2004 to review the UK's long‐term skills needs. The final Leitch Report, Prosperity for All in the Global Economy: World Class Skills, was published by Her Majesty's Stationery Office for Her Majesty's Treasury in December 2006. Apart from its aim to advise on ways to restore the UK's position as a major leader in the skills needed to compete globally, the Report also presents suggestions for strategies designed to help increase productivity and employment rates in the UK, with the effect of reducing poverty and inequality. The Report recommended that the UK strive to become a global leader in skills by 2020, benchmarked against the most economically developed countries of the Organization for Economic Cooperation and Development. To achieve this, the Report set out a number of 'stretching objectives' which would double education and training attainment levels required by 2020. These include: increasing the achievement of basic skills to 95 per cent of the adult population for functional literacy and numeracy; exceeding 90 per cent of adults vocationally qualified to at least level 2 on the National Qualifications Framework (NQF); shifting the balance from NQF level 2 to level 3 and increasing the number of those on apprenticeship schemes to 500 000 a year; and raising the number of adults who will be qualified to level 4 and above to 40 per cent, with 29 per cent committed to further progression.

http://www.hmtreasury.gov.uk/media/523/43/leitch_finalreport051206.pdf The full text of the Report.

V. C.

Viv Channing,

K. A.

Karl Aubrey

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Lord Sandy Leitch was tasked by the UK government in 2004 to review the UK's long‐term skills needs. The final Leitch Report, Prosperity for All in the Global Economy: World Class Skills, was published by Her Majesty's Stationery Office for Her Majesty's Treasury in December 2006.

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The Government will face fundamental challenges to the UK's continued prosperity. Decisions made today will outlive the next parliament, perhaps more so than at any other time. The impact and trajectory of Brexit remains uncertain, but what is not in doubt is that the UK's prosperity will depend to a significant degree on the details of our evolving relationship with the EU. It will therefore continue to be the economic challenge that attracts most political attention.

However, just as important to the country's economic competitiveness and success will be kick-starting our productivity growth, which has been dismal since the financial crash and has held back real wage growth.

There are of course reasons to be cheerful. Despite cautious whisperings that the labour market may be starting to turn, the UK's employment rate remains near record-high levels. We should not take these gains for granted though, particularly as the prospect of a downturn looks ever more real.

Brexit

In our 2017 manifesto we noted, 'The greater the uncertainty and the longer it persists, the more likely it is that it will adversely impact on investment and growth plans by UK businesses.' This point bears repeating, as it still stands. The IFS have said that the economy is likely to be 2.5-3% smaller than if we had voted to remain, as the negotiating period has imposed costs. The Bank of England attributes the slowdown in the underlying rate of growth in part to Brexit-related uncertainties on business investment, which it estimates to be 6-14% lower than it would have been in the absence of Brexit uncertainties. The costs are borne by us all. Lack of investment hampers productivity, which in turn holds back earnings growth.

Strong employment growth since the referendum may seem at odds with weak business investment, but the two could be linked. To meet demand and fill orders, businesses may be reluctant to invest in expensive and irreversible projects. Instead, they have hired more people. In a flexible labour market like the UK, you reduce headcount as quickly as you can increase it, and we should be more concerned about the long-term prospects. In addition to employment, there has been good news on earnings. In recent months earnings growth has outstripped inflation, but this has been driven by the tighter labour market and not an increase in the ability of employers to pay. When we look over a longer period, the picture is less rosy. Real earnings still lag their pre-crisis high. For sustained earnings growth, the sort that compounds and increases living standards, we need productivity growth.

Reducing uncertainty by securing a deal that aligns the UK closely with its largest trading partner should be the priority. The post-Brexit immigration regime must be sensitive to the needs of business, especially industries that traditionally have a high proportion of EU workers. On workers' rights it is important that the gains in protections achieved at the European level are maintained and enhanced as part of the good work agenda to ensure the UK remains one of the best places in the world to work. With the prospect of a labour supply shock, there is an opportunity to develop the skills system, including raising the standards of technical education and expanding the role of quality apprenticeships. The national retraining scheme for adults is welcome, but too modest in scope.

Productivity

The UK's productivity performance has been weak since the financial crash. The policy focus on productivity has ebbed and flowed, but the problem has not gone away. The longer the underperformance, the larger the gap between the UK's potential and its reality. Productivity growth gives us options. Many have mooted the idea of a four-day working week. If productivity growth had continued at its pre-crisis rate, this policy would be achievable by now. Policies like raising the National Living Wage are much easier to achieve when businesses are raising their productivity.

Although we use the word 'productivity' as a distinct policy area, it is what happens when everything comes together - when housing, transport, skills, and investment are done well. The primary method of boosting productivity is therefore to create the business conditions, including reducing uncertainty, to boost investment.

There has been a wide-ranging debate about the different causes of the productivity puzzle and the possible solutions. Some believe that artificial intelligence and automation will soon kickstart productivity and deliver a future where even work isn't necessary. This techno-optimistic view may one day materialise, but it looks unlikely within the next parliament. With less access to labour from the EU and the baby boomer generation easing into retirement, we are more likely to face a shortage than an abundance of labour.

A more immediate avenue for productivity growth is to focus on the workplace, a previously neglected area of public policy. We know that the UK performs poorly on certain management practices when compared with peer nations. An ONS study of 25,000 businesses in Great Britain found that some of the strongest associations with productivity were in people management practices - such as those relating to promotions, performance reviews, training and managing underperformance. We believe that there is potential to improve the skills of managers in order that they can get the best out of their people, which is why we have launched the People Skills Hub, a free online resource for small businesses. We have also successfully piloted a model for delivering high-quality HR support to small firms at a local level, which could be rolled out nationally at a local level, for example in England, via key stakeholders such as Growth Hubs and chambers of commerce.

Hope for the best but prepare for the worst

The next parliament might last up until 2024, in which time it seems probable that the UK will experience an economic downturn. The Resolution Foundation has warned that not only is 'the chance of a recession in the coming years ... uncomfortably high', but that the country risks being 'underprepared for the next recession'. Brexit aside, there are global concerns. The IMF forecasts that global growth will be 3.0% in 2019, its lowest level since 2008-09, citing rising geopolitical trade tensions.

After the Great Recession, the impact on unemployment was thankfully muted compared with previous recessions. What's more, the recovery has been characterised by a jobs boom. Contrary to some commentary, most of these jobs have been full-time permanent roles. CIPD research has found that the 'casualisation' of work has been overstated: the 'proportion of people working atypically in the UK labour market has been stable for the past 20 years'. The next downturn might not be so kind on employment. The welcome quantity of work could be put in jeopardy.

What's more, it is easier to focus on quality, or the Good Work agenda, in times of high employment and economic expansion. Quality could suffer too, which is why it is so important there is a continued focus on the Good Work agenda.

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The Government will face fundamental challenges to the UK's continued prosperity. Decisions made today will outlive the next parliament, perhaps more so than at any other time. The impact and trajectory of Brexit remains uncertain, but what is not in doubt is that the UK's prosperity will depend to a significant degree on the details of our evolving relationship with the EU.

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