London Borough of Tower Hamlets: Using T Levels to address an ageing workforce challenge

The council faced the challenge of an ageing workforce and was eager to attract younger talent. However, they found that their local provider had limited knowledge about local government, and efforts to encourage young people to join the council were not yielding the desired results.

To address this, the council recognised the need for a new strategy. By engaging with the LGA, they identified the T Level programme, a two-year qualification for 16–19-year-olds designed in collaboration with employers, and a valuable tool for supporting succession planning. Their goal was for young people completing programme to be supported to become future local government leaders.

The council's objective was for young people to gain valuable workplace experience, while also offering the council an opportunity to learn from their fresh perspectives. The Business Support Service supported this initiative by promoting the students as a valuable source of additional capacity with the vision of growing our own. The T level students were able to bring their ICT and digital skills into their work as well as assist in upskilling others with their knowledge.

To further integrate the students, the Business Support Service involved them in various internal networks. This approach was well-received by existing staff, who appreciated the innovative ideas and fresh insights the young people brought to the table.

The council initially met with LGA and the provider online to discuss the process and review the necessary paperwork including the job description and roles and responsibilities of each party in supporting the students through the journey of undertaking the T level qualification. 

They asked the students to prepare their resumes and presentations on what they knew about Tower Hamlets. After giving it some thought, the council decided to conduct face-to-face interviews instead of online ones, as they felt the candidates would gain more from the experience. The interviews were semi-formal, but the candidates' preparatory work was exceptional. 

The webpages they created were particularly impressive. The council interviewed 15 candidates, and eight of them made a strong impression. As a result, the council recruited eight candidates from the first cohort and then a further two T level students the following year from the second cohort. They were all placed within various teams in the Business Support Service. To help with their integration, they organised a bespoke induction process which included a tailored day which brought all the students, representatives from the provider and workplace supervisors together to ensure all parties were aligned to the objectives.

Since the council runs several other programmes for young people, they also introduced the T Level learners to other young participants and offered mentoring which they believe helped create a more welcoming and friendly workplace environment for them.

They didn't expect the students to be fully aware of office etiquette, and punctuality was anticipated to be a potential risk. To address this, they had mature conversations with the candidates to ensure they understood the expectations. Their focus was on nurturing growth, so they remained resilient and committed to the placements, recognising that giving up would have resulted in a waste of their investment.

The candidates were successfully prepared to be job-ready, with a clear understanding of the direction they wished to pursue. Some candidates discovered the potential of working in business support, and the council's apprenticeship offer raised awareness among them. Additionally, the Business Support Team recruited one of the T Level students, who has since secured a fixed-term contract. Through their internal temporary resourcing team, they provided guaranteed interviews for the T Level students with one candidate being successful and offered a job opportunity.

Another significant impact was made when a few candidates expressed a desire to continue their placement during the college holidays. They viewed this as an excellent idea, as the experience would give them a distinct advantage, demonstrating motivation and ambition. The retention rate was three out of eight, with others moving on to employment in London, while three candidates are still seeking opportunities elsewhere. Overall, it was a valuable eye-opening experience for the candidates involved.

Effective communication and adherence to the agreed processes are crucial when facilitating placements for young people. During the half-term break, students attended placements, but there was a lack of communication from the provider regarding related matters. Additionally, the council felt the 42-day placement period was too short. Despite this, they observed the candidates growing in confidence, with some of them shadowing, leading meetings, and thriving in the experience.

They would recommend that providers plan for extended placement periods, particularly for learners who are ambitious, motivated, and seeking more experience.