Unlocking Leadership Potential at Capita
Since 2019, Capita has partnered with Corndel to revolutionise leadership development. The objective: to upskill existing and aspiring leaders across multiple divisions—including Capita Experience, Capita Public Service, Group Functions, Tech Ops, and CAIPO. This initiative supports individuals at all levels, from operational managers to strategic decision-makers, in building the capabilities needed for effective and future-ready leadership.
Over 1,100+ employees have enrolled in three leadership pathways: Accelerate (Level 3), Advance (Level 5), and Ascent (Level 7). Each programme blends practical, business-embedded learning with expert one-to-one coaching, empowering learners to lead with confidence, improve team performance, and deliver measurable value to the business.
Turning learning into strategic outcomes
Capita’s vision was clear: equip its leaders with consistent, high-quality development using Apprenticeship Levy funding. The outcomes speak volumes.
A learner from the Business Partner Finance team harnessed insights from their Ascent apprenticeship to revolutionise hardware procurement across multiple business units. “The apprenticeship shifted my mindset, I learned to address challenges head-on rather than waiting for them to sort themselves out,” they explained. “I wouldn’t have delivered these outcomes without the programme.” Their initiative led to nearly £500,000 in savings for the business by streamlining processes and reporting, optimising existing stock, centralising procurement, and demand tracking, and leveraging supplier discounts through bulk orders.
An Advance learner in the Infrastructure team used their learning to restructure team operations and deliver over £56,000 in profit. “I was responsible for the customer requesting four new resources that they would otherwise have sourced from elsewhere,” they explained. “This generated £31,000 per annum in profit.”
These aren’t one-off wins. Over 40% of Capita’s leadership apprentices reported delivering cost savings or revenue growth directly linked to their programme.
Capita learners achieved an average of 14 hours in time savings per month, largely thanks to improved time management, prioritisation, and delegation. One Accelerate learner from the Development Team described how the course freed up their schedule: “Before the apprenticeship, I found myself knee-deep in operational tasks, which stalled my growth and my team’s. By learning and applying delegation tactics and conflict-resolution strategies, I freed up about five hours of my weekly schedule. That extra bandwidth allowed me to broaden my portfolio and take on more strategic responsibilities.”
These time savings add up. Across hundreds of learners, Capita has unlocked the equivalent of 20 full-time roles through training alone.
One experienced leader in the Ascent programme added, “The greatest impact has been me actively listening more. I’ve managed people for 30 years, and this programme has sharpened existing tools — and added new ones.”
The intersection of higher education and industry is redefining professional potential
The partnership between JLP and Corndel represents a groundbreaking model of corporate-driven education, merging traditional academic rigour with practical, on-the-job learning. This approach blurs the lines between workplace training and higher education, offering a viable alternative to university education and reshaping leadership pipelines by valuing skills-based advancement.
JLP’s Level 7 Executive Leadership and Data programmes, delivered in partnership with Imperial College Business School—ranked the second university in the world (QS, 2025)—provide access to some of the brightest minds in leadership, data, and tech. The curriculum empowers learners to enhance both their human and technical skills. Leadership capabilities such as confidence, emotional resilience, and assertiveness are honed alongside cutting-edge tech skills, including AI and data-driven decision-making. “I have gained a better understanding of areas I didn’t know much about—for example, AI, the impact of a multi-generational workforce, and transformational leadership,” said one learner.
This fusion of human and technical competencies sits at the core of JLP’s transformation, ensuring that employees are adaptable to an evolving business landscape. Daniel Rowles, Programme Director at Imperial College Business School, asserts, “If we are not investing in our people, if we are not building skills, we will get out-competed. You need to be constantly upskilling and reskilling to keep pace with the rapid technological advancements.” Lifelong learning is a central theme echoed by learners who have undergone the programme. One shared, “The programme has provided continuous opportunities for self-reflection on personal leadership styles, professional reputation, and planning approaches to leading change… It has encouraged a more proactive and conscious mindset when approaching challenges and feedback to develop high-performing and happier, more satisfied teams.”
