Our Future Workforce
“Employers are scaling up their recruitment and embracing a wider range of talent than ever before.”
Dr Hilary Leevers, Chief Executive, EngineeringUK Page 03
“Build clear career ladders with defined progression requirements and equal pay at each step.”
Dr Vanessa Vallely OBE, CEO, WeAreTechWomen Page 07
Játiva
Rapid technological advances demand lifelong learning
Technological advancements, the green transition, demographic shifts and geo-economic fragmentation are reshaping jobs and skills worldwide.
The World Economic Forum’s Future of Jobs Report 2025 projects that these trends will create 170 million new jobs, while 92 million will be displaced by 2030. Employers are responding by upskilling workers and embracing diverse talent to build a future-ready workforce.
Technology is reshaping jobs and skills
Large global employers expect technology to be the biggest driver of labour market change, with 86% anticipating AI and related innovations to transform their businesses by 2030. AI, robotics and energy generation are driving both the fastest-growing and fastestdeclining job roles. Demand is surging for skills in AI and big data, networks and cybersecurity, as well as technological literacy, which are projected to be among the fastestgrowing skills.
Upskilling is critical to bridge skills gaps
Nearly 40% of today’s core work skills are changing or becoming outdated by 2030. Employers identify analytical thinking, resilience, leadership and curiosity as essential skills in 2025. These human-centric skills will remain crucial to meet future demands. Adapting to these labour market shifts will require 59% of workers
to undergo training by 2030, with many gaining opportunities from employers to upskill, move into roles requiring new skills or transition from declining jobs into growing ones.
Investing in talent for attraction and retention
Employers are rethinking talent attraction by focusing on employee health and wellbeing, effective skill development and career progression. Expanding access to talent pools, combined with recognising skills gained through work experience, is key to widening opportunities. Public sector support for funding and providing reskilling is highly beneficial to boost talent availability, according to these employers.
Preparing for a dynamic future The Future of Jobs Report 2025 underscores the need for collaboration between businesses, education systems and governments to equip the workforce for the challenges and opportunities ahead. To navigate technological and societal transformation, investing in early career pathways, targeted upskilling and inclusive hiring are central to building a diverse, adaptable and thriving workforce.
WWhy
‘human connection’
is critical in the tech-driven world of
work
In today’s AI-augmented workplaces, it’s vital to create a culture of human connection so people can be innovative, creative and do their best work together.
hen people work well together, remarkable things are accomplished. However, with the accelerating pace of Gen AI, people are at risk of becoming sidelined as organisations lose focus on the fundamental drivers of human performance.
Connection fuels competitive edge
Companies can stop paying attention to and investing in human skills and behaviours at their peril, say Anni Townend and Lucy Kidd, Cofounders of Collaboration EquationTM. They argue that human connection at work isn’t a ‘nice to have’ — it’s essential for creating happier teams and more productive workplaces, sparking innovation and growing bottom lines.
To help companies achieve a competitive edge in their sector, Anni and Lucy help them find their ‘Collaborative EdgeTM’ — where people are at their most innovative, creative and productive and work best together. This is achieved by developing the mindset and behaviours of ‘curiosity, care and courage’ to build an atmosphere of trust, openness and confidence that, ultimately, inspires team development, effective collaboration and high performance.
Developing the mindset and behaviours of ‘curiosity, care and courage’
“Curiosity is about always being open to learning and asking expansive questions to explore and understand,” says Lucy. “Yet, curiosity on its own isn’t enough. Care is also vital — that involves considering our impact on others and listening deeply to build trust and connection. Finally, courage is having the
Embracing diverse pathways into engineering
and technology
Engineering and technology roles are dynamic and ever-evolving, promising a rewarding career. The opportunities are endless and, quite rightly, the journeys into the sector are now equally varied.
