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The government is under renewed pressure to implement a "radical rethink" of apprenticeships after ...

The government is under renewed pressure to implement a "radical rethink" of apprenticeships after a near 27% fall in the number taking up trainee posts in the last quarter of 2017. The number starting apprenticeships dropped t0 114,000 between August and October, down from 155,700 in the same period in 2016. That followed a 59% drop in the prevrous three months after the introduction of the apprenticeship levy in April last year.
Critics say employers are being deterred from creating apprenticeship posts because of the increased costs and complexity of the new scheme. Businesses with a payroll of more than £3m are charged 0. s% of their payroll towards the apprenticeship levy. A fifth of training must be carried out away from the workplace and employers with 50 0r more staff must contribute 10% of the cost.
Seamus Nevin, head of policy research at the Institute of Directors (IoD) , said the government risked failing to meet its target of 3 million people starting apprenticeships by 2020.
"Clearly the new system has failed to take off," he said. "The levy can be difficult to navigate and many employers still struggle to comprehend how the system is meant to work. "
Fhe IoD said more than one in 10 0f its mostly smaller company members paying the levy now viewed it as an extra tax and could no longer afford to offer any apprenticeships.
The government is no longer fully funding apprenticeships, particularly for young people. The cuts have been heavily criticised. Mark Dawe of the Association of Employment and Learning Providers said: "For a government committed to improving social mobility, ministers have to be really concerned about the continued drop in starts for both young people and at lower levels. "
Verity Davidge, head of education and skills policy at EEF, the manufacturers' organisation, said: "Today's figures should act as a wake-up call to government which has failed to act on industry's growing concerns around the apprenticeship levy. This worrying trend is not just hampering employers' ability to get the skills their business needs, it is taking away invaluable opportunities for the next generation to undertake training and secure a future job. It is clear the apprenticeship levy and wider reforms aren't working and need a radical rethink. "
Neil Carberry,managing director of people policy at the CBI, said it wanted the levy to evolve into a "flexible skills levy" that would fund a broader array of training courses.
"Today's drop in apprenticeship starts remains alarming and proves again that the apprenticeship levy isn't yet working for businesses, apprentices and the economy. A fresh approach is needed to make skills reforms work," he said.
Anne Milton, the minister for apprenticeships and skills, said: "The last year has been a period of significant change. It will take time for employers to adjust. But we must not lose sight of why we introduced our reforms in the first place - to put quality at the heart of this programme, and put control in the hands of employers. "
Workers' rights groups have suggested that the number of apprenticeship starts is falling because the levy is weeding out the use of low-quality apprenticeships. They believe employers were offering minimal training as a way to source cheap labour, because the minimum wage for apprentices is below the national minimum wage. The Unite union has raised concerns about the lowesi grade of apprenticeships and whether they are beneficial.
  • A.The government is under renewed pressure to implement a "radical rethink" of apprenticeships after a near 27% fall in the number taking up trainee posts in the last quarter of 2017. The number starting apprenticeships dropped t0 114,000 between August and October, down from 155,700 in the same period in 2016. That followed a 59% drop in the prevrous three months after the introduction of the apprenticeship levy in April last year. Critics say employers are being deterred from creating apprenticeship posts because of the increased costs and complexity of the new schem
  • B.Businesses with a payroll of more than £3m are charged 0. s% of their payroll towards the apprenticeship levy. A fifth of training must be carried out away from the workplace and employers with 50 0r more staff must contribute 10% of the cost. Seamus Nevin, head of policy research at the Institute of Directors (Io
  • C., said the government risked failing to meet its target of 3 million people starting apprenticeships by 2020. "Clearly the new system has failed to take off," he sai
  • D."The levy can be difficult to navigate and many employers still struggle to comprehend how the system is meant to work. " Fhe IoD said more than one in 10 0f its mostly smaller company members paying the levy now viewed it as an extra tax and could no longer afford to offer any apprenticeships. The government is no longer fully funding apprenticeships, particularly for young peopl
  • E.The cuts have been heavily criticise
  • F.Mark Dawe of the Association of Employment and Learning Providers sai
  • G."For a government committed to improving social mobility, ministers have to be really concerned about the continued drop in starts for both young people and at lower levels. " Verity Davidge, head of education and skills policy at EEF, the manufacturers' organisation, sai
  • ."Today's figures should act as a wake-up call to government which has failed to act on industry's growing concerns around the apprenticeship levy. This worrying trend is not just hampering employers' ability to get the skills their business needs, it is taking away invaluable opportunities for the next generation to undertake training and secure a future jo
  • .It is clear the apprenticeship levy and wider reforms aren't working and need a radical rethink. " Neil Carberry,managing director of people policy at the CBI, said it wanted the levy to evolve into a "flexible skills levy" that would fund a broader array of training courses. "Today's drop in apprenticeship starts remains alarming and proves again that the apprenticeship levy isn't yet working for businesses, apprentices and the economy. A fresh approach is needed to make skills reforms work," he sai
  • .Anne Milton, the minister for apprenticeships and skills, sai
  • ."The last year has been a period of significant chang
  • .It will take time for employers to adjust. But we must not lose sight of why we introduced our reforms in the first place - to put quality at the heart of this programme, and put control in the hands of employers. " Workers' rights groups have suggested that the number of apprenticeship starts is falling because the levy is weeding out the use of low-quality apprenticeships. They believe employers were offering minimal training as a way to source cheap labour, because the minimum wage for apprentices is below the national minimum wag
  • .The Unite union has raised concerns about the lowesi grade of apprenticeships and whether they are beneficial.