Leading a multigenerational workforce
Another standout feature of JLP’s apprenticeship initiative is its focus on multi-generational leadership. Leadership challenges have become increasingly complex, with five generations in the workforce. Learners are empowered to navigate these challenges, bringing inclusivity into the heart of their leadership styles. “I have found the apprenticeship experience and approach inspiring—it is energising me to look even deeper into my learning,” remarked one learner. “The support from Lesley at Corndel has been amazing and our 1:1s cover so much more than just the course. We exchange ideas and talk broadly about leadership and ways in which I can extend my learning beyond the apprenticeship.”
This focus on multi-generational inclusivity ties into broader trends around employee retention. Our survey of 1,000 UK employees supports this, with nearly three-quarters (73%) reporting that the opportunity for professional development is crucial in their decision to stay with their employer. This view is particularly strong among younger employees, with 90% of those aged 18-34 emphasising its importance, followed by 75% of those aged 35-54, and 54% of those over 55. JLP’s apprenticeships address this need by creating programmes that appeal to learners of all ages, ensuring that even the most seasoned Partners can continue to grow, remain engaged, and contribute meaningfully.
Leadership development at Capita isn’t just about building capability; it’s about building confidence and commitment.
More than 73% of learners said their programme influenced their decision to stay with Capita, and over half had already received promotions, pay rises or increased responsibility by the time they finished.
An Accelerate learner explained, “After completing the apprenticeship, I felt more confident applying for a team manager role, and I got it. I’m no longer afraid to speak up, and I’m more effective in my daily work.”
Another shared: “I’ve been successful in gaining my first management role in my dream job. The business has been able to promote from within, which keeps onboarding costs down and shows they’re serious about developing their staff.”
One Advance learner described the long-term ripple effect: “The course opened my eyes to managing people better. There is a high level of trust in my new team, and I’ve been able to mentor new team managers who value my advice.”
Capita’s strategy is proving that investing in people fosters not just retention, but loyalty. As one Accelerate participant put it: “Capita enables us to learn alongside our day jobs. It’s amazing, and keeps me loyal to staying within the company.”
Capita’s leadership apprentices aren’t just growing, they’re transforming the way their teams work.
One learner reported: “The biggest change is the way my team communicates, allocates, and completes work. This has benefited our culture and facilitated the emergence of new, innovative ideas. Colleagues now raise process improvements independently and better understand our mission.”
These changes are being seen and felt by colleagues across the business. A line manager praised a learner’s development, saying, “The course has provided valuable experience and validation… Continue to stay connected with your team by leveraging your leadership skills, effective communication, and ongoing development.”
Learners’ growth was also validated through 360° feedback, with double-digit improvements in emotional intelligence, role modelling, and communication skills.
Capita’s investment is paying off. Each leadership learner generated an average of £21,284 in business value through live workplace projects, with the programmes achieving a 126% return on investment (ROI) on Apprenticeship Levy spend.
One learner from the Procurement team summed it up perfectly: “The process of delegating and giving ownership of cost saving has allowed the team to create their own pipeline of opportunities… and has contributed £350,000 to our year-end savings.”
Through its partnership with Corndel, Capita has developed an internal pipeline of high-performing managers, achieved measurable savings, and established a culture of high trust and high performance.
As one Ascent learner put it, “The greatest impact has been taking more confidence away in my own ability, understanding my position as a leader, and being able to mould my approach to get the greatest benefit, personally and for my organisation.”
Capita’s leadership programmes aren’t just a learning intervention. They serve as a strategic lever for performance, culture, and long-term growth.
Success without the wait
We’ve partnered with over 400 enterprise organisations, and tens of thousands of people within them. Here’s just a snapshot of their stories, showing what’s possible when you give people everything they need to thrive.