Imagine a career where your creativity and problem-solving lead to real-world impact — where your ideas help solve local and global challenges. From renewable energy technicians to 3D printing food consultants or AI engineers, there really is a role for everyone, no matter what your interests or background are.
boldness to co-create and commit to ways of working that drive collective results. We define it as ‘wholeheartedness.’ It’s about being ‘all in’ and willing to give up something for the wider group.”
This is further supported by a recent World Economic Forum Future of Jobs report predicting curiosity, resilience, creative thinking and agility to be core skills for 2030 alongside technological capability.
Example of how teamwork matters in tech
The approach yields results. A recent client was a global business where people had forgotten the art of collaboration. Anni says: “They were all working in their own lanes and behaving like competitors.”
Through in-person and virtual workshops, a strong culture of human connection developed amongst people and across the business. “They were having conversations with each other, working closely together, sharing resources, problem-solving as a group and coaching each other,” says Lucy. “They realised that it wasn’t enough for one of them to succeed. They all had to succeed.”
Naturally, technological skills will be important going forward.
“We’re not saying otherwise,” insists Anni. “As technology increases, human connection will matter more than ever in the future workforce.”
Engineering opportunities for everyone
The demand for engineers and technicians continues to grow as these roles underpin the Government’s ambitions for new housing, clean energy and economic growth. Employers are scaling up their recruitment and embracing a wider range of talent than ever before, opening up the sector to a more diverse group of candidates.
Embracing technical and vocational routes
Policy makers and industry alike are keen to expand the uptake of vocational and technical pathways into engineering and technology. The introduction of T Levels, with industry involvement in their
development and delivery, is a testament to this. T Levels combine classroom learning with a 45-day industry placement, giving students hands-on experience and real-world insight. This means students are learning the most sought-after skills in today’s job market. T Levels also help employers engage early with future talent and build a diverse pipeline.
Similarly, apprenticeships offer another brilliant route in. They provide a vital bridge between education and employment for young people, by blending structured training with paid work. Apprentices gain hands-on experience while earning, avoiding student debt and building valuable technical and employability skills.
A diverse workforce benefits everyone Employers are acutely aware of the need to build a diverse and inclusive workforce to bring broader perspectives, drive innovation, and ensure engineering and technology solutions address real problems. It is also vital for tackling the ongoing workforce and skills shortages. With so much growth and endless opportunities to make a difference, it’s an exciting time to embark on a career in engineering and technology. No matter where your interests lie, or whatever your preferred pathway might be, you can rest assured you’ll be warmly welcomed.
WRITTEN BY Tony Greenway
WRITTEN BY
Dr Hilary Leevers Chief Executive, EngineeringUK
Paid for by Collaboration Equation
INTERVIEW WITH Lucy Kidd Cofounder Collaboration Equation
INTERVIEW WITH Anni Townend Cofounder
Successful graduates share their paths into investment banking
One leading financial institute doesn’t just hire people who went down the traditional entry routes; they are hiring diverse teams from varied backgrounds to build a resilient and confident workforce.
Eirik Fladmark, Analyst on the Investment Banking Graduate Programme, began his journey with a degree in computer science and AI. He then went on to do a software engineering internship before deciding to pursue a career in investment banking. It was only after exploring various roles both inside and outside the bank that he realised his passion for high-level strategic and financial decisions. “I got a lot of encouragement to speak to people across different areas of the company, to make sure I found the right fit for me,” he explains.
Diverse paths to a career in finance
Danielle Wright, Associate on the JPMorgan Markets Graduate Programme, started with a land economy degree. She then took up a summer internship for the company and landed an offer in the programme. “Many people have a perception of the type of people who work in finance,” she says.
“But I’ve been positively surprised by the vast range of backgrounds and academic experiences which make up the team here. I try to bring my creativity into the team, whether through sports days, cultural events or art exhibitions,” she adds. “I’ve even had the opportunity to travel to New York through the programme and meet my peers in different teams, which really fosters a diverse and inclusive community throughout the bank.”
