With NEET rates at a ten-year high, Nichola Hay MBE explores how UK businesses can rethink early career job roles, from apprenticeships to flexible entry routes. Investing in young talent is not just ethical, it’s a smart business strategy that builds skills, boosts retention and shapes a resilient, future-ready workforce.
The proportion of young people not in employment, education or training (NEET) in the UK has reached 13.5%, marking the highest rate in ten years. This highlights urgent risks to economic stability and social welfare. To tackle this challenge, the recently implemented Youth Guarantee now provides young people who have been on Universal Credit for 18 months or more with opportunities for paid employment and targeted guidance.
Businesses can actively support youth employment
However, beyond these measures, businesses can actively support youth employment by offering apprenticeships, the newly introduced foundation apprenticeships, internships, and entry-level roles, helping to safeguard the economy while developing the next generation of talent sustainably.
Reimagining job vacancies
A good starting point for creating more opportunities for young people is to review current skills requirements, rethink all existing vacancies, and consider whether they can be adapted or restructured for hiring and internally upskilling earlier talent. Developing clear pathways into work not only opens doors for new talent to enter the organisation but also supports the growth and progression of existing employees. Doing so enables organisations to tap into undiscovered talent and diversify their workforce.
Opening up multiple routes of entry
After reviewing existing vacancies and team structures, organisations should consider the variety of entry routes that can effectively bring young people into the workforce. This means opening up opportunities for new talent at all levels, including school leavers, college leavers, A-level students, and graduates, which in turn creates a bigger pool to recruit from.
These opportunities might include apprenticeships, graduate programmes, internships, bootcamps, or paid work experience, in addition to opportunities available through the Youth Guarantee. The recently launched foundation apprenticeships offer a practical way to attract a wider pool of talent, support the development of future professionals, and provide young people with meaningful starting points in their careers.
Foundation apprenticeships offer young people under 22 a supported pathway into employment, combining on-the-job training with essential skills development. Designed to align with business needs, foundation apprenticeships serve as an important ‘earn while you learn’ stepping stone toward Level 3 or 4 apprenticeships, further education, or professional qualifications.
Research from the Youth Futures Foundation shows that 65% of young people view apprenticeships as a strong route into the labour market, highlighting the widespread appeal of vocational options. While each entry pathway helps young people grow their skills and confidence, their success often relies on their line managers providing clear guidance and effective mentoring.
To ensure this support is in place, organisations should collaborate with training providers to equip line managers with tailored guidance. This enables them to create structured, positive learning experiences that improve retention, build a skilled talent pipeline, and boost overall workforce engagement.
Embracing non-linear career pathways
Employers should provide opportunities for both traditional, linear career paths and more flexible “squiggly” ones, enabling clear progression while giving young people the freedom to move between roles.
For example, the Digital Foundation Apprenticeship equips learners with essential skills in software, data, and AI, competencies that can be applied across a wide range of functions, from HR and finance to accountancy. Some apprentices progress in a straightforward way into higher-level programmes or permanent positions, whereas others take a more varied route, building experience across teams and emerging as advocates for data and AI.
Whichever path they take, both approaches help young people develop confidence, readiness for work, and the adaptability needed in an ever-evolving labour market.
Prioritising mentoring and skills development
Connecting young employees with experienced mentors offers practical, on-the-job learning while boosting confidence and developing essential skills. Even in cases where permanent employment isn’t immediately available, the hands-on, transferable skills gained help young people navigate professional environments and improve their employability. Complementary structured training can further enhance soft skills and provide insight into career pathways, increasing awareness of different sectors, roles, and progression opportunities.
To encourage greater employer flexibility, the government has introduced short courses, which have recently been renamed “Apprenticeship Units” in the Post-16 White Paper. These are primarily designed to support the upskilling of the existing workforce through the apprenticeship levy (the growth and skills offer). The first of these Apprenticeship Units is scheduled to launch in April 2026, targeting priority sectors identified in the Industrial Strategy.
Efficient recruitment practices
For entry-level positions, apprenticeships, and internships, recruitment processes may require adjustments. Unlike senior roles, candidates at this stage are not expected to bring extensive experience or deep industry knowledge.
By prioritising potential, soft skills, and a willingness to learn, employers can create a more beneficial experience for both themselves and applicants. Alternative assessment methods such as skills-based tests or group exercises can offer young people a fair chance to showcase their abilities and enthusiasm for growth.
Investing in youth jobs is investing in our future
Supporting youth employment is not only a social responsibility but also a smart strategic move. By partnering with reputable training providers, employers can provide structured support and a variety of entry pathways, attracting diverse talent across the organisation.
Considering that 61% of apprentices and 56% of graduates remain employed with the same firm after five years, offering meaningful opportunities doesn’t only help young people develop skills, drive innovation, and build long-term commitment. It also strengthens businesses and contributes to a more resilient and inclusive economy.
Nichola Hay MBE is Director of Apprenticeships Strategy and Policy, BPP
