Higher-level apprenticeships: A practical workforce solution for hospitality and tourism employers:
Roisin McKee, People 1st International – Webinar Host on behalf of NITA
Higher-level apprenticeships are often talked about as a solution to skills shortages and leadership development. But for employers and employees alike, it’s important to understand how they work in practice.
For the hospitality and tourism sector, that question is especially pressing. Ongoing recruitment and retention difficulties, skills gaps at supervisory and management level, and the challenge of developing people continue to put pressure on businesses across the industry.
In a webinar organised by NITA in partnership with Tourism NI to celebrate NI Apprenticeship Week, employers and learners came together with a higher level apprenticeship provider to share how higher-level apprenticeships are being used in hospitality and tourism to respond to these workforce challenges in a practical, long-term way.
Building capability from within
Employers spoke about the difficulty of recruiting experienced people into management and leadership roles, and the growing importance of developing talent internally.
Employers emphasised that higher-level apprenticeships are most effective when they are rooted in real business needs:
“Start with the business need and the people you already have. Higher-level apprenticeships work best when they’re aligned with real roles and real progression opportunities. Don’t see them as an add-on, see them as an investment in your future leaders.” – Caroline Renouf, Hastings Hotels
This internal focus was highlighted as particularly valuable in hospitality and tourism, where operational knowledge, organisational culture and people skills take time to build.
What higher-level apprenticeships look like in hospitality and tourism
At levels 4–7, higher level apprenticeships are designed for people already working in responsible roles. In hospitality and tourism, this often includes supervisors, department managers and operational leaders.
Learning is closely tied to the workplace. Higher level apprentices apply theory to workplace challenges such as managing teams, improving service standards, analysing performance or leading change during busy trading periods.
“It’s about enhancing your own capability and enjoying your job at a deeper level because you understand it.” – Dr Nikki McQuillan, Ulster University
This ‘learn today, apply today’ approach was repeatedly referenced as a key strength, allowing businesses to see a return on investment while learning is taking place.
Supporting higher-level apprenticeships in practice
The webinar addressed some of the most common concerns employers have when considering higher-level apprenticeships, particularly around time, cost and operational impact.
Watch the webinar here
A key misconception discussed was the assumption that staff need to be released one day a week for an entire year.
“A lot of employers think, ‘I can’t release somebody one day a week for a whole year.’ But actually, for the level 6 higher level apprenticeship it’s only half of the year – 12 weeks in semester one and then 12 weeks in semester two.” – Dr Nikki McQuillan, Ulster University
During these periods, apprentices are released for learning as part of their paid role. The cost of the training is funded by the Department for the Economy, while employers continue to pay the apprentice’s wages. This model helps hospitality employers invest in higher-level skills and leadership capability in a planned and manageable way, while continuing to see value in the workplace.
The tripartite agreement: Employer, provider and learner
The importance of the tripartite agreement came through strongly. Speakers emphasised that higher-level apprenticeships are most successful when the employer, training provider and learner work closely together, with a shared understanding of expectations.
Employers provide the role, opportunities to apply learning and protected time. Providers bring structure, academic rigour and guidance. Learners are responsible for engaging, reflecting and taking ownership of their development.
When learning was clearly relevant to their role and supported by their employer, apprentices described increased confidence, progression and improved decision-making.
“I’d definitely say go for it. I’m so glad I did – you’ve got nothing to lose.” – Ailie Greer, Hastings Hotels
A strategic response to hospitality workforce challenges
Employers were clear that higher-level apprenticeships require commitment, but they also described them as a strategic response to ongoing workforce challenges in the sector
“Do not underestimate the value of the higher-level apprenticeship and the power that it has to develop, retain and motivate staff, while learning a new skill that can help the business.”
– Denise Kennedy, Titanic Belfast
“Being able to talk about higher level apprenticeships has strengthened our employer brand. It shows that we are serious about professional development and that we can offer long term sustainable careers. And that message is particularly important when attracting new talent into the sector.”
– Caroline Renouf, Hastings Hotels
By investing in higher-level apprenticeships, hospitality and tourism businesses can strengthen leadership capability, improve retention, aid succession planning and build a more sustainable workforce from within.
How employers can engage with higher-level apprenticeships
Speakers acknowledged that apprenticeships can feel complex at first. A key message was that employers do not need to navigate this alone – support is available to help businesses understand what higher-level apprenticeships involve, whether they are suitable, and how to take practical next steps.
“We want employers to have a clear idea of what higher-level apprenticeships are, whether they can work in their business, how other employers are making them work, and what support is available if they want to take the next step.”
More information on higher level apprenticeships can be found here
