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Royal Bank of Scotland case study

Royal Bank of Scotland case study

Royal Bank of Scotland (RBS), one of the largest banks in the UK, launched an apprenticeship programme in 2015 to create opportunities for young people in the business. So far, RBS has recruited more than 1,200 apprentices. 

Skills for the future

RBS realised apprenticeships could help to address challenges such as employee retention, succession planning and the need for new ideas and innovation to meet their future customer needs.

The programmes have a particular focus on filling the bank’s current skills gaps: training relationship managers for commercial banking and building up in-house knowledge of software and systems.

Programmes are closely mapped to each specific role, so that they align to the real-world job the apprentice will do in the workplace. Training is delivered through a combination of virtual learning and regular meetings with their line manager and learning provider. 

Personality, not experience

RBS do not look for work experience or qualifications in apprentice candidates: they look for the individual’s potential, motivation, attitude and desire to learn.

Candidates are not required to have Maths and English qualifications – in fact around half of RBS apprentices were not qualified when they started.

Instead, RBS supports their apprentices to take functional skills qualifications as part of the programme, focusing on finding people with the drive and enthusiasm to develop their skills. 

Making waves

More than 80% of apprentices still work at RBS, and 58% have been promoted since completing their apprenticeship. Apprentices and former apprentices also score higher than the average performance rating, and have a higher engagement score.

All in all, apprenticeships have been a great move for RBS in developing an enthusiastic and engaged workforce.

Read our report on how to ensure a quality experience for apprentices and employers.

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