Finance is not limited by your choice of degree
From consumer banking to tech, marketing and beyond, JPMorgan offers a diverse array of career options, and the decision to pursue one does not have to be limited by your undergraduate degree.
“I discovered investment banking later than most,” explains Fladmark. “In the UK, your degree doesn’t limit you. What matters is your interest. If you put in the time and secure an interview, the bank already recognises your potential.”
Wright agrees: “Be curious and put in the time and effort, and if you’re genuinely interested, you are already in a strong position to succeed. Join financial societies, seek out opportunities and always keep learning and challenging yourself.”
Transferable skills from undergrad
Many of the skills learned at university are transferable across roles at JPMorgan, including problem-solving, communication, time management and the ability to learn new things quickly, all of which provide an excellent foundation for a fast-moving financial career.
Wright explains: “The interdisciplinary nature of my undergraduate studies taught me
time management, communication and lateral thinking, working across areas of law, economics and environmental policy. Even though much of my actual degree is not relevant here, I apply these skills daily in the dynamic, cross-asset markets in which I work.”
Join financial societies, seek out opportunities and always keep learning and challenging yourself.
Fladmark adds: “Being part of the technology investment banking team, my background has helped me when it comes to giving structural and technical perspectives in many discussions. The blend of backgrounds within the team ensures we always get new ways to look at the businesses we work with.”
Advice for future graduates
Stressing the importance of dedication and hard work, the graduates are passionate about the opportunities offered as part of the programme, including mentorship, networking opportunities and the chance to connect with colleagues dedicated to shared success. “Everyone experiences imposter syndrome at some point; it’s normal, and it motivates you to keep learning,” says Fladmark.
Wright explains: “One challenge I faced in my first year was accepting that I will never be able to know everything, but you are surrounded by such experienced and talented people who can help you to succeed. I like to be constantly challenged, and I strive for roles that will allow me to grow and learn many different things at once.”
Most of JPMorgan’s graduate programmes are filled through its summer internships, which are aimed at penultimate year university students.
INTERVIEW WITH Eirik Fladmark Analyst, Investment Banking Graduate Programme
WRITTEN BY Bethany Cooper
INTERVIEW WITH Danielle Wright Associate, Markets Graduate Programme
Degree apprenticeships are opening doors beyond traditional university
With an apprenticeship, you can get fundamental training and practical experience while also getting your degree and coming out with money and savings.
For many school leavers, securing a place at university is often seen as the natural first step in a successful working career. However, options such as degree apprenticeships are proving that diverse career pathways can still equal success.
Choosing an apprenticeship over university Maisie Green, Analyst on JPMorgan’s Financial Services Degree Apprenticeship at JPMorgan, is proof that a non-traditional pathway can deliver far more than just a foot in the door. “I read a lot about my options when it came to making a decision about my career and was offered places at both university and through apprenticeship schemes,” she says. Choosing the latter, she explains how this decision has shaped both her career and her personal development.
“In my day-to-day alongside my degree apprenticeship, I am building essential soft skills, like confidence and resilience,” explains Green. “At 22 years old, I am co-hosting client meetings with hedge fund managers. You would never get that kind of exposure at university.”
Learning by doing the job
Each year, around 50 new apprentices join the JPMorgan apprenticeship scheme, earning an undergraduate degree whilst actively working in a financial role, combining on-the-job training with weekly academic study. By broadening access to a highly sought-after career in this way, the firm is diversifying its teams, making them stronger and more resilient.
“You get comfortable being uncomfortable, which drives your confidence to do things you may never have thought you could do,” says Green. “You have to prioritise your time well, and the role can come with sacrifices, but you are making those sacrifices for your future.”
Working with industry experts, on-hand mentorship and support, formal training and strong pathways to full-time employment and career progression are just some of the many benefits of studying this way. “One of the key advantages of the programme is the qualifications; you gain highly regarded, industry-relevant accreditations that would be extremely expensive if you pursued them individually, but they’re all included as part of the apprenticeship.”
