Last month, we hosted an event bringing together employers, community organisations, education partners and young people from across the South West to explore practical ways to support underrepresented young people into work.

The theme was clear throughout the evening: employers don’t need huge budgets or complex programmes to make a meaningful difference. Small, intentional changes can significantly improve how young people, especially those from underrepresented backgrounds enter, experience and thrive in the world of work.

Below we have summarised the eight most actionable steps employers can take right now to support young talent.

Remove Unnecessary “Years of Experience” Requirements

Young people are often discouraged from applying for roles when job adverts prioritise tenure over ability. By focusing on skills and behaviours instead, employers can remove a major psychological and practical barrier, opening doors to those who may not follow traditional career paths but have strong potential.

Create Low‑Commitment Insight Opportunities

Insight Days, micro‑placements, office tours, mock interviews, or even short shadowing sessions can demystify the workplace. These bite‑sized experiences give young people valuable exposure and confidence, while also helping employers build early relationships with emerging talent.

Make Your Entry Pathways Clear and Visible

A simple, one‑page visual showing entry‑level roles, skills required, salary ranges and progression routes can dramatically improve transparency. When young people can see where they fit and how they can grow, the organisation becomes more accessible and aspirational.

Partner With Local Youth Organisations

Collaboration with specialist youth organisations such as Babbasa, Empire Fighting Chance, Bristol Bears Foundation and Not Impossible, ensures opportunities are designed around real need rather than assumptions. These partners bring a wealth of experience, credibility and community trust when working with young and underrepresented talent.

Encourage and Enable Staff to Mentor

Even a short mentoring conversation can shift a young person’s trajectory. Employers can have a huge impact by carving out time, recognising mentoring in performance frameworks, or providing light‑touch training to staff who want to get involved.

Build a Supportive First‑Day Experience

A well structured first day, complete with a buddy, clear expectations, and a simple upfront plan helps young people feel confident, welcomed and prepared. These small touches make professional environments far less intimidating.

Give Young People Ownership of Real Work

Assigning a small but meaningful project provides an opportunity to build confidence, develop skills and understand their own value. Responsibility and accountability for something will help them to gain hands-on practical experience which will in turn improve confidence as they grow in their early career.

Involve the Whole Organisation – Not Just HR

When teams across different functions get involved, young people can envision a broader range of possibilities. Exposure to varied roles shows them there is no single “right route” into the workplace and uncovers pathways they may never have considered.

A Final Thought

These eight actions reinforce a powerful message: impact comes from simple, human‑centred practices. By removing barriers, creating clarity and offering genuine support, employers can help unlock the potential of young people who simply need the chance to shine.

If you’d like to learn more about these themes or would like to get in touch with any of the organisations mentioned above, then please reach out .

In the rapidly evolving digital landscape, the future skills required by the workforce are changing at an unprecedented pace. The World Economic Forum’s 2024 report on “Fastest Growing and Declining Jobs by 2030” highlights the essential skills needed for the future, presenting both significant opportunities and challenges for the UK government and defence sector.

The Opportunity

The future job market is rich with potential for innovation and growth. For the UK government, this means an opportunity to harness new technologies and methodologies to improve public services and national security.

According to the World Economic Forum report, the fastest-growing jobs include roles such as big data specialists, fintech engineers, and AI and machine learning specialists.

By investing in these areas, the government can drive efficiency, reduce costs, and enhance service delivery. Moreover, the emphasis on green transition roles, such as environmental and renewable energy engineers, aligns with the government’s sustainability goals which also contributes to economic growth and job creation.

The Challenge

However, the shift towards these future skills also presents several challenges. One of the primary hurdles is the existing skills gap. Research by PA Consulting and McKinsey indicates that there is a significant gap between the current skill levels and those required for future roles. This gap needs to be addressed through comprehensive training and development programs.

Another challenge is the need for a cultural shift within government institutions. Traditional hierarchical structures may need to be re-evaluated to create more dynamic and flexible career paths. This shift is essential to attract and retain Gen Z talent, who prioritize flexibility, meaningful work, and a supportive work environment.

Conclusion

The future skills landscape presents a unique opportunity for the UK government to lead in digital transformation and innovation. However, it also requires a concerted effort to address the existing skills gap and to create a work environment that aligns with the values and expectations of the future workforce. The UK government must take proactive steps to embrace these changes, and ensure it is well-equipped to meet the challenges of the future and to continue delivering high-quality public services.

Get in touch

Would you like to chat about this topic further? Don’t hesitate to reach out to Nick Walrond or Mollie Hatton to find out more and continue the conversation.

Nick Walrond – Managing Director – [email protected]

Mollie Hatton – Head of Talent Consulting – [email protected]