Level 3 Team Leader/Supervisor  


An 18-month Team Leader programme 


Programme Overview:

A Team Leader/Supervisor is a first line management role, with operational/project responsibilities or responsibility for managing a team to deliver a clearly defined outcome. They provide direction, instructions and guidance to ensure the achievement of set goals. Working in the private, public or third sector and in all sizes of organisation, specific responsibilities will vary, but the knowledge, skills and behaviours needed will be the same whatever the role.   

Key responsibilities are likely to include supporting, managing and developing team members, managing projects, planning and monitoring workloads and resources, delivering operational plans, resolving problems, and building relationships internally and externally.   

Roles/Occupations may include Supervisor, Team Leader, Project Officer, Shift Supervisor, Foreperson, and Shift Manager.  


What you will learn – Knowledge and understanding  

Interpersonal excellence – managing people and developing relationships  

Leading People 

Able to communicate organisation strategy and team purpose and adapt style to suit the audience. Support the development of the team and people through coaching, role modelling values and behaviours, and managing change effectively.   


Managing People 

Able to build a high-performing team by supporting and developing individuals and motivating them to achieve. Able to set operational and personal goals and objectives and monitor progress, providing clear guidance and feedback.   


Building Relationships 

Building trust with and across the team, using effective negotiation and influencing skills, and managing any conflicts. Able to input to discussions and provide feedback (to team and more widely) and identify and share good practice across teams. Building relationships with customers and managing these effectively.  



Able to communicate effectively (verbal, written, digital), chair meetings and present to team and management. Use of active listening and provision of constructive feedback.   


Operational Management 

Able to communicate organisational strategy and deliver against operational plans, translating goals into deliverable actions for the team, and monitoring outcomes. Able to adapt to change, identifying challenges and solutions. Ability to organise, prioritise and allocate work, and effectively use resources. Able to collate and analyse data and create reports.   


Project Management 

Able to organise, manage resources and risk, and monitor progress to deliver against the project plan.  Ability to use relevant project management tools and take corrective action to ensure successful project delivery.   



Applying organisational governance and compliance requirements to ensure effective budget controls.   


Personal Effectiveness – managing self  


Able to reflect on own performance, seek feedback, understand why things happen, and make timely changes by applying learning from feedback received.   


Management of Self 

Able to create an effective personal development plan and use time management techniques to manage workload and pressure.   


Decision Making 

Use of effective problem-solving techniques to make decisions relating to delivery using information from the team and others, and able to escalate issues when required.  


Team Leaders/Supervisors demonstrate the following behaviours:  


What is required (developed and exhibited in the workplace)   


Takes responsibility 

Drive to achieve in all aspects of work. Demonstrates resilience and accountability.  

Determination when managing difficult situations.   



Open, approachable, authentic, and able to build trust with others.  Seeks views of others.   



Flexible to the needs of the organisation. Is creative, innovative and enterprising when seeking solutions to business needs. Positive and adaptable, responds well to feedback and need for change.   



Sets an example, and is fair, consistent and impartial. Open and honest. Operates within organisational values .


How is this course assessed?   

Full time work-based learners will typically spend 16/18 months on-programme working towards the apprenticeship standard, with a minimum of 20% off this time being off-the-job training.   

Learners without English and Maths at a level 2 must achieve level 2 prior to taking their End Point Assessment (EPA).    

The end point assessment should only start once the employer is satisfied that the gateway requirements for EPA have been met and that the learner is consistently working at or above the level set out in the standard.  

Through the journey to the gateway with GEM Partnership you will complete a set of mini gateways ensuring that you are ready to take the EPA.  

The EPA consists of three distinct assessment methods:   

  • Assessment of knowledge through a test using scenarios, questions and responses.  
  • Assessment of competency through competency-based interview  
  • Assessment of portfolio of evidence.  
  • Continuing Professional Development Log reviewed and professional discussion/question and answer session.  

Performance in the EPA will determine the learner grade of fail, pass, merit or distinction.