When Townside Surgery’s experienced practice manager retired, the partners faced a familiar dilemma: recruit externally or develop from within. They chose the latter, promoting Operations Manager Hayley Hadley to the role.
They recognised that, whilst Hayley had several years of practical experience and knew the practice inside out, she lacked formal management training.
The solution? Damar Training’s Operations Manager Apprenticeship – a decision that has delivered tangible business benefits whilst being fully funded through the Apprenticeship Levy.
The business challenge: Training beyond the workplace
Like many primary care practices, Townside Surgery operates in a demanding environment with complex staffing needs, regulatory requirements and constant pressure to deliver excellent patient care. When their practice manager retired and a replacement didn’t work out, the partners turned to Hayley, who had been working as an operations manager and was already performing many of the duties above and beyond her role.
Dr John Stoddart, one of the practice partners, explained: “Hayley was kind of parachuted into the job; she was already doing a lot of those duties when we asked her to take the role on, but we were conscious that we were needed to look for some training for Hayley.”
The partners recognised that effective people management – handling conflict, understanding different communication styles, leading change – requires more than just on-the-job experience.
“We didn’t really have the experience to think what was the best way to get Hayley the training she needed,” Dr Stoddart admitted. “The apprenticeship seemed like a really good way forward.”
Why apprenticeships?
Townside Surgery had previously employed experienced practice managers who arrived with their training already completed. Supporting an apprentice was new territory. However, the apprenticeship model offered several compelling advantages:
Cost-effectiveness: The apprenticeship was fully funded through the Apprenticeship Levy, meaning the practice could invest in Hayley’s development without additional training costs. “For us, it’s a win-win because obviously Hayley has been developed in her role, which is beneficial for the practice and of course her personal and professional development too, while costing the practice nothing financially.”
Work-integrated learning: Unlike sending someone on external courses, the apprenticeship allowed Hayley to continue in her role whilst learning. This meant no significant disruption to practice operations and immediate application of new skills.
Retention and loyalty: Investing in internal talent development demonstrates commitment to staff, improving retention and building a culture of continuous improvement.
Tailored development: The Operations Manager Apprenticeship covered all aspects of Hayley’s role, from people management and conflict resolution to project management and strategic thinking and aligned perfectly with the practice’s needs, thanks to Damar Training’s partnership with the Institute of General Practice Management (IGPM) adding an important sector-specific dimension.
By delivering the Operations Manager Apprenticeship in partnership with IGPM, Damar Training ensures that the programme is aligned not only with the national apprenticeship standard but also with the realities of general practice. The learning reflects the sector’s specific pressures, language and professional expectations – areas that generic management programmes may not address in the same depth.
For Townside Surgery, this meant Hayley’s development would be directly relevant to her role and the needs of the practice. The competencies she developed, the portfolio evidence she built and the reflective practice she undertook would all be meaningful within a general practice context.
The process: Implementation and support
As first-time apprentice supporters, Townside Surgery learned valuable lessons about structuring the learning effectively. The practice needed to balance Hayley’s demanding workload with the requirement for off-the-job learning hours.
Initially, there was some trial and error. “It was difficult for Hayley to find her feet with it in terms of knowing what best to do – do you block out a full day of the week, or do you put aside two hours every day?” Dr Stoddart recalled. The practice learned that flexibility was key, ultimately allowing Hayley to split her learning across two days rather than dedicating a full day, which improved her concentration and productivity.
The partners also recognised their responsibility as employers to protect that learning time. “You need to appreciate that you need that time to put aside for learning and to be able to implement your learning as well as part of your job,” said Dr Stoddart. “As an employer, I need to think, what am I doing to support Hayley to ensure that she’s got the time that she needs to be able to do the apprenticeship?”
Dr Stoddart’s role as supervisor involved regular check-ins, reviewing progress, and helping Hayley connect her learning to real practice challenges. This wasn’t just administrative oversight; it was active engagement with her development.
The results: Benefits across practice operations
The impact of Hayley’s apprenticeship has been visible across multiple areas of practice operations:
Improved management capability: Hayley has developed confidence in areas she previously avoided, particularly difficult conversations and conflict management. “I can see how she’s developed within the role because of the apprenticeship and what she’s been learning and putting the things into use,” Dr Stoddart noted. “It’s been really good for the practice.”
Successful change management: When Townside Surgery implemented a new digital platform for patient access, Hayley applied project management tools learned through the apprenticeship to lead the transition. The structured approach ensured smooth implementation and a tangible business outcome directly attributable to her learning.
Enhanced team leadership: Dr Stoddart noted that Hayley “does feel more confident in making change on her own” and has developed “her own ways of managing the team and understanding different personalities.” This has improved staff relationships and team dynamics.
Strategic thinking: The apprenticeship has helped Hayley move beyond day-to-day operations to think more strategically about practice development and improvement.
Cost comparison: Compared to recruiting an experienced practice manager externally – with associated recruitment costs, higher salary expectations, and onboarding time – developing Hayley internally through a funded apprenticeship represented exceptional value for money.
The practice has also benefited from having a manager who deeply understands their culture, systems, and patient population – knowledge that would take any external hire considerable time to acquire.
These developments are particularly relevant to the professional expectations of general practice management. Through the apprenticeship, Hayley was not only gaining confidence in her day-to-day responsibilities but also developing and evidencing the broader management competencies that underpin professional recognition within the sector.
For Townside Surgery, the apprenticeship has been transformational, not just for Hayley but for the practice as a whole.
As Dr Stoddart concluded: “I would say everybody should consider it as an option because you’ve got somebody in the job who’s spending time developing themselves. It’s going to benefit you as an employer and it’s going to benefit your business in the long run.”
Key takeaways
- Flexibility delivers results: Allow apprentices to find the learning rhythm that works for them; what matters is protecting the time, not prescribing exactly when it happens
- Integration with real work accelerates impact: The most powerful learning happens when apprentices can immediately apply new skills to actual business challenges
- Funded training delivers exceptional ROI: For levy-paying employers, apprenticeships offer fully-funded professional development that would otherwise cost thousands of pounds; for non-levy payers, co-investment is still highly cost-effective compared to external recruitment or commercial training courses
- Internal development builds loyalty and culture: Investing in existing staff demonstrates commitment, improves retention and creates a culture of continuous improvement that benefits the entire organisation.
- Sector-relevant development supports progression: IGPM involvement ensures that apprentices develop management skills, portfolio evidence and reflective practice that are meaningful within general practice
- Partnership with the training provider matters: Choose a provider like Damar Training that understands your sector and offers responsive support.