In the wake of the Milburn Review, these statistics have rocked the general public, however for those working in the training and education sector it’s nothing new or surprising.��

The transition between education and work has remained a hot topic for years now, with many saying that the skills we learn in school should better align to those needed within the workplace. Alan Milburn’s recent review echoed this, warning that the UK risks creating a ‘lost generation’ if we didn’t strengthen this transition. In short, too many young people are leaving education without the confidence and experience work provides.��

In response to this, Education and Employers published its report, highlighting that young people with high levels of employer engagement while still in education are 80 per cent less likely to become NEET than those with the least exposure.����

The report also found that four in five schools still expect pupils to arrange their own work experience placements, meaning opportunities are often determined by family contacts rather than ability or individual drive. This is wholly unfair and yet remains the norm. For real change to happen, and for social mobility to improve, access to workplace learning must be accessible to all regardless of postcode or personal connections.��

Even if a learner is unsure of the career path they will eventually embark on, spending time in the workplace gives young people valuable insight into different careers while helping them develop confidence, communication skills and an understanding of professional expectations.����

While week- or two-week long work experience is a beneficial taster, it can only achieve so much. Life-changing opportunities come when work placements become part of a wider journey into employment.����

That is where work-based learning has its important role to play.��

At �ڽ�����, we see the benefits work-based learning has, not just on individuals, but businesses and the wider Welsh economy. Whether a learner is exploring their first career, rebuilding confidence or developing skills for a specific industry, practical experience combined with traditional learning creates opportunities that classrooms alone can’t always provide.��

The conversation around youth employment often focuses on schools, colleges and training providers, but employers have an equally important role to play.��

Across Wales, skills shortages continue to affect businesses of all sizes, placing pressure on productivity, growth and workforce wellbeing. The solution to this is investment in young talent and developing a workforce for the future.��

That’s why �ڽ����� created the Employer Pledge, helping businesses across Wales offer meaningful placements to young people on its Jobs Growth Wales+ programme.��

The pledge removes many of the barriers that can discourage employers from offering placements. Businesses receive support throughout the process and learners are paid through the programme. This means that employers can simply focus on developing a young person’s confidence and the skills they need to succeed; helping them to become a valued member of their team.��

The impact of these partnerships is already being seen across Wales. Since its launch in the autumn of last year, more than 80 employers have signed the pledge, offering work to fresh talent who might not have been given the opportunity otherwise.����

Sarah Bruton, Managing Director at Caerphilly-based Captiva Spa, was amongst the first employers to collaborate with �ڽ����� and offer placements within her organisation.��

“Rather than complaining about [the skills] gap, we thought ‘why not be part of the solution?’” she said at the time. “We’ve seen learners grow massively in just a few months. Their communication improves, their confidence grows, and they become genuine assets to the business.”��

At �ڽ�����, our advisers work closely with both learners and employers throughout every placement, ensuring businesses feel supported while helping young people gain as much as possible from the experience. For many learners, these placements become the first step towards apprenticeships, further training or permanent employment.��

As the report highlights, early employer engagement improves confidence, broadens aspirations and significantly reduces the likelihood of young people becoming disengaged from education or employment. But if we are serious about reducing the number of young people who become NEET, we need stronger partnerships between education, employers and training providers. Work experience should form part of a wider journey into work, giving young person the opportunity to develop the skills, experience and confidence needed to build a successful career.��

By opening their doors to young people, employers are offering much more than just a work placement. They’re also investing in future talent, strengthening their own workforce and helping build a more skilled future for Wales.��

If you would like to learn more about the Employer Pledge and offering an opportunity to a learning, you can visit the �ڽ����� Employer page here.

Despite this, the latest shows that Welsh businesses are continuing to invest, expand and plan for their future.

More than a quarter of UK SMEs reported growth over the past year, while nearly four in ten Welsh businesses expect their performance to improve in the coming 12 months. As well as this, business ‘births’ in Wales continued to outpace business ‘deaths’.��

Given the unstable landscape of the last few years, it’s no surprise that the focus for many businesses has been to build resilience. With each new obstacle thrown at them SMEs in Wales are continuing to rise to the challenge and adapt to not only get through but grow in the process.��

And resilience is often tied to investment; not whether a business should invest but where it should invest.����

Capital expenditure and expansion plans can require significant financial commitment at a time when many businesses are understandably protective of their cash flow. But talent development, particularly in Wales, is an inexpensive yet lucrative strategy.��

People are the most important driver of productivity, innovation and long-term growth for operations, so it makes sense that businesses with skilled, adaptable workforces are better equipped to respond to the unprecedented changes we have all had to face in recent years.��

At a time when every expenditure must deliver value, apprenticeships, or work-based learning, offer one of the most effective development solutions for businesses.��

With apprenticeship programmes fully funded through Welsh Government support, organisations can develop existing employees without the significant training costs often associated with workplace development.��

