Why apprenticeship BDM hiring is hard

Because everyone says they can sell… and then you ask them about:

• Procurement

• Levy conversations

• SME objections

• Contracting and starts forecasting
  …and suddenly it’s “I’m more relationship-led.”

Relationship-led is lovely. But we still need starts.

Step 1: Decide what “BDM” means in your organisation

There are at least three different jobs wearing the same title:

1. Hunter BDM – new logos, outbound, pipeline creation

2. Account Growth / Employer Engagement – upsell, retention, expansions

3. Partnerships – strategic referrals, ITP networks, public sector frameworks

If you hire a farmer into a hunter role, don’t be surprised when the pipeline looks like a tragic garden.

Step 2: Write the spec for outcomes (not buzzwords)

Include:

• Target market: SME/levy/public sector

• Typical deal size and sales cycle length

• Whether they handle levy transfers (and how mature your offer is)

• Your programmes: high-demand standards, niche, national delivery etc.

• What marketing support exists (leads vs pure outbound)

• What “good” looks like: meetings/month, SQLs, conversion, starts

Must-have behaviours

• Evidence-based selling (MEDDICC-ish thinking without being annoying about it)

• Objection handling with examples

• CRM discipline (because “it’s in my head” isn’t a pipeline)

Step 3: Where to find great apprenticeship salespeople

Top performers come from:

• Training providers (obvious)

• Awarding / EPA / EdTech (often excellent)

• Workforce solutions / compliance-heavy sales environments (strong process)

Best sourcing:

• LinkedIn targeted by: “apprenticeship”, “employer engagement”, “levy”

• Specialist recruitment network (faster; less time-wasting)

Step 4: Interview questions that expose real competence

1. “Tell me your last 3 wins—how did each start and how did you close?”

2. “What’s your outbound cadence when you have zero warm leads?”

3. “Walk me through a levy conversation with a sceptical HRD.”

4. “What does your pipeline look like at each stage?”

5. “Show me how you forecast starts realistically.”

6. “How do you work with delivery to protect reputation?”

Simple test: ask them to write a 6-line outreach message to a CFO + a HRD.
If it’s all fluff, they’re fluff.

Step 5: Comp, commission, and keeping them

The best BDMs want:

• Clear commission rules (no “we’ll see”)

• Quick credit for meetings AND starts (balanced)

• A strong product (or at least honesty about what’s in flight)

If you need consultative, credible apprenticeship sales talent—not just someone who can talk fast—NSA can introduce the kind of BDMs your competitors quietly employ.
spencer@nationalskillsagency.co.uk |

020 3953 1984

Why Apprenticeship BDMs Are So Hard to Hire – And How To Win the Talent War

If you’re trying to recruit Business Development Managers, Employer Engagement staff or Sales Managers in the apprenticeship and skills sector, you’ll know it already feels like a full-time job. Roles stay open for months, good candidates vanish mid-process, and salary expectations keep creeping upwards.

At National Skills Agency, we’re speaking to providers and awarding bodies every day who are all wrestling with the same issue: demand for strong BDMs has never been higher – and supply has never felt tighter.

What’s driving the shortage of apprenticeship BDMs?

A few factors have collided:

• More providers chasing the same employers – As apprenticeship funding and bootcamps have grown, so has competition for employer relationships. Everyone wants experienced BDMs with established networks.
• Hybrid commercial/public sector skillset – You’re not just hiring “salespeople”; you need people who understand levy, compliance, ESFA rules and sectors like construction, digital or health. That combination is rare.
• Rising expectations on performance – Many providers now expect BDMs to be strategic partners: spotting new programmes, shaping employer solutions and feeding back market intel.
• Private sector competition – Strong apprenticeship BDMs are attractive to commercial training companies, software vendors and HR tech firms, all of whom can sometimes pay more and move quicker.

How to make your BDM roles more attractive

If you want to stand out in this market, a generic job spec won’t cut it. You need to be clear on three things:

1. A realistic salary and OTE

Candidates talk. They know what the market is paying. If your base and OTE are out of line, you simply won’t see the strongest people. Benchmark against current sector rates and be prepared to flex for genuinely outstanding profiles.

2. A clear territory, targets and support

BDMs want to know:

• Which sectors/regions they’ll own
• What “good” looks like in year one
• What support they’ll get from marketing, operations and delivery

Vague expectations are a red flag. Specifics build confidence.

3. A story they can get behind

Good people are choosy. They want to represent providers who:

• Deliver quality and achieve strong outcomes
• Have a clear growth plan
• Invest in their staff
• A strong supportive culture has never been so important to candidates

Show them your Ofsted story, learner success, employer feedback and growth plans. This isn’t “spin”; it’s how you differentiate yourself from every other advert in their inbox.

How NSA can help

National Skills Agency lives and breathes this market. We:

• Maintain a sector-specific talent pool of apprenticeship BDMs, Employer Engagement Managers and Sales Leaders
• Understand funding, standards and employer needs, so we can qualify candidates quickly and at pace – we know what good looks like
• Advise on salary benchmarking, job design and realistic targets, so you can attract and retain the right people

If you’re struggling to hire BDMs or want to sense-check your package against the market, get in touch with the NSA team for an honest conversation.

020 3953 1984

???? spencer@nationalskillsagency.co.uk

Top Skills Required for Business Development in the Training and Apprenticeship Sector

In the dynamic world of training and apprenticeships, business development professionals play a crucial role in expanding opportunities and forging valuable partnerships. Strong consultative engagement with employers to understand their apprenticeships needs is crucial.

Here are the top skills required to excel in this sector:

1. Strategic Thinking: Successful business development relies on the ability to see the bigger picture. This includes identifying market trends, understanding industry needs, and developing long-term strategies that align with organisational goals.
2. Relationship Building: Strong interpersonal skills are essential. Building and maintaining relationships with educational institutions, employers, corporate partners is key to creating successful apprenticeship programs.
3. Communication Skills: Clear and persuasive communication is vital for pitching programs, negotiating contracts, and collaborating with stakeholders. Effective communication ensures all parties understand the value and benefits of apprenticeships.
4. Project Management: Managing multiple projects simultaneously requires excellent organisational skills. This includes setting goals, tracking progress, and ensuring that deadlines are met without compromising quality.
5. Marketing Acumen: Knowledge of marketing strategies helps in promoting apprenticeship programs. This includes understanding digital marketing, social media, and content creation to attract both apprentices and employers.
6. Analytical Skills: Analysing data to assess the success of training programs and making informed decisions based on these insights is crucial. This involves tracking key performance indicators (KPIs) and adjusting strategies as needed.
7. Problem-Solving: The ability to quickly address and resolve issues that arise during program development and execution is vital. This ensures smooth operations and maintains the trust of partners and apprentices.
8. Adaptability: The training and apprenticeship sector is constantly evolving. Being adaptable and open to change allows business development professionals to stay ahead of industry shifts and maintain a competitive edge.

By honing these skills, business development professionals can effectively contribute to the growth and success of training and apprenticeship programs, ensuring they meet the needs of both apprentices and employers. This multifaceted approach not only enhances personal career growth but also significantly impacts the broader landscape of workforce development.

The National Skills Agency is the UK’s specialist recruiter for the Apprenticeship, Awarding & Training marketplace.