The Multiverse blog

In partnership with Multiverse, Citi has employed 32 apprentices across a range of programmes including Software Engineering, Project Management and Data Fellowship.

Jacqui Lloyd, Senior Vice President and Apprenticeship Lead at Citi, said: “We are really excited about the opportunities that Apprenticeships present to people at all stages of their lives and careers. At Citi, we have taken a unique approach to this and created a number of programmes which not only present exciting routes into a career in financial services, but also gain us access to distinctly different and diverse pools of talent.

“Our partnership with Multiverse has enabled us to create brilliant entry-level routes, as well as opportunities for people who have been on a career break and are looking to learn new skills in addition to moving into the next exciting phase of their careers, potentially in a new sector altogether! Recruiting truly diverse talent, and bringing in people with different perspectives and a range of experiences is vital to the success of our business, but also enables us to develop future leaders and build critical skills for Citi.”

A route into banking for young people

Citi realised they could create an alternative route to the boardroom for young people from different backgrounds through apprenticeships. Since 2015, it’s also been one of Citi’s top strategic priorities to increase diversity within their workforce.

To build a truly diverse talent pipeline, Citi needed to access a broader talent pool of brilliant candidates. They partnered with Multiverse to identify these rising stars and equip them with the skills of the future, all paid for with the Apprenticeship Levy.

Multiverse’s outreach programmes attracted non-graduate candidates to apply to Citi’s apprenticeship roles, while the rigorous application process helped identify those with the highest potential.

The Multiverse approach to recruitment focuses on core competencies and assesses the candidate’s intent and drive to learn, regardless of whether they attended a high-performing school or not. Their Multiverse digital profile showcases whether they are an academic outperformer and if they experienced any barriers to learning.

The Multiverse team also invests time supporting candidates with polishing their interview skills, which are integral for successful outcomes.

Supporting established professionals on their Return to Work

Citi knows that hiring people from different backgrounds with diverse perspectives brings advantages to their teams.

With that in mind they launched a Return to Work Programme, a supportive hiring programme designed to help those that have taken a break transition into a career within financial services.

Thanks to a partnership with Multiverse, Citi is able to offer world-class training in key skills for the future like data analytics.

Embedding these digital skills into Citi’s workforce is crucial to their long-term strategy. The Multiverse programme enables the bank to acquire digital skills that are in extremely high demand and short in supply as well as democratising access to the banking industry.

"Not only am I back at work, I'm also learning something new"

Srilakshmi joined the Return to Work Programme after taking a three year break from work after having her second child. She was previously working in Supply Chain Management, but moved to Citi for a Project Management role while enrolled on the Data Fellowship apprenticeship.

After I had my second child, I decided to take a break to prioritise my family. After three years, it felt like the right time to get back to work - especially since everyone was working from home. That added flexibility made my decision easier.

I came across Citi’s Return to Work Programme with Multiverse, applied and got a role in the Project Management team. What stood out to me about the programme is that it's not only about getting back to work, it's also about upskilling. Not only am I back at work, I'm also learning something new through the Data Fellowship programme.

The first month was tough, but the support from the coach and the manager was key and they knew where I was coming from. The Multiverse coach, Josh, is extremely supportive and helpful - and my manager at Citi always made sure I had access to data to put into practice.

There’s also initiatives in place to make sure the return to work is as smooth as possible. For example, there’s a Buddy Scheme which I find really helpful.

The apprenticeship programme itself is very different from school. You're not just learning from a book, you're practically applying everything you study. Being in college involves a lot of theoretical concepts and repeating them in exams. But the best part about the apprenticeship is taking those concepts and applying them to your work.

What’s great about the Return to Work Programme is that it’s not just a bridge back into work, it’s also an opportunity to elevate your skills.

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Sakshi Garg previously worked as a developer, but took a six-year career break to start a family. Now, she is in a data role enrolled on the 18-month Multiverse Data Fellowship.

I took a career break from my work as a developer to start a family. After six years, I decided I was ready to go back to work. I was exploring my options but I thought my best bet would be to stick to what I knew and go for a role in IT. Because of the career break I found it difficult to find an opportunity so I upskilled myself with the latest technologies.

I applied for the role with the Citi Return to Work Programme - despite never having worked in banking before. The application process was really straightforward, and what was particularly great was that they do not look at your career break as a flaw rather appreciate your past experience and skills along with how flexible you are with learning and adapting.