Real-world experience with academic study
The apprenticeship programme allows students to combine real-world experience with academic study, including a rich social and community experience. “JPMorgan has around 50 sports teams across London and hosts socials and charity days. An apprenticeship provides all of the things a university offers, which people may not be aware of,” says Green.
“I’m involved in netball teams and weekend tournaments. This year, we’ve even been to both Portugal and Dubai. It’s about developing skills beyond work, managing people and building a wider network — one you can take with you throughout your whole career.”
Join the JPMorgan apprenticeship scheme, earning an undergraduate degree whilst actively working in a financial role, combining on-the-job training with weekly academic study.
The challenges and trade-offs
Apprenticeships are by no means an easy option, but they can be a more accessible one. “The graduate scheme is extremely competitive, taking applicants from across the EU,” explains Green. “Applying through the apprenticeship scheme straight from school means you bypass those more academically grounded, high-achieving applicants, and you can earn while you learn.”
Making the smart financial decision to earn while you learn is fitting for a financial analyst apprentice. They can leave at the end of the four years with no debt and a full network of industry peers and strong practical skills — something that can put them ahead of many.
“It’s definitely hard work, but the trade-offs are well worth it for what you can achieve at such a young age,” says Green. “If you broaden your horizons and read up on what’s available, you might be surprised to find you have so many options.”
DEI initiatives that help shape and define the future of a business
Companies that take a strategic approach to diversity, equity and inclusion can become fairer and better places to work — while attracting and retaining the best talent.
Women are under-represented in the world of car finance. Ciara Raison is Chief Product and Technology Officer at Oodle Car Finance, a specialist lender in the automotive sector, which has a strategic focus on diversity, equity and inclusion that is bearing fruit. For example, after committing to increasing gender diversity at its ExCo and senior leadership levels, there is now a 50/50 gender split across both groups.
“The sector is more balanced in terms of gender representation at junior levels,” explains Raison. “But at the firststage manager in engineering, female representation starts to drop off for various reasons. It’s important to have women in senior roles because it shows younger female colleagues that it’s possible for them too.”
Staff development opportunities and career progression Companies should recognise exactly where female representation begins to wane — and ask themselves what they can do about it. “Are you welcoming more women into your business at all levels?” asks Raison. “Do you offer apprenticeships and graduate programmes? Are you working with women at junior levels to build their confidence and self-belief with mentoring experiences and personal development programmes? To retain the talent you have, there must be career progression opportunities.” The gender pay gap must narrow, too. Raison notes: “Our gender pay gap was 22% in 2023,” she says. “It’s now down to 11%, which is very different to other businesses in the sector.”
DEI networks and initiatives
Meanwhile, the company’s five DEI networks (gender, mental health, neurodiversity, LGBTQ+ and race, ethnicity and cultural heritage) are sponsored by ExCo members, chaired by senior leaders and open to everyone in the organisation. “These are active networks that give our employees a strong voice in shaping and defining the future of our business,” says Raison.
She insists that to be successful, DEI must be driven from the top. “Richard Gaskin, our CEO, is passionate about diversity, equity and inclusion and why we’ve made such progress,” she insists. “It’s proof that when DEI is done properly, it can be transformational.”
The vital role of DEI in driving business success
As some organisations retreat from diversity, equity and inclusion (DEI), it’s crucial to recognise its legal, moral and commercial value.
Adiverse workforce and inclusive culture boost innovation, productivity and talent retention — especially in STEM, where competition for skills is high.
DEI backlash risk
With the political push against DEI continuing in the US, many UK organisations are reviewing their DEI efforts, which is not necessarily a bad thing. However, some organisations who were halfway down the anti-woke road are using this as an excuse to ditch DEI efforts altogether, which is very disconcerting.
In the UK, there is a solid legal imperative for DEI, with both employment and equality legislation protecting employees’ rights. Moreover, there is a strong moral imperative. As we live in a society that strives to be fair and equitable, there is also an incredibly powerful business imperative.
