Overview of the role
Business administrators support and engage with different areas of an organisation, interacting with both internal and external customers. They develop a highly transferable set of knowledge, skills and behaviours that apply across all sectors — including small and large businesses in the public, private and charitable sectors.
The role may involve working independently or as part of a team, contributing to the development, implementation, maintenance and improvement of administrative services. Business administrators build key capabilities that support progression towards future management responsibilities.
A core responsibility of the role is to add value by improving organisational efficiency. This is achieved through supporting functional areas, working across teams and resolving issues as required. The flexibility and responsiveness needed in the role allow the apprentice to develop a wide range of skills.
Business administrators are expected to carry out their duties efficiently and with integrity, demonstrating a positive attitude. The role requires strong written and verbal communication skills and a proactive approach to personal development. Administrators are also expected to show initiative, manage their own time and priorities, solve problems, make decisions and demonstrate potential for people‑management responsibilities through mentoring or coaching others.
Skills
What is required (advancing key skills to support progression to management)
IT
Proficient in using multiple IT packages and systems relevant to the organisation to produce letters, emails, proposals, financial documents and data analysis. This includes tools such as Microsoft Office or equivalent. Able to select the most appropriate IT solution for a given business need, update and review databases, record information and produce data analysis when required.
Record and document production
Produces accurate records and documents including emails, letters, files, payments, reports and proposals. Makes recommendations for improvements and presents solutions to management. Drafts correspondence, writes reports and reviews the work of others. Maintains records and files, handles confidential information in line with organisational procedures and coaches others in these processes.
Decision making
Demonstrates proactivity and sound judgement. Makes effective decisions based on clear reasoning and handles challenges maturely. Seeks guidance from experienced colleagues when appropriate.
Interpersonal skills
Builds and maintains positive working relationships within the team and across the organisation. Demonstrates the ability to influence and challenge appropriately. Acts as a role model to peers and develops coaching skills as their knowledge grows.
Communications
Communicates effectively face‑to‑face, by phone, in writing and through digital platforms. Selects the most appropriate communication channel for the situation. Demonstrates confidence and agility in communication, using authority appropriately. Understands and applies social media solutions responsibly. Responds to internal and external enquiries, representing the organisation or department professionally.
Quality
Completes work to a high standard, demonstrating the required level of expertise and a commitment to continuous improvement. Reviews processes independently and suggests improvements. Shares best practice across the organisation and coaches others to perform tasks correctly. Applies problem‑solving skills to resolve complex issues and acts as a key point of contact for addressing concerns.
Planning and organisation
Takes responsibility for initiating and completing tasks, managing time and priorities to meet deadlines. Manages expectations of colleagues at all levels and sets a positive example. Suggests improvements to working practices, considering wider organisational impacts. Manages resources such as equipment and facilities. Organises meetings and events, takes minutes and creates action logs. Oversees logistics such as travel and accommodation.
Project management
Uses project‑management principles and tools to scope, plan, monitor and report on projects. Plans resources effectively and leads or contributes to projects as required.
Behaviours
What is required (Role-model behaviours and positive contribution to culture).
Professionalism
Demonstrates professional behaviour. This includes: appropriate personal presentation, respect, respecting and encouraging diversity to cater for wider audiences, punctuality and attitude to colleagues, customers and key stakeholders. Adheres to the organisation’s code of conduct for professional use of social media. Acts as a role model, contributing to team cohesion and productivity – representing the positive aspects of team culture and respectfully challenging inappropriate prevailing cultures.
Personal qualities
Shows exemplary qualities that are valued including integrity, reliability, self-motivation, being pro-active and a positive attitude. Motivates others where responsibility is shared.
Managing performance
Takes responsibility for their own work, accepts feedback constructively, uses initiative and demonstrates resilience. Takes ownership of personal development, asks questions when needed and informs their line manager when tasks are completed. Conducts thorough self‑assessments and follows organisational procedures.
Responsibility
Demonstrates taking responsibility for team performance and quality of projects delivered. Takes a clear interest in seeing that projects are successfully completed and customer requests handled appropriately. Takes initiative to develop own and others’ skills and behaviours.
Duration
18 months (excluding the end‑point assessment period)
Delivery
Training is primarily delivered in the workplace, with a minimum of 6 hours per week dedicated to off‑the‑job learning. An assessor will regularly visit the workplace to observe performance and conduct professional discussions.
Learners will complete a Level 3 Business Administration qualification before undertaking the end‑point assessment. On completion, progression routes include advanced or higher apprenticeships at Levels 3, 4 or 5.
End Point Assessment
The end-point assessment (EPA) for Business Administration contains 3 methods of assessment which will be graded as Fail, Pass or Distinction:
- Knowledge test
- Portfolio-based interview
- Project presentation
Candidates for this course should be working in a related sector.
All applications will be reviewed on an individual basis. If you have experience or previous knowledge that will support your application please remember to include it. Apprentices without level 2 English and maths, aged 16-18, will need to achieve this level prior to taking the End-Point Assessment.
Under new rules, apprentices aged 19 and over will no longer be required to achieve a Level 2 functional skills qualification in English and Maths to complete their apprenticeship. Although, the decision will be at the employers discretion, and apprentices are encouraged to discuss these requirements with their employer or training provider.
Maximum funding: £5,000
As an employer that doesn’t pay the apprenticeship levy, you pay just 5% towards the cost of training and assessing an apprentice.
The government will pay the rest up to the funding band maximum.
You’ll pay the training provider directly and agree on a payment schedule.
If you employ fewer than 50 employees, the government will pay 100% of the apprenticeship training costs up to the funding band maximum for apprentices aged:
- 16 to 21
- 19 to 24 with an education, health and care plan provided by their local authority or has been in the care of their local authority
Paying employer National Insurance contributions
Employers may not need to pay Class 1 National Insurance contributions for an apprentice, if the apprentice is:
- under 25 years old
- on an approved UK government apprenticeship standard or framework (these can differ depending on country)
- earns less than £967 a week (£50,270 a year)
The apprentice, as an employee, will continue to pay Class 1 insurance contributions through their salary, this will only benefit the employer.
Read HMRC’s guidance on paying National Insurance contributions.