Through the Return to Work Programme, I secured a really good role in the Production Management and Service delivery team. This role is different from my previous one in terms of responsibilities so I always get the opportunity to learn more.

As part of the programme, I’m enrolled on the Data Fellowship. Coming back from a big career break, you sometimes feel that you might be rusty when it comes to skills. The fellowship plays a really important role in closing that gap, and making sure you are well supported through the transition. I get to revisit things which I used in previous roles but needed refreshing on. But on top of that, you learn new things from scratch which are completely new to me.

Everything I study is directly linked to my work.

My coach is really helpful. In our sessions and our 1-1s, he’s always on hand to support. He’s always happy to explain things and support me with the course content, as well as projects in my work.

All in all, it’s a fabulous programme that provides an excellent opportunity for everyone who has been out of work for two years or more, regardless of the reason. Some of the people in my cohort had a career break of around 10 years. I’m comfortable here - every day I’m thankful to Citi for this opportunity.

So Jeremy, let’s start off by talking about your Go-To-Market strategy - The 3x Rs: Recruiting, Retention and Revenue. Can you tell us more about this?

The 3x Rs really started with me wanting to be the best that I could be, from both a sales and a leadership perspective, but not really understanding how to turn that dream into a reality.

When I got my first job in sales, I saw that some people were doing brilliantly and others weren’t, but they all seemed to be doing similar things. I’d see two people doing pipeline generating but only one of them would be successful, or two people getting into CIO discussions and one would be successful and the other wouldn’t. I started to realise that I needed to understand what the consistently brilliant people repeatedly did, and the others didn’t, and why it was important to their success. Because if I could find that out, then maybe I could be brilliant too. That was my simplistic view as a 22-year-old sales guy who wanted to be great but had absolutely no clue how to make it happen.

Revenue

“In the history of time, nobody has ever hit these leading indicators and not been a consistent overachiever.”

Over time, I figured out that the third R - Revenue- all comes down to a few key factors such as the amount of time spent on pipeline generating, the amount of activity in visible opportunities, the number of business cases that you built that showed you were generating real customer value, and the amount of visible opportunity you had over a certain size to give you the cover you need to hit your number. I started tracking these activities in a small sales team and then over larger and larger teams at multiple different companies, and today we have hundreds of thousands of data points. So now I can confidently say that in the history of time, nobody has ever hit these leading indicators and not become a huge success and changed their professional life significantly.

This approach provides fact-based leading indicators for success, giving you line of sight that you are going to hit your number, as well as an early warning signal if you’re not. That’s really important because you’re not going to be in that awful situation where you only realise you are going to miss your number towards the end of the quarter when there is very little you can do about it. Instead, you can measure progress from the start and course-correct where necessary along the way.

The second thing on Revenue is building tools and excellence around the execution of that activity. For example, it’s not just important to have the right number of new business meetings on a weekly, quarterly and annual basis. You also need to make sure those meetings are of the highest possible quality to maximise your productivity and conversion rates. Again, over time, we looked at who had the best conversion rates and what they were doing compared to those who didn’t have high conversion rates. The best sales people were repeatedly doing the same things such as having prep calls, taking leaders to the meeting, building what we call a value pyramid, and so on. So across all of these different activity points, we built, over time, tools and training to make sure each activity is the highest possible quality it can be, provides the most possible value to our customers, and we continually sense check this data to ensure we are executing to our highest standards, see if there are areas for improvement and make sure our customers are thrilled with their experience in dealing with us.

Years and years of data and analysis has proven beyond any doubt that following this methodology effectively gives you the winning lottery ticket. All you need to do in order to cash in the ticket and change your life is to have the discipline to consistently hit these leading indicator activities, and do so using the tools that we know, WE KNOW, drive the highest possible quality and outcomes.

Recruiting & Retention

“Great people want to be inspired and they want to be developed.”

When I moved into leadership I started to think about the leading indicators and execution excellence that would make a great leader. Again, the goal was to deeply understand why some people would consistently over-perform and most wouldn’t, and then find a way to simplify this as much as possible, this time from a leadership perspective as opposed to an individual contributor. This became my obsession, firstly, so I could understand how to become a great leader myself, and secondly, simplifying it was crucial so this process could scale to all leaders because simplicity scales and complexity doesn’t. It became clear over time that in addition to selling consistently, as a leader you’ve got to do two other things brilliantly - recruit great people and retain great people. Again, put simply, if you recruit great people, and then retain them through an inspiring culture and the provision of world class development, then give them our world-class playbook, so they can become the best, forever, then it’s impossible to fail. And that’s my goal all the time, I just want it to be impossible to fail.