Inclusive culture benefits
learn from them, and to feel part of something bigger than themselves. This kind of environment leads to higher staff retention, lower absence levels, greater work satisfaction and increased productivity.
On this foundation, having a diverse workforce that represents the communities and customers you serve leads to increased creativity and innovation. This results in products and services that remain relevant and delight customers long into the future.
An inclusive and psychologically safe environment allows people to feel free to be themselves, take risks, raise concerns and participate in decisions.
Having a diverse workforce and an inclusive culture is key to organisations having a competitive edge. An inclusive and psychologically safe environment allows people to feel free to be themselves, take risks, raise concerns and participate in decisions that shape their working lives.
It also encourages them to make mistakes and
Ciara Raison Chief Technology and Product Officer, Oodle Car Finance
WRITTEN BY Tony Greenway
Using DEI to drive retention
As the STEM sector faces ongoing talent attraction and retention challenges, it’s crucial to ensure that DEI is at the heart of every stage of the employee life cycle. Creating an environment where everyone has all the resources they need to thrive and flourish is essential for business success.
WRITTEN BY Sandi Wassmer
Promoting diversity and inclusion in the project management profession
Our latest ‘Salary and Market Trends Survey’ reported a growing gender pay gap in the project management profession. We remain focused on ensuring more women have opportunities to secure senior roles.
As president of Association for Project Management (APM), one of my key priorities is to help drive diversity, equity and inclusion (DEI) efforts within the project profession, and we are leading the way with impactful initiatives. These include research investigating the strengths and challenges of neurodivergent professionals working in project management (31% of project professionals consider themselves to be neurodivergent); the annual Women in Project Management Conference championing inclusivity for women and everyone working in projects; and educational outreach campaigns to raise awareness of project careers for people of all ages and from different social and economic backgrounds.
Inclusion in project management ensures that all team members feel valued and empowered.
Closing the leadership gender gap
Our latest ‘Salary and Market Trends Survey’ reported that the gender pay gap remains problematic, with the average salary between men and women increasing from 24% in 2023 to 35% in 2025. Addressing the gender pay gap remains a priority, building on my longstanding advocacy for women and minority backgrounds.
As the chartered membership organisation for the project profession, APM focuses on ensuring that more talented female project professionals have the
opportunity to take on senior roles and that the gender imbalance is improved, particularly within male-dominated sectors such as construction and defence. Through policy leadership and strategic collaboration, we are driving systemic change.
How do we continue to improve diversity and inclusion in the project profession? This was asked in APM’s Salary and Market Trends Survey. The top-ranking strategies given by respondents were mentoring (45%), diversityrelated networks (37%) and revised employment policies (30%). Greater diversification across project teams is not merely a matter of equity but a strategic advantage. The evidence is clear: diverse teams outperform by offering richer perspectives, stronger collaboration and more innovative problem-solving.
Inclusion in project management boosts organisations By fostering an inclusive environment that actively seeks to attract and retain women, people from diverse backgrounds and neurodivergent individuals, the profession can harness a broader range of skills, experiences and viewpoints.
Inclusion in project management also ensures that all team members feel valued and empowered to contribute ideas, which can boost morale and productivity. A project manager who fosters diversity and inclusion is better equipped to understand and navigate the challenges of a rapidly changing world and ever-evolving business landscape. Inclusion is not just a value add; it is a leadership imperative for navigating complex, fast-changing global challenges.
Book your place at APM’s Women in Project Management Conference taking place in London on 2 October 2025.
The
£3.5
billion
talent
drain we can’t afford to ignore
The UK tech sector is at a crossroads. We have bold ambitions to lead the world in AI, cybersecurity and digital transformation, yet we’re haemorrhaging the very talent we need to get there.
Every year, between 40,000 and 60,000 women leave their tech roles. Almost half exit the industry entirely. The cost? A staggering £2–£3.5 billion annually in lost productivity, recruitment, onboarding and institutional knowledge.1 This is at a time when the sector is already short 98,000–120,000 professionals and will need to double or triple capacity by 2030 to meet demand.
Real reasons women are leaving the workforce
The Lovelace Report,1 a collaboration between WeAreTechWomen and Oliver Wyman, based on a survey of over 500 mid to senior-level women in tech, explodes the myth that women are leaving primarily due to caring responsibilities. Just 3% cited this as their main reason. The real culprits are systemic: limited career progression (25%), lack of recognition (17%), inadequate pay (15%), poor culture (8%) and absence of role models or sponsorship (8%). Over half of the women surveyed said their career progression has not matched expectations. Many are stuck in the ‘sticky middle’ — waiting three to four years for promotion, compared with an industry norm of two — despite 70% holding extra qualifications and leadership training. Pay gaps persist at every level, with 50% earning below the benchmark for their seniority.
Ways to retain talent
This isn’t just about fairness; it’s about future-proofing the industry. If we continue to lose diverse voices, we risk hardcoding bias into the very technologies shaping our future.
The solutions are clear and achievable:
1. Actively monitor for career stagnation and intervene with skills-matched, high-visibility opportunities.
2. Distribute high-impact work equitably, using transparent, competency-based processes.
3. Build clear career ladders with defined progression requirements and equal pay at each step.
If we continue to lose diverse voices, we risk hard-coding bias into the very technologies shaping our future.
Importance of action from leadership
We have the insight, the economic case and a roadmap for change. What we need now is leadership willing to act. Because if we get this right, we don’t just stop a £3.5 billion leak; we unleash the potential of thousands of brilliant women who can drive our industry, and our economy, forward.
Reference 1) WeAreTechWomen, & Oliver Wyman. (2025, July 7). The Lovelace Report: Unlocking £2–3.5 Billion: The value of keeping women in tech.
WRITTEN BY
Dr Yvonne Thompson
CBE DL President, Association for Project Management (APM)
WRITTEN BY
Dr Vanessa Vallely OBE CEO
WeAreTechWomen
Implementing AI without losing the human touch in the workplace
Although AI has the potential to revolutionise the way we work, preserving the human touch is vital — both for employee engagement and long-term business success.
There are endless ways organisations can leverage AI, but top-performing companies do so, knowing that trust is everything. Build trust, and your people will rise to their full potential, propelling the business forward.
Are you asking the right questions?
Diving headfirst into implementing AI, without first considering how to use it in a way that benefits both employees and the organisation, is a recipe for disaster. As a leader, it’s helpful to ask yourself: Have we involved people in discussions and decisions around embedding AI into our workplace? Are human and AI contributions aligned in a way that supports both employees’ success and organisational goals? Do we have a culture that fosters growth and encourages innovation?
The most successful companies use AI to empower their people, building new systems that make work more meaningful and equitable for all. They prioritise development so their entire workforce is prepared for the future of work. They stay committed to ensuring high levels of employee wellbeing through periods of change that come along the way.
Staying ahead of the curve in AI implementation
When we look at the 350 organisations ranked on the 2025 UK’s Best Workplaces for Development™ list, nine in 10 employees agree: ‘Management keeps me informed about important issues and changes’ (vs six in 10 at a typical UK company). This means they’re ahead of the curve when it comes to implementing AI without losing the human touch.
One hotel brand, for example, uses an algorithm to help pair employees with mentors. A transportation company uses AI within its career marketplace to suggest open positions aligned with an individual’s career goals that they’ve shared with the tool, helping reduce inequality on issues like promotions and pay. A tech firm created a crossfunctional working group to promote, govern and support employee efforts to implement AI into workflows, educate colleagues on complex issues around AI and help teams learn from each other.
Take your people with you
Whichever path you choose, to fully harness the potential of this technology, employees must be taken along for the ride. When your people trust that you’re using AI to support them, not replace them, they’ll be willing and excited to embrace change.