Despite popular belief, apprenticeships are not confined to traditional trades or professional levels. Programmes span across all sectors, offering qualifications in everything from leadership and management, digital and customer service to business administration, health and social care and green skills.��

Not only is work-based learning good for business resilience it helps boost staff retention and productivity too, with learning and development consistently one of the leading factors of staff satisfaction. Developing employees through structured programmes helps businesses build a pool of ‘own-grown’ talent, improving productivity and creating all-important progression pathways that support retention. It also demonstrates a commitment to employees at a time when attracting and keeping skilled staff remains a big challenge.��

That being said, funding alone doesn’t guarantee success. While monetary investment is minimal, ample investment in time and support is key to help your workforce succeed. It’s also important to find the right training provider who can help you navigate the process and ensure courses align with your business objectives and desired outcomes.��

As Wales’ largest training provider, �ڽ����� has been helping employers strengthen their teams’ skillsets for nearly decades. Just last year �ڽ����� worked with 1350 employers to develop their workforce.��

If you would like to find out more about how �ڽ����� can help you maximise your talent development, head here.��

For organisations looking to make impactful yet low stakes investments this year, looking at how you can maximise the talent you already have is the smartest decision.����

The last few years have shown just how much economic cycles can fluctuate and how confidence ebbs and flows. However, businesses that invest in their people continue to be in a better position to not only navigate these obstacles but thrive against this uncertain backdrop.��

As Clinical Lead, Al oversees the clinical delivery of a specialist emergency on-call surgical team that provides abdominal organ retrieval surgery and complex organ perfusion technology across the UK. Alongside supporting staff development and maintaining high standards of patient care, he is responsible for leading service improvements.��

After six years with the NORS team, Al stepped into a leadership role and recognised the importance of building on his management skills.��

“I am a strong believer in continuous professional development,” Al said. “Particularly within healthcare, as the sector is constantly evolving.��

“I wanted to further develop my understanding of leadership and management practices and the ILM qualifications seemed like an excellent opportunity to strengthen my knowledge and enhance my effectiveness as a leader.”��

Throughout his Level 4 and Level 5 ILM Management qualifications, Al found several topics particularly valuable, especially coaching, which has had a lasting impact on the way he leads his team.��

“Coaching was particularly influential,” he added. “As it aligned closely with my teaching and leadership style. I lead a highly skilled and experienced clinical team, and coaching has become a valuable approach that enables individuals to reach solutions themselves with support and guidance, rather than being simply told what to do. This has created a more positive and constructive learning environment for everyone involved.”��

Al also found the modules covering psychological safety, stakeholder engagement and strategic planning beneficial, providing practical knowledge that could be applied directly to introducing new services and initiatives.��

The skills developed during the qualifications have already had an impact and have even allowed Al and the team to support the introduction of a pioneering Normothermic Regional Perfusion service in Cardiff.��

“Implementing this service required extensive stakeholder engagement, detailed planning, and effective change management,” Al explained. “The skills and knowledge I gained through the qualifications directly supported this work, helping to ensure strong team engagement and successful adoption into practice, as well as keeping the plan on track to reach organisational targets.”��

Looking back on his learner journey, Al praised the support he received throughout both qualifications.��

Al said: “The support from �ڽ����� was excellent. I had regular contact with my assessor, who was approachable, flexible and responsive to my needs. The guidance provided was clear and tailored to my role, making it easier to link my learning to real workplace scenarios.”��

He also highlighted the value of the structured learning opportunities and continuity of working with the same assessor across both programmes.��

“There were multiple online and face to face courses I attended. I also had access to the online library of resources was very useful,” he said. “The resources and structured learning sessions helped me stay on track and build confidence as I progressed. I also found it very beneficial to be able to remain with the same assessor through both qualifications.”��

Support from his employer also played an important role in helping him successfully complete the qualifications.��

“I received excellent support from my employer,” Al said. “My line manager was fantastic, ensuring I had time to attend both online and face-to-face learning sessions, as well as review meetings. They also encouraged me to become involved in development opportunities within our directorate, which gave me valuable experience and allowed me to apply many of the leadership and management techniques covered during the qualifications.”��

For anyone considering work-based learning, Al said: “I would highly recommend it. I found it incredibly beneficial both personally and professionally. One of the biggest advantages is being able to undertake learning alongside your day-to-day role and immediately apply what you have learned in real workplace situations.��

“[That said], my advice would be to ensure you fully understand the course content and workload before enrolling, as some qualifications are more demanding than others. Choosing a course that aligns with your career goals and interests will help you get the most out of the experience.”��

Although Al is happy in his current position, his commitment to lifelong learning remains as strong as ever.��

“Career-wise, I am exactly where I want to be at the moment,” Al explained. “I genuinely enjoy my role and balancing clinical and on-call commitments with leadership and managerial responsibilities is something I find both rewarding and fulfilling.��

“One goal I would particularly like to achieve is gaining a recognised workplace coaching qualification, as I believe coaching is a powerful tool for supporting individuals and developing high-performing teams.”