Now, everyone knows recruiting is crucial, but it always surprised me how few people actually know deeply what they are specifically looking for in the mythical A-Player we hear so much about. Everyone’s looking for that “A player”, but very few people have actually defined what an A player is. So sticking with the philosophy that analysing data provides great clues for success, I’ve studied thousands of people, successful and less so, over 25 years and hundreds of companies, to truly understand what the consistently great people have THAT others don’t. Using this, I built up a profile of what an A player looks like so we could effectively recruit world class talent.

And then once you master this part of the process, and you’ve got the A players, you had better have great plans around how you are going to retain them. What do they want from their career, their company, their leaders, their future? What’s important to them? How do they like to be managed? Sometimes people oversimplify things and they think it’s just about money, a lazy caricature of sales people in my eyes. From my experience it’s rarely about money - of course, good people want to be paid well and should be - but normally it’s quite low down on their priority list. A-players want to learn, improve, be inspired, pushed, and experience these things in a supportive and loyal environment, all whilst having fun along the way. Taking time to understand what A players really want and then building a great culture around these things is crucial to your critical retention strategy. And again in the interests of simplicity, it really comes down to two things: great people want to be inspired and they want to be developed. Provide a culture like this, and people won’t want to leave. Why would they?

Why did you leave SaaS to join Multiverse?

“If we do this right at Multiverse, we’ll change hundreds of thousands of lives in this journey.”

Here’s the thing, Business to Business (B2B) sales is the same whatever you sell. There’s no difference at all in the process of selling apprenticeships, of selling data-based software, application software, furniture to hotels, products to supermarkets etc. B2B sales is one business selling directly to another business and the principles are exactly the same, whatever the industry.

So I didn’t leave SaaS to join Multiverse. I built my career in B2B selling and that’s still what I do today. I think this is really important because if you learn how to master this sales and leadership process at Multiverse, you are learning to be the best in the world in any B2B environment and will be in demand, at any company, for the rest of your career.

The real question is “Why Multiverse?” I loved my time in technology and the thrill of mastering something challenging, I loved the dynamism of the market, I loved building great companies really quickly and the rollercoaster that came with it. But I got to the end of every journey - because it almost always ends in an acquisition if they are successful - and I was proud of what I’d achieved, what I’d learned, and of the people’s lives that had been materially impacted during their time at the company and afterwards. But I felt like that was it, that was the legacy.

If we do this right at Multiverse, we’ll change hundreds of thousands of lives on this journey. Not just the lives of the people at Multiverse, but the lives of thousands and thousands of our incredible apprentices too, and that’s the crucial difference. Alongside our customers, we provide our apprentices with life-changing opportunities. The world is waking up to the massive lack of fairness in society, from a race, gender and socio-economic perspective. Talent is evenly distributed, opportunity is not. And we’re part of the solution to this huge global challenge.

I think this quote from Dr Martin Luther King Jr sums it up perfectly - “Life’s most persistent and urgent question is, ‘what are you doing for others?’”

We’re actively recruiting Account Executives to join our growing GTM team. Why should someone join us?

“Lots of people talk about the 3xRs and the Leading Indicators, but we made them.”

Here’s what you’ll get at Multiverse. Firstly, you’ll get to learn skills that will make you the best forever. Forever. Once you become great at something, you never go back to being average. There’s absolutely no point. You develop the things that make you great into a habit. And when being great is a habit, it’s as easy as the habit of being average. So put simply, we know through intensive research and data all of the things that add up to “great”. We inspire and develop people to master the habits of excellence, and once there, they will never again be anything other than the best.

Secondly, you get all the things that come with being the best: respect, promotions, recognition, money, the thrill of success and the ability to always be in control of your outcomes.

Thirdly, you’ll learn from the people who wrote the playbook: me, Steve McCluskey and Alister Tier. Lots of people talk about these topics and know the theory. A small few practice it. Every day. Every call. These are the people that become the best in the world and drive the most astonishing results. GTM leaders at Multiverse like Steve, Al, Peppa Wise, Nikola Dinsing, Iria Saleiro, Libby Derbyshire and Mae Rogers live and breathe these ideas every day, they feel the habits of excellence in their souls, they deeply understand the subtle nuances that can make all the difference to executing this playbook, they live their professional lives with the goal of creating excellence as a habit for all those who want to walk that path. Their leadership mantra is based around changing lives! Last quarter alone, 95% of our sales people were over quota and the average performance was 210%. We believe every sales person at Multiverse will smash their quota this year, which is incredibly rare.

