JGW Training Limited

Further education and skills inspection report

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Overall effectiveness Good

The quality of education Good Behaviour and attitudes Good Personal development Good Leadership and management Good Apprenticeships Good Overall effectiveness at previous inspection Not previously inspected

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Information about this provider

JGW Training Limited was established in 2009 as a privately owned independent learning provider. It became an employee-owned company in May 2021. JGW Training Limited operates as Ascento Learning and Development (Ascento). It specialises in digital, marketing and management apprenticeships. Ascento offer apprenticeships from level 3 to level 7.

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Information about this provider

Ascento began offering non-levy and levy-funded apprenticeships in August 2017. At the time of the inspection, there were 234 apprentices on standards-based apprenticeships. There are 116 apprentices studying level 3 digital marketer, team leading and IT sales apprenticeships. There are eight level 4 marketing executive apprentices, 73 level 5 operational department manager apprentices and 22 level 6 marketing manager apprentices. Leaders have recently introduced level 7 strategic management and there are 15 apprentices on that course. All apprentices are employed, over the age of 19 and work in a wide range of employers across England. 5–8 October 2021

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What is it like to be a learner with this provider?

Apprentices enjoy their experience at Ascento. They benefit from high-quality online training taught by well-qualified and experienced tutors who use a wide range of interactive and engaging online learning resources. This ensures that apprentices learn and develop skills and behaviours that support their job role and contributes to their employer’s business.

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What is it like to be a learner with this provider?

Managers work closely with employers to recruit apprentices who will benefit from an apprenticeship. Together, they ensure that apprentices are given the necessary time, resources, and support to achieve and do well on their courses.

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What is it like to be a learner with this provider?

Tutors develop excellent relationships with apprentices, who are supported well. Tutors facilitate professional discussions to help apprentices practise in a safe environment. Operation department manager apprentices develop skills in prioritising and negotiating, digital marketer apprentices apply theory about customer life cycles and marketing manager apprentices explore new and emerging trends.

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What is it like to be a learner with this provider?

Apprentices feel safe and know how to keep themselves safe. They complete safeguarding training during their introduction to the course. This is updated by tutors in review sessions. However, apprentices do not have a good recall of the ‘Prevent’ training they have completed.

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better?

Leaders’ rationale for the apprenticeship provision is clear. They have expertise in digital, marketing and management and that is their apprenticeship offer. Leaders work closely with regional and local enterprise partnerships to ensure their apprenticeships meet the training and skills gaps identified by employers.

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better?

Leaders develop highly relevant workplace skills and behaviours training. For example, level 5 operational department manager apprentices have specific training to help them complete appraisals effectively.

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better?

Leaders and managers have strong partnerships with employers. Tutors hold frequent review meeting with employers and apprentices to monitor progress and ensure opportunities are available to practise new skills.

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better?

Tutors organise the curriculum in an appropriate order. Level 5 operational department manager apprentices learn about their own pre-existing attitudes and beliefs. They identify their personal strengths and weaknesses, learn about time management and delegation techniques. Apprentices then reflect on these before moving on to more complicated topics like finance or leadership theory.

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better?

Tutors teach in a variety of ways to ensure apprentices remember more and use the training in their jobs wisely. Apprentices make good use of the bespoke learning 5–8 October 2021 platform. This provides a broad range of resources, including industry-quality videos, lectures, workbooks and research papers. Online learning is followed with one-to- one coaching sessions. This enables apprentices to reflect and assimilate learning to their work practice.

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better?

Tutors skilfully check apprentices’ understanding by revisiting topics to identify misunderstanding or gaps in knowledge. Effective teaching strategies and discussions ensure apprentices learn and understand the course content and how to apply it.

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better?

Tutors do not take apprentices starting points in English and mathematics into account when planning training for them. They do not use the identified gaps in knowledge, for example report writing, grammar and spelling, to help apprentices improve. Too much work does not have grammar and spelling errors corrected.

