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L5Apprenticeship3252 approved providers
The Level 5 Learning and development consultant business partner, and the 2 providers delivering it.
Making sure that learning and development contributes to improved performance in the workplace.
About this apprenticeship
What this apprenticeship covers
This apprenticeship focuses on aligning learning and development activity with business performance. Apprentices develop skills in diagnosing learning needs, designing and commissioning development solutions, and evaluating whether those solutions deliver measurable impact. They learn how to build effective relationships with stakeholders, influence business decisions, and act as a credible partner to senior managers. The programme also covers understanding organisational strategy, managing L&D budgets or projects, and applying evidence-based approaches to workforce development.
Day-to-day responsibilities
An apprentice in this role typically works closely with managers and HR teams to identify skills gaps and agree development priorities. Week to week this might involve conducting learning needs analyses, briefing internal facilitators or external suppliers, tracking programme effectiveness, and reporting back to business stakeholders. They will handle project coordination, contribute to L&D strategy discussions, and use data from evaluations or people systems to inform decisions about what development activity to run or discontinue.
Career outlook
Completing this apprenticeship typically leads to roles such as L&D Business Partner, L&D Manager, Organisational Development Consultant, or Talent Development Manager. Progression can move towards Head of L&D or OD Director in larger organisations. Employers across most sectors hire for this level of L&D work, including financial services, healthcare, retail, central and local government, and professional services. The qualification is relevant for anyone moving from a coordination or delivery role into a more strategic, consultative position within an HR or people function.
2 approved providers
Sorted by achievement rate.
CMS Vocational Training
Employer: 4.0
CMS Vocational Training Ltd is an established apprenticeship and skills provider based in Batley, We...
Total People Ltd
Employer: 3.0
Total People is an apprenticeship and work‑based learning provider offering programmes across a wide...
Career outcomes
Roles after completion
Completing this standard typically leads into roles such as Learning and Development Business Partner, L&D Consultant, Organisational Development Adviser, or Senior Learning and Development Adviser. Some completers move into a standalone L&D Consultant position working across a business unit, while others take on a People Development Specialist role embedded within an HR function. The focus in these positions is on diagnosing performance gaps, designing solutions, and measuring the impact of learning activity on business outcomes.
Progression paths
Within three to five years, many people in these roles progress to L&D Manager, Head of Learning and Development, or Senior Organisational Development Business Partner. From there, two tracks tend to open up. The leadership route runs towards Head of People Development, Director of L&D, or Chief People Officer. The specialist route leads to senior consultancy, talent strategy, or organisational design work, often with responsibility for setting learning frameworks across large or complex organisations.
Where these roles sit
Most demand comes from mid-sized and large employers across financial services, retail, healthcare, central and local government, utilities, and professional services. NHS trusts, large logistics operators, financial institutions, and public sector bodies all maintain internal L&D functions at this level. Smaller organisations sometimes bring in L&D consultants on a contract basis. Both private and public sector employers hire at this level, and there is a well-established market for in-house roles alongside independent consultancy work.
How it's assessed
How the apprenticeship is assessed
Throughout this apprenticeship, learning happens in the workplace alongside day-to-day responsibilities, building the knowledge, skills and behaviours needed to support organisational performance through effective learning and development practice. Before final assessment, the apprentice and employer confirm readiness through a gateway review, which checks that sufficient evidence of competence has been gathered. Final assessment then determines whether the apprentice can operate at the level expected of a learning and development professional who works as a strategic partner to the business. Assessment models for many Level 5 standards are currently being updated, so check the standard's gov.uk page for the current specification.
What learners need to prepare
Building a strong body of workplace evidence from early in the programme is the most practical step a learner can take. That means keeping records of projects, consultancy conversations, needs analyses, and evaluation activity as they happen, rather than trying to reconstruct them later. Working closely with both the employer and training provider throughout helps ensure the evidence collected genuinely reflects the standard's requirements. Leaving documentation until the final months creates unnecessary pressure and risks gaps in coverage, so consistent record-keeping across the whole apprenticeship is advisable.