And finally, at Multiverse, you get all of those things plus, and it’s a huge, game changing “plus”, being successful at Multiverse changes thousands and thousands of lives, one day, maybe millions. And it doesn’t just change lives, it changes the lives of the people most underrepresented in society, who deserve equal opportunity and a level playing field, yet currently have the hardest road to success, through no fault of their own. And you will be part of a company that is championing the need for a better world, and working with the biggest companies in the world to find valuable and long term solutions to making that happen. I’m not sure it gets any better than that.

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If reading this blog has got you excited about the opportunities at Multiverse, and you think you’ve got what it takes to be excellent, then apply to our Enterprise Account Executive UK or Enterprise Account Executive US roles today.

Together we’ll change what’s possible in education and work.

At Multiverse, we’re driven to solve some of the most important issues facing society. We’re bridging the opportunity gap and ensuring companies can access the most diverse, talented individuals with the digital skills needed to drive their growth. Our $130 million Series C not only proves that this is a mission worth getting behind, it ensures we are well set up with the resources and capacity to continue doing extraordinary things.

This new funding will enable us to continue to drive their growth and adoption across the US and UK: ensuring that we’re reaching talented individuals from a range of backgrounds, while working with the top companies - and delivering outstanding education.

This mission is global. Just this month we opened our US Headquarters in New York, allowing our growing US team to meet and work together for the first time since the pandemic began.

Turbo-charging the outstanding alternative to university and corporate training

We’re proud to be a company going through hypergrowth - growing nearly 4x in 1 year, to build a community of over 5,000 apprentices and alumni. We now take more new apprentices than Harvard takes freshmen, and we’re continuing to get much bigger.

Within six months of launch in the US, we've begun training professional apprentices with organisations including Google, ClassPass and Adyen.

Working with incredible, forward-thinking organisations like these enables us to give our apprenticeships the best possible starts in their careers, at the very best companies.

But it also means we’re helping businesses address some of their most pressing challenges. A shortage of data skills, for example, is costing businesses on average 10% of their revenues. Professional apprenticeships offer a solution to closing that skills gap: by equipping existing and new staff with the right skills for their job.

Incredible impact at scale

We know that talent is everywhere, but companies can only access the very best if they reach beyond traditional sources. As we grow geographically, across the US and UK, we have the opportunity to reach even more talented individuals from every part of society.

We're committed to widening access to apprenticeships for individuals currently underrepresented in the sectors we work with. Reaching these individuals is at the core of our mission, delivered through innovative outreach programmes, and our bespoke matching platform. As a result of our efforts, 53% of apprentices placed in their roles by Multiverse are people of colour and 36% are from economically disadvantaged communities.

What’s just as exciting is improvements in the quality and breadth of the applied learning experience our apprentices enjoy.

Our apprenticeships were recently given the seal of approval from England’s education inspector, Ofsted, who judged us to be an ‘Outstanding’ provider - the highest ranking available.

As the inspectors put it in their final report:

“From apprentices’ very first interaction with staff at Multiverse, they are welcomed into a kind and inclusive environment. Apprentices are inspired to have high aspirations by exceptional coaches who are experts in their field"

It’s this exceptional coaching that meant - this year - our apprenticeships had a 100% pass rate.

And we know that high quality education is about more than what happens in the classroom. We’re developing a community experience that replicates and rivals the best of university - including socials, mentoring, leadership opportunities, and inspiring speakers.

Not only will we maintain and improve the quality of our teaching, we’re also expanding the range of programmes we offer. This year, we launched an innovative program that enables apprentices to earn a Bachelor's Degree in Data Analytics and Data Science alongside their roles.

Tackling society’s biggest challenges

At Multiverse, we’re on this mission because we believe professional apprenticeships can tackle the biggest challenges facing society today.

Whether it’s race, gender, geography or socio-economic background, too many people face significant barriers to a great education, great opportunities and great careers.

At the same time digital transformation has put fresh pressure on the lack of skills, particular in digital, tech and leadership.

Relying on the one-size fits all approach of university, the 4 year college degree, topped up by sporadic corporate training, won’t solve the problem.

