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Students,sectorsand skills-sets: asix-point plan for a modern Industrial Strategy

18 Dec 2025

and skillseducation lie at the heart ofIndustrial Strategysuccess. WerepresentThe 鶹&Enterprise Company’s Employer Advisory Group(EAG)a 25-strong business coalition across all priority sectors and founded on a core belief that early, meaningful, and inclusive employer engagement with young people is essential to building theskilled and motivatedworkforce our future economy needs.

Thisweek, we met BusinessMinister,BlairMcDougall,toshare oursix-point plan for putting young people at the forefront of a modern skills-led industrial strategy.

1. Start outreach early to catch generationaltalent

Early engagementshould be a cornerstoneofallbusinessoutreach– and be an unashamedly long-term investment of an ambitious Industrial Strategy.Employers do this because thebusiness caseis compellingand supports along termapproach to workforce planning. Engaging young people earlierimprovestalent pipelines:77% say their work in schools and colleges is encouraging young people to take up careers in their sector.Down the line business reportmorejobapplicationsas well as reducedrecruitment costs.

Primary educationoutreachbringsopportunity to spark curiosity and makejobs feel tangible and possible. Italsoarrestsdamaging stereotypes thatingrain bias andlockyoung peopleout ofsectors and roles.ʲѳ’s“Opening Doors to Opportunities” programmeis designed to helplearnersdevelop the foundational skills in literacy and numeracy, as well as essential skills needed for the workplace.

2. Make modern work experience the gateway to the skills system

TheGovernment's vision forreinvigoratingworkexperienceforall students offers auniqueopportunityto alignclassroom learning to the worldof work.Changingexpectationsabouthow young people see work, shaped by different life experiencesand business practice, means thatmanywant flexibility, purpose, and the chance to learn by doing, rather than following traditional paths.

Modern work experiencemustbreak away from the traditional ‘two-week block’ experience that for too long has been too inflexiblefor many students and employers.Flexibility’tequate to making tea ordoing thephotocopying;these early engagements with the world of work are fundamental inofferingreal-world insight,breadthanddepthtothe ranges of roles in a sector or workplace,skillsdevelopmentandequity.Flannery Plant Hireusework experience as an escalator into skillsbootcamps and paid employmentfor young people who often feel furthest away from opportunity.

3. Align national vision with local delivery

A dynamicIndustrial Strategyconjoins nationalintention withlocal delivery.Locality matters but sectorsareall-pervasive andnotconfined tooneplace.Businessesrely onnational consistencytoprovide an efficient entry point intotheskills system.Fragmentationcreatesvariability,wherequalityand accountabilitygo unchecked.

Strong regional leadership isessentialtoalignmentwith local skills strategies.鶹 Hubscombinecentralandlocaljoin up,providingastandardisedfocal pointfor employers to engageschools and collegeswith purpose and at scale.Toexploreuntapped economic potential,鶹 Hubsand theirwell-establishednetwork of employersshould be baked into all sector Job and Skills Plans, as seen in the, to ensure employers of all sizes can engage easily and consistently, helping to remove theredtapethat prohibits small and micro business from benefittingand creating a simplified skills system accessible to employers of all sizes

4. Increasevisibility of small business with schools and colleges

SMEs are integral tothe skills system.Theyrepresent60%of UK private sector jobs andcanplay acrucial role in opening young people’s eyes to real workplaces. Chancesare,young peoplewill work for themselves or a small firm at some point in their working life.

Forthesebusinesses,capacity constraintsand a need for more flexibilityoftenlimit and prohibit outreach.A test of success forroll out ofҴDZԳԳ’sworkexperienceguaranteewill be accessibility for SMEs toplay their part.Thecreative industriescomprisepredominantly SMEsand microbusinessesandarealeadingexample ofto raiseawareness of the plethora of creative careers.Ciscoand Hewettrecruitmenthaveshown howwecan alsounlockSME engagement through corporate supply chainsand as an extension of sector wide approachestoworkexperience,byremovingsomeof thelogisticalburdensfeltmostbysmall and microbusiness.

5. Unlock public purchasing to boostskills

Thepublic sector’sannual£350 billion procurementspendcouldsecure better outcomes onjobopportunitiesand skills.TheIndustrial Strategyrightlysignals intentto reform public procurementto strengthenlocusonsocial value criteria inbidsto stimulatelocaland diversetalent pipelines.

Constructionandhealthcareare steadfastexamplesof sectorswhere social valuehas hadpositiveeffectontraining and employment.Data shows that the quality ofemployeroutreachin these sectorsis among the best comparedwith otherindustries and results in higherlevels ofcareer interestfrom young people.Reform of work experience, as trailed in updatedoffers a tangible and measurablemechanismtoembedwithinpublicpurchasing as astrategic tool that supports business needs, social mobility, and regional economic ambitions.

6. Make outreachequitable

Agrowtheconomy should offer fair access for all young people toparticipateandexcel in the workplace.The spectre of one million NEETs tells us that more collectiveactionisurgentlyneeded to make inclusive outreach a standard expectation across all skills strategies.

Employers are at the forefront of an improving picture on careers education in England,including in their outreach to learners withspecial educational needs.

 bԳٱprovidesSEND learnerswith industryexperience alongsideentry-levelqualification.But we must do more toextend careers outreach to intake opportunityincludingwork experience,internshipsand employmentby unlocking capacity including through SME engagement.More widely,disadvantaged studentsneedmore helptoimprove their work readiness. Working-class girls can struggle with confidence in speaking about their skills in interviews and lag other cohorts in their understanding of recruitment processes.The imperative must betocreatebalance between sustained growth and opportunityfor everyone,everywhere.

A strong Industrial Strategy is a careers and skills strategy.Our EAG’sgoal isto work with education,governmentand all regionaland sectorpartners to make that happen.We thank the Minister for his time as we work on this joint mission.

Signed by

  • Paul Skitt, Education Skills Director, Flannery Plant Hire

  • Ben Mannion, Owner, Hewett recruitment

  • Kathryn Baddeley, Head ofCSR,  Cisco

  • Shajeda Ahmed, Chief People Officer at Black Country ICB, NHS

  • Catherine Burnett, Head of Audit, KPMG

About modern work experience

Modern work experience gives every young person access to progressive, high-quality, multiple workplace experiences, throughout their education journey.

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Our partnerships with business and sector representative bodies deliver exceptional careers education while supporting your industry’s skills and talent needs.

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