Choosing a provider
What good looks like
Look for providers whose tutors have worked as L&D professionals themselves, not just as trainers or assessors. On FATP profiles, an achievement rate above 65% is a baseline; above 75% suggests the provider can carry learners through a genuinely demanding programme. Employer satisfaction scores matter here because L&D apprentices are often managing upward, influencing senior stakeholders, and providers need to understand that business context. Check whether the provider uses real workplace projects as evidence, and whether their curriculum covers consultancy skills, data-driven evaluation methods, and business partnering alongside instructional design.
Red flags to watch for
Be cautious of providers who treat this as a knowledge-only qualification with little structured work-based application. If a provider cannot explain how they help apprentices demonstrate measurable impact on organisational performance, that is a gap. High learner volumes paired with a falling achievement rate can indicate stretched support. Vague answers about how off-the-job hours connect to real L&D strategy work suggest a generic business programme with an L&D label on it. Check whether any alumni have moved into genuine business partner or consultancy roles.
Questions to ask before you commit
- How do your tutors stay current with L&D practice, including evaluation frameworks like Kirkpatrick or the Learning Transfer Evaluation Model?
- How do apprentices build evidence of influencing business performance, not just delivering training?
- What does a typical work-based project look like on this programme, and who assesses it?
- How do you support apprentices who work in small L&D teams or as sole practitioners?
- What is your current achievement rate for this standard specifically?
- How do you prepare apprentices for the end-point assessment, and what does your EPA pass rate look like?
- Can I speak to an employer who has had someone complete this programme?
Common questions
What are the entry requirements for this apprenticeship?
Employers set their own entry criteria, but most expect applicants to have some prior experience in a learning and development or HR-related role. A level 3 qualification or equivalent experience is a common benchmark. Apprentices must be in a genuine employed role where they can apply L&D skills in real workplace contexts. English and maths requirements apply; check the current standard on gov.uk for the specific level required.
How long does the apprenticeship take and what does the time commitment look like?
The typical duration is 18 months, though the actual length depends on the apprentice's starting point and employer context. Apprentices remain employed throughout and learn on the job, with a portion of working hours dedicated to off-the-job learning. The exact minimum off-the-job requirement is subject to revision under current Skills England reforms, so check the latest specification on gov.uk before planning delivery.
How is this apprenticeship assessed?
Apprentices must reach a gateway point where their employer, training provider, and the apprentice agree they have demonstrated the required knowledge, skills, and behaviours. Assessment methods for many standards are being updated, so the specific end-point assessment approach, whether that includes a professional discussion, a work-based project, or another method, should be confirmed against the current standard at gov.uk. Competence must be evidenced in a real work environment.
How does an employer pay for this apprenticeship?
The funding band for this standard is £7,000. Levy-paying employers draw that cost from their digital apprenticeship service account. Smaller employers who do not pay the levy contribute 5% of the training cost and the government funds the remaining 95%. If you take on an apprentice aged 16 to 18 and have fewer than 50 employees, government funding covers the full cost. Payments go directly to the training provider.
What does an apprentice in this role actually do day to day?
Day-to-day work centres on identifying where learning can address performance gaps, designing or commissioning appropriate L&D interventions, and measuring whether those interventions deliver results. Apprentices typically consult with managers and stakeholders to understand business needs, build learning programmes, and evaluate their impact. The role sits at a business partner level, meaning it requires influencing skills and the ability to align L&D activity with organisational strategy rather than simply delivering training.
What can someone do after completing this apprenticeship?
Completing this standard positions someone for senior L&D or organisational development roles, including L&D manager, head of people development, or an OD business partner. Some graduates go on to chartered membership of the CIPD, which requires a separate qualification pathway. Others move into consultancy, either internally or independently. The business partner experience gained is also recognised across HR more broadly, opening routes into wider people and talent functions.
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Curated by Alex Lockey, FATP founder and editor. Last reviewed: .
Sources include the apprenticeship's official specification on apprenticeships.gov.uk, Skills England guidance, IfATE archive records, DWP funding bands, and provider data sourced directly from the public Apprenticeship Provider and Assessment Register (APAR). Standard reference: 325.
Some sections on this page were drafted with AI assistance from published source data and reviewed by a human editor before publication. See our editorial methodology for how we maintain this content. Spotted something out of date? Tell us.