We have some of the world’s best investors backing us to change the system.

Our Series C was led by D1 Capital Partners and BOND. D1 Capital Partners has invested in world-changing companies like Amazon, Facebook, and Netflix. The team at BOND are renowned for their insights on future trends and shrewd investments in companies like PayPal, Google, and Apple.

Our ambitions are just as vast: professional apprenticeships offer a one-off chance to distribute opportunities based on talent, character and grit, while preparing people for the changing world of work.

They are simply the best way to equip people with the skills that employers need today - and we’re just getting started.

To learn more about professional apprenticeships as a solution to broadening access to opportunities and deepening digital skills, join us at 9am PT | 12pm ET | 5pm BST on 26th October to hear from one of our investors - Nakul Mandan, previously Partner at Lightspeed Venture Partners and now, founder of Audacious Ventures.

Register here >

You persuaded your line manager apprenticeships are awesome, set up some stellar apprentice roles, put the feelers out there—and now (phew!) there’s a bunch of rockstar-potential candidates waiting for interview.

Launching your own apprentice program is awesome! But what happens next?

To recruit apprentices who shine above the rest, you need to get familiar with the whats, whys and hows of interview best practice.

Because from getting to know the best interview questions, to making sure your interviewees feel super comfortable, there’s a lot more to interviewing apprentices than simply ticking a box.

It might sound daunting—but don’t worry, as usual we’ve got your back with some awesome apprenticeship advice.

This one-stop apprenticeship guide to all things interviews will take you from anxious to upbeat in just a few short minutes—and with 15 usable apprentice interview questions to boot, you’ll have everything you need to discover the true potential of your next superstar apprentice.

Apprentice interviews v normal interviews: What’s the difference?

We get it—you’ve aced a million hires so why would this one be any different?

The thing is, apprentices often come from a totally different pool than your usual candidates. They’re often young, inexperienced and sometimes unprepared (AKA eager, mouldable and willing to learn!).

In other words, your main aim in this interview is not to figure out your candidate’s experience but whether they have the motivation, ambition and dedication your company needs.

That means careful preparation, a different angle of questions and knowing exactly what you’re looking for.

Apprentice interview tip #1: How to nail your interview prep

Your interviewee isn’t the only one who needs to be ready to make a great first impression.

Before an apprentice shows up, you need to get yourself prepped to the max.

From creating a relaxed office space to acing your interview questions, by the time your candidate steps through the door you need to have everything ready to roll.

Here are some top tips on what to think about before the interview starts:

1. Think about how you’ll conduct the interview: Are you planning to pick up the phone or invite your candidate into the office? Or both? How you conduct the interview will have a direct impact on your candidate experience. If you can, invite them to meet the team personally. It will help them to relax and help you get to know them better.
2. Help your candidate feel confident: Apprentices often don’t have much experience—and that applies to the interview process too. In fact, this may be their first ever interview so it’s your job to help them feel as relaxed and happy as possible. Remember, it’s in your best interest too—the more chilled they feel, the more likely their best features will shine through. ✨
3. Plan the interview format: To really ace this, make sure to plan the interview way in advance. That means planning a handful of really relevant questions, deciding whether your candidate will need to do any additional projects (ie, a short presentation), and prepping your interviewee in good time before the big day. When it comes to extra tasks, ask yourself if it’s really necessary to put your candidate through the extra stress. For example, if the role involves a high level of communication, a presentation might be the right route—but if they’re going to mostly sit in front of a computer, why bother?
4. Decide the interview panel: When it comes to the panel, you’ll probably want their team leader/mentor, a manager and maybe an extra set of eyes to help avoid bias. Remember, the more people interviewing, the more intimidated your candidate will be—so ask yourself what’s the max number of eyes you really need?
5. Prepare yourself for what you’ll hear: If you’re used to hiring professionals, you’ll need to prepare yourself for a different type of interview. The replies you’re used to hearing won’t apply here—instead you might hear stories about school, friendship groups or family. Expect the unexpected and you won’t be thrown off.

Bonus tip: Represent the brand: Even if your candidate isn’t the best fit right now, in five years’ time they could become your next client. Make sure to show them your brand’s best side so no matter what happens, they walk away feeling the company love. 💖

Apprentice interview tip #2: What should you look for in an apprentice?

It’s no secret the right hire will add a bucket-load of good vibes to your company—but when it comes to apprentices, the characteristics of an awesome fit might not be so obvious.