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better?

Tutors design assessments to reflect the work apprentices are doing. Level 3 digital marketer apprentices target their social media campaigns by adopting the correct tone, to increase sales and social media traffic. As a result, apprentices have a better understanding of social media marketing. Apprentices studying operational department manager apprenticeship now manage challenging conversations with their teams, such as the challenge of returning to the office following periods of lockdown.

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better?

Tutors prepare apprentices well for their final assessments. For example, tutors plan coaching sessions to review level 6 marketing manager apprentices’ fluency and consistency in the use of marketing strategies. Apprentices achieve well in their final assessments and many go on to more senior roles.

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better?

Tutors ensure apprentices understand equality, diversity and inclusion. They use high-quality resources and coaching sessions to explore ideas and themes. For example, level 3 team-leading apprentices use their unconscious bias training to improve interview processes for recruiting new staff.

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better?

Leaders do not ensure apprentices have access to impartial careers advice and guidance. Leaders have not developed a careers education programme. As a result, too many apprentices are unable to articulate other options the apprenticeship can lead to.

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better?

Leaders have good oversight of apprentices’ training and progress through effective performance reports. Leaders have established effective quality improvement processes to improve the quality of apprentices’ training.

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better?

Leaders and managers are held to account by a board of trustees. Trustees have appropriate experience and oversight of the apprenticeships. They challenge managers to improve the training apprentices receive. 5–8 October 2021

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Safeguarding

The arrangements for safeguarding are effective.

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Safeguarding

Leaders have a comprehensive and detailed safeguarding policy that is used appropriately to help keep apprentices safe. They follow safe recruitment practices when appointing new staff, to ensure they are suitably vetted before they commence employment.

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Safeguarding

All staff receive frequent safeguarding and ‘Prevent’ duty training, so they know how to keep apprentices and themselves safe. Leaders provide additional training for staff and apprentices on relevant topics such as sexual harassment and e-safety. Tutors use this training to help apprentices understand safeguarding and apply safe working practices. For example, apprentices are able to discuss issues related to workplace sexual harassment.

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What does the provider need to do to improve?

 Leaders should ensure an individualised approach to apprentices ongoing development of English and mathematics and that errors in apprentices’ work are routinely corrected.  Leaders should implement a careers education programme to ensure apprentices understand the breadth of options available to them once they complete their apprenticeship. 5–8 October 2021

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Provider details

Address 2 Dronfield Court, Wards Yard Dronfield Derbyshire S18 1NQ

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Provider details

Provider type Independent learning provider

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Provider details

Date of previous inspection Not previously inspected

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Provider details

Main subcontractors None 5–8 October 2021

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Information about this inspection

The inspection team was assisted by the Operational Director, as nominee. Inspectors took account of the provider’s most recent self-assessment report and development plans, and the previous inspection report. The inspection was carried out using the further education and skills inspection handbook and took into account all relevant provision at the provider. Inspectors collected a wide range of evidence to inform judgements, including visiting learning sessions, scrutinising learners’ work, seeking the views of learners, staff and other stakeholders, and examining the provider’s documentation and records.

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Inspection team

Alex Lang, lead inspector Her Majesty’s Inspector Rebecca Gater Ofsted Inspector Tony Greenwood Ofsted Inspector Jai Sharda Ofsted Inspector Susan Gay Ofsted Inspector Ian Higgins Her Majesty’s Inspector 5–8 October 2021 regulates and inspects to achieve excellence in the care of children and young people, and in education and skills for learners of all ages. It regulates and inspects childcare and children’s social care, and inspects the Children and Family Court Advisory and Support Service (Cafcass), schools, colleges, initial teacher training, further education and skills, adult and community learning, and education and training in prisons and other secure establishments. It assesses council children’s services, and inspects services for children looked after, safeguarding and child protection.

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Inspection team

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Inspection team

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Inspection team

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Inspection team

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