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2 单选题 0分
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Take a cue from professional athletes when they are interviewed after a win or achievement. They always credit their team mates, their team, rather than taking personal accolades. When asked about a project that you are proud of, or that was successful! be sure to share credit with the team, unit and others that were involved in the project. Make it clear that you are proud to be a member of the group that was involved in the success. This gives more credibility to you being a team player than if you simply claim that you are; which everyone does.42.
The typical answer that we were told in the past was to talk about something that is actually a strength. For example, claiming to be a perfectionist, or becoming too involved in your job, which can be seen as strengths by an employer. These answers do not cut it anymore, as interviewers are looking for something more substantial. When disclosing a flaw, be sure to indicate what you are actively doing to work on this and give examples of making progress. Interviewers know that we all have weaknesses and suspect that we may try to hide those in the interview. As long as your shortcoming does not raise any red flags, being honest, open and genuine will help gain their trust and respect.43
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The worst thing you can do in this case is to blame others for the situation. State what happened but avoid casting blame. What the interviewer wants to know is how you reacted and if you did anything to improve the situation. ir asked what your part in it was, be prepared to accept your share of the responsibility but speak in terms of what you would've done differently looking back on the situation. Interviewers expect people to make mistakes, but wam to know if you are someone who learns from their mistakes and takes away the lesson.45.
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[G] How Would You Deal With a Furious Customer?
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  • B. What Did You Do When Things Went Off the Rails?
  • C. What Are You Most Proud Of?
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Take a cue from professional athletes when they are interviewed after a win or achievement. They always credit their team mates, their team, rather than taking personal accolades. When asked about a project that you are proud of, or that was successful! be sure to share credit with the team, unit and others that were involved in the project. Make it clear that you are proud to be a member of the group that was involved in the success. This gives more credibility to you being a team player than if you simply claim that you are; which everyone does.42.
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The worst thing you can do in this case is to blame others for the situation. State what happened but avoid casting blame. What the interviewer wants to know is how you reacted and if you did anything to improve the situation. ir asked what your part in it was, be prepared to accept your share of the responsibility but speak in terms of what you would've done differently looking back on the situation. Interviewers expect people to make mistakes, but wam to know if you are someone who learns from their mistakes and takes away the lesson.45.
At the end of an interview, we are typically asked if we have any questions. Ask questions about the culture, values of an organization and what it takes for people to be successful in it. Bring up any positive experiences with people in their organization or their customers you have had in the past and your observations. It will show that you are not only interested in a job but are looking to see how you will fit into the company,[E] What Questions Do You Have For Me?
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[G] How Would You Deal With a Furious Customer?
  • A. Are You a Team Player?
  • B. What Did You Do When Things Went Off the Rails?
  • C. What Are You Most Proud Of?
  • D. What Are Your Strengths?
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Take a cue from professional athletes when they are interviewed after a win or achievement. They always credit their team mates, their team, rather than taking personal accolades. When asked about a project that you are proud of, or that was successful! be sure to share credit with the team, unit and others that were involved in the project. Make it clear that you are proud to be a member of the group that was involved in the success. This gives more credibility to you being a team player than if you simply claim that you are; which everyone does.42.
The typical answer that we were told in the past was to talk about something that is actually a strength. For example, claiming to be a perfectionist, or becoming too involved in your job, which can be seen as strengths by an employer. These answers do not cut it anymore, as interviewers are looking for something more substantial. When disclosing a flaw, be sure to indicate what you are actively doing to work on this and give examples of making progress. Interviewers know that we all have weaknesses and suspect that we may try to hide those in the interview. As long as your shortcoming does not raise any red flags, being honest, open and genuine will help gain their trust and respect.43
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The worst thing you can do in this case is to blame others for the situation. State what happened but avoid casting blame. What the interviewer wants to know is how you reacted and if you did anything to improve the situation. ir asked what your part in it was, be prepared to accept your share of the responsibility but speak in terms of what you would've done differently looking back on the situation. Interviewers expect people to make mistakes, but wam to know if you are someone who learns from their mistakes and takes away the lesson.45.
At the end of an interview, we are typically asked if we have any questions. Ask questions about the culture, values of an organization and what it takes for people to be successful in it. Bring up any positive experiences with people in their organization or their customers you have had in the past and your observations. It will show that you are not only interested in a job but are looking to see how you will fit into the company,[E] What Questions Do You Have For Me?
[F] What Are Your Weaknesses?
[G] How Would You Deal With a Furious Customer?
  • A. Are You a Team Player?
  • B. What Did You Do When Things Went Off the Rails?
  • C. What Are You Most Proud Of?
  • D. What Are Your Strengths?