Here are the things you should look for in interview to make sure you get the perfect fit:

• Motivation to turn up and succeed: First thing’s first, you obviously want your apprentice to want to turn up. But more than that, you want them to be motivated to succeed way into the future.
• Awesome communication skills: 99% of jobs require some form of communication—even if that just means chatting to your colleagues at the water-cooler. Look out for the way they present ideas and engage with you during the process. Remember though that as newbies to the workplace, they might be shy—and make sure to give them some leeway.
• Self-awareness: At the end of the day you’re running a business—so you want employees to reflect your professionalism. Ask yourself if they dress appropriately/ have the ability or potential to behave professionally/ respond with interest and respect.
• An explorer mindset: Apprentices are there to learn. That means inbuilt curiosity and adaptability is a must.
• Outside-the-box thinking: Creativity is the name of the game on this one. Does your candidate surprise you? Or offer interesting food-for-thought about your company?
• The perfect culture fit: We all know happy employees = a successful brand. The best way to get people wanting to come to work each day is to surround them with like minded colleagues. Think about your brand’s culture and list the key things you need from an employee to fit with that.
• Ace organisation skills: Apprenticeships are hard work. Your candidate needs to show great organisation skills to successfully juggle the work/study combo.

Apprentice interview #3: What questions should you ask?

Before we dive into the actual questions to ask, it’s important to understand what type of apprentice interview questions are at your disposal.

Thinking about your interview questions within the following 5 categories will help you identify which questions are most relevant to the role in question, and which ones you should avoid wasting your time on.

Category #1. Competency-based questions

Just because your candidate doesn’t (necessarily) have experience in the workplace doesn’t mean they don’t have experience elsewhere. Competency-based questions help you establish what your candidate’s good at, and where they got their skills from.

Top competency-based questions:

• What accomplishment are you most proud of and why?
• What would you say your main strength is?
• Describe an occasion when you’ve demonstrated that skill.
• Apprenticeships consist of a full-time job and study, how would you organise your time?
• Tell us about a time when you’ve organised your time well—and when you’ve encountered a challenge.

Category #2.Technical questions

If you’re interviewing for a technical role, you need to gauge how much your candidate already knows. For example, if the role involves computers or lab equipment, they’ll need basic know-how to hit the ground running. Remember not to expect the world and to reassure them it’s okay if they only know the basics right now—after all, they’re here to learn!

Top technical questions:

• Have you used [a particular software type/equipment] before?
• What [software type/equipment] would you use for this role?
• Have you got any previous experience—including work experience and voluntary work—in a role of this type/using these tools?

Category #3. Reaction-based questions

Nobody wants a live-wire in their tool box. ⚡That’s why it’s important to do some detective work around your candidate’s natural reactions. This type of question will show what they’d do in a tricky situation and how good of a mediator they are—so you won’t be caught off-guard in a stressful situation.

Top reaction-based questions:

• What skills do you think are important to… handle a difficult customer/client Connect with colleagues you don’t click with? Etc.
• Describe a problem or challenge you’ve had to deal with.
• Tell us how you think you’d cope in a stressful situation.

Category #4. Motivation-based questions

A big piece of info to uncover is how much your candidate knows (and loves) your company. After all, the more they’re into you, the more effort they’ll put into the role. So, do a little digging around why your candidate has applied and what they really think of your company. ⛏️

Top motivation-based questions:

• What drew you to apply for a role at our company?
• Why did you apply for this particular position?
• Where do you see yourself in X years?

Category #5. Interest-based questions

At the end of the day, this candidate is potentially someone you’ll have to work with for a while. You want them to be their best to help you be your best—and at the root of it, that means getting to know them from day one to make sure they’re a great culture fit.

Top interest-based questions:

• What was your favourite subject at school and why?
• Do you have any hobbies or interests that will help you achieve results in this role?
• Is there anything else you’d like to tell us about your interests or experience to support your application?

Become an apprenticeship interview pro

Apprenticeships are here to stay—and by acing your apprenticeship interview technique, you’re sure to find the best-fit candidates out there.

That’s why it’s so important to get the angle right from day one.

Whether you ask how they take their coffee before they even arrive, or give them room to chat about their hobbies, 90% of your job is to make them feel relaxed enough to allow you an insight.

So, it’s time to grab a pen, sit back and start planning—because by launching your own apprentice program, your company will reap the rewards of some A-player apprentice input.