&Champion Change
OurYear InFocus
Welcome
Welcome to the fourth quarterly edition of our Champion and Change magazine, where we bring together early careers insight, best practice guidance, and news for organisations across the UK.
As 2024 comes to a close, it’s clear that this year has been a remarkable one We’ve grown in every aspect of our operations, but our most significant achievement lies in our expanded impact and reach.
This year saw the biggest Youth Voice Census to date, providing a powerful platform for over 5,000 young people to amplify their voices, and landmark research and insight being built through the Good Youth Employment Benchmark. Here, we continue to bring youth and employer voices together, uncovering key insights needed for meaningful change
In this last quarter of 2024 alone, we have supported our Members through increasing change to policy, delivered our first round of insightful Benchmark reports, and brought industry leaders and professionals together for our annual Good Youth Employment Symposium event
As you turn the pages of this issue, you’ll discover expert insights and innovative collaboration, all underpinned by our goal: to ensure every young person in the UK has the opportunity to fulfil their potential.
From all of us at Youth Employment UK, thank you for being a part of this journey. Our achievements are a testament to the hard work and dedication of our team, partners, and supporters
We wish you a joyful festive season, and look forward to continuing this vital work together in the new year
Laura-Jane RawlingsMBEDL CEO & Founder
OURIMPACT How we’ve been driving change
Throughout the year we have continued to drive meaningful change through our work with young people, employers, and policymakers. We are extremely proud of the progress we have made and remain committed to continuing this growth as we move into 2025.
This year saw the 7th annual Youth Voice Census, our flagship research on how young people feel about work, study and general prospects.
Our Youth Ambassadors contributed to the Low Pay Commission review and regularly met with representatives from DfE and DWP. Additionally, we held youth voice sessions nationwide to understand young people's challenges which informed the Gatsby 10-Year Review.
5,000+ voicesshared
Gatsby 10-Year Review
We also launched our Good Youth Employment Benchmark, following a successful pilot. This tool allows our employer Members to measure their current early careers programmes, and provides a bespoke report with next steps to improve their opportunities for young people.
Our Members have provided:
18,000+ Employment opportunities
40,000+ Explore activities
Low Pay Commission
Youth Voice Sessions
We remain committed to driving quality work through our Membership by supporting employers to develop and enhance their early careers programmes and initiatives.
This year has seen significant growth in employer engagement, and we look forward to building on this momentum in 2025.
Empowering young people to access the resources they need to enhance their knowledge and skills as they transition into employment is central to our work.
Our website remains an essential hub for young people, providing guidance, courses, and opportunities.
4 million overall page views across our website content from over 1,300 locations across the UK
65,000+ views of our Virtual Work Experience content
85,000+ views of our Opportunity Finder and vacancies
485,000+ views of our Career Guide content
POLICYNEWS
A Year of Change and Challenge: Reflecting on 2024 and Looking Ahead
AReviewof2024
As 2024 draws to a close, it's a good time to reflect on the year's events and their impact on youth employment in the UK It's been a period of significant change and challenge, with political shifts, economic uncertainty, and turbulence at home and abroad
November has seen the rate of NEET young people rise to the highest level in nearly a decade. The needs and challenges of young people have grown more complex and as we heard in 2024's Youth Voice Census, their confidence in themselves and their next steps is at an all time low.
Policy shifts
Big moments in the world of policy have impacted our work. The new Government's focus on skills development and
apprenticeships has been a welcome step Initiatives like the Lifetime Skills Guarantee and the expansion of the Skills & Apprenticeship Levy have the potential to equip young people with the skills needed for the future job market We were delighted to see Labour take on our recommendations to deliver a Young Person’s Guarantee as they took power this year. However, concerns remain about the accessibility and quality of these programmes, particularly for those from disadvantaged backgrounds.
Economic Uncertainty
The economic landscape has been turbulent, with rising inflation and the cost of living crisis impacting both businesses and individuals. This has created a challenging environment for young people entering the workforce, with many facing job insecurity and low wages.
LookingAheadto2025
I wish there was more optimism at this point in the year for the economic outlook for 2025, but it feels like there could be great risks in the appetites employers will have to invest in skills and their own future workforce through youth employment.
Perhaps we will find optimism in some small way with opportunities for young people in sectors like technology, healthcare, and green energy. The Industrial Strategy is where opportunities should grow.
However, addressing youth unemployment will require a concerted effort from the Government, employers, and organisations like Youth Employment UK.
Predictions for 2025
Supporting young people is more complex: Young people are presenting more complex needs and it will be critical to harnessing their talent that employers learn to better understand how to drive growth through better employee engagement and inclusion.
The case for youth employment will need to be the strongest yet: Employers will need to be able to see the return on their investment.
Increased focus on digital and green skills: As the economy becomes increasingly digital, demand for workers with digital skills will continue to grow, as will the need to create the workforce that can address the country's commitment to Net Zero.
Youth Employment UK remains committed to supporting young people in navigating the challenges and opportunities of the job market. We will continue to advocate for policies that promote youth employment, provide resources and guidance to young people, and work with employers to create inclusive workplaces.
ACalltoAction
Addressing youth unemployment is not just a matter of economic necessity; it's also a matter of social justice. By investing in young people, we invest in the future of our country. Let's work together to ensure that all young people have the opportunity to reach their full potential.
GoodYouthEmploymentBenchmark2024
WhatistheBenchmark?
YouthEmploymentUK’sfirstofitskind digitaltoolthatsupportsemployersto: Benchmark:Monitorandmeasure Explore,Experienceand Employmentactivities.
BridgethePracticeGap:Provide employerswithinsightsandnext stepstoimprovetheirpractices.
BuildtheEvidenceBase:Explore thewho,where,what,andhowof youthemploymentactivities.
TheBenchmarkopensinSeptember 2025.BecomeaMembertoevaluate yourstrategy.
TheBenchmarkissupportedbyYouth FuturesFoundation
KeyFindings
Creating evidence and evaluation:
Employers need support for robust design, evaluation and impact measurement. Measuring and connecting all programmes to ensure there is a coherent pathway for young people from exploring employment, having work placements and
gaining paid employment
1
Employers involved in 2024
18% SMEs
82% Large Organisations
Sectors include: Retail, Food, Public Sector and Charities.
On average: 25% of activities are delivered across the whole of the UK 1 in 5 activities are in London, North West and South East Under 10% of activities are delivered in the North East and Yorkshire and the Humber.
Connecting networks:
Employers use mediators and networks to engage young people, focusing on ages 13-19. Many lack targeted approaches to reach those young people who have protected characteristics or come from disadvantaged backgrounds and consequently struggle to support NEETs.
2
Committing to good work:
Investment in employment is yielding results, with improved programme quality this year. Employers are providing inclusive recruitment, preemployment support, and sufficient training opportunities for young workers
3
EXPLORE
Activities that give young people the chance to explore different careers and industries through a range of activities including taster days, assemblies, and careers fairs. This involves working with schools, colleges, youth organisations and young people directly to open up the world of work.
Supporting over 40,000+ young people with explore activities.
Employers are utilising intermediaries to reach young people.
Utilising schools, colleges and third party providers to support building connections and the logistics of supporting careers events allows for greater reach
However, feedback and data collection is harder to collate Mediators allow for overall targeting, but do not always support the increased need to monitor, measure and evaluate to enhance the programme.
40% of activities are delivered in a hybrid model.
27% offered all over the UK
56% offered all year round.
81% of activities are delivered through a school, college or provider 70% of activities intentionally engage underrepresented groups Over half (56%) of activities are being monitored for quality and impact 20% of employers ‘sometimes’ saw an increase in target audience participation
Involving young people in delivery stages would support more relatable explore activities.
Whilst workforce needs and skills planning should support programme learning outcomes, their delivery should include the voice, feedback and experiences the young people that are being targeted.
29% of employers used feedback from young people to inform the design of programmes
4% of activities involved planning sessions with young people
7% of activities consistently include young people or young employees in the delivery
13% gather feedback postprogramme to assess its impac
EXPERIENCE
A range of work experience opportunities, such as work shadowing and short work experience placements. They must take place on employer sites and support young people to develop skills and their understanding of the world of work.
3,000+ placements in the last 12 months
25% of activities are offered all over the UK 21% in the South East, 19% in London, 18% in the North West, 15% in the West Midlands and 13% in the East Midlands.
Pre and on-programme support for work experience programmes is driving engagement and confidence.
Work experience can be a significant transition for many young people.
Employers who completed the Benchmark are increasingfully mindful of the need to provide structured guidance and mentorship throughout the process.
Support provided includes pre-placement
70% of work experience activities have an induction session or an induction pack.
53% of programmes offer a buddy or mentor.
briefings, where young people are given clear expectations, and on-the-job mentoring to help them integrate into the workplace and build confidence during the placements
Post work experience support could be improved to drive better outcomes for all.
There can be a cliff edge at the end of work experience placements.
Most employers do not utilise systems to continue to engage with or build a
pipeline from young people who engage in work experience programmes.
8% of employers offer the opportunity to engage with their organisation at the end of their work experience.
8% provide a reference for a young person who has undertaken a work placement
EMPLOYMENT
Employment and training pathways for young people that meet the highest standard of youth-friendly employment, including training and development plans, support, and fair opportunities.
18,000+ opportunities in the last 12 months
35% provide the chance to join networks
22% have young staff meetings/events
13% have a youth staff network
13% have a youth board
Employers are invested in providing clear development opportunities.
Most employers offer structured professional development opportunities, with emphasis on young employees, typically including personalised development plans tailored to individual roles.
Employers are fostering continuous development by encouraging growth reflection during regular mentoring sessions, 1-2-1 meetings, and formal appraisals This approach ensures that employees have clear pathways for skill acquisition aligned with their current responsibilities and long-term aspirations within the organisation.
Some employers are increasingly mindful of the diverse needs of their workforce, offering additional learning support for individuals with additional needs.
66% of employers always offer young staff a training and development plan, and a further 10% do it sometimes
74% of employment roles are designed to ensure that they are inclusive of all young people, including those with special educational needs or disabilities.
Ongoing engagement and feedback activities could be improved.
Despite the benefits of amplifying youth perspectives, youth voice activities are largely underutilised in many organisations
Employers could take more proactive steps to create platforms for youth engagement that empowers staff
to share their views and influence programme development.
Encouraging youth voice enhances employee experience and helps ensure that programmes are responsive and relevant to the needs of younger workers.
WhatistheSymposium?
The Good Youth Employment Symposium is an annual event to network and celebrate the achievements made throughout the year by our highly valued employer members
We firmly believe that every organisation, no matter the size, can make a difference in the youth employment landscape
Hosting talks by diverse and expert panels, attendees gain insight into the biggest influences on the youth employment landscape and the three pillars that underpin our Employer Benchmark: Explore, Experience and Employment.
Our Youth Ambassadors join us at the event to provide their insight, based on first-hand experiences
Recap:KeyMoments&ExpertInsights
This session highlighted what current youth employment data tells us about our young people, who struggles most with transition into good work, and what we can do about it. Our expert panelists explored a hyper-local, national and international comparison, with a focus on underrepresented groups. They discussed the outlook for the next 1-2 years, including policy interventions and employer activities
Explore
Focusing on creating opportunities for young people in and out of education/training, we explored the work employers do to inspire and engage, with deeper insight into the excellent work BICSc is doing to
Experience
Following insight into Haven’s agenda to create work experience opportunities for students in its communities, we explored the impact of quality placements
Questions from the audience inspired further discussion of the importance of engaging early, integrating pre and post work experience activities, and ensuring employer investment is part of a journey of growth.
involve young people in cleaning industry careers The discussion followed the importance of including young people in the design and delivery of programmes to ensure they are positive and meaningful experiences
Employment
With apprentices often being the happiest young people in work, the impact of the wrap around support they receive is clear
Our final insight session of the event examined what works at the start of a young person’s career journey, including inclusive opportunities and the vital role of mentoring
The collaboration of sectors, industries and communities to drive long-term change was a key focus of audience discussion.
GYES is focussed on the right issues, with the right people in the room, so attending pays dividends - the opposite to some events where you wish you'd not taken a day out of your week!
Tara Verrell Birmingham City Council
Withthankstooursponsors:
GoodYouthEmployment Awards2024 CorporateoftheYear
Corporate of the Year is awarded to the large employer that has made great strides in developing and innovating their youth employment practices and activities.
This organisation follows the Good Youth Employment Standards and sets the stage for how large employers can recruit and engage with young talent.
SMEoftheYear
Coach Core
Severn Trent
has supported over 11,000 young people through their Explore, Experience, and Employment activities. They are focused on driving quality and quantity, and their outreach has doubled in the last year. They strive to support underrepresented groups and integrate feedback through their ‘New Talent Network’
Has offered 1,000 Explore opportunities, including careers events and support with applications. They have also engaged almost 300 young people in apprenticeship and graduate schemes They strive to develop inclusive outreach and programme strategies, involving young people in the design of every element.
SME of the Year is awarded to the small to medium sized enterprise that has done the most with their resources Despite having less resources at their disposal, this employer has followed the Good Youth Employment Standards to provide excellent support to young people in all stages of their professional development.
The Explore Award is given to the organisation that has showcased an outstanding commitment to engaging with young people at the start of their career journey
They have shown that they are leading the way with their school outreach, building young people's work readiness.
ExploreAward ExperienceAward
British Horseracing Authority
has offered a range of work experience opportunities, allowing around 350 young people to explore careers in racing. Skill development, feedback, and job search help is central to their support
Haven
develops employer encounters with their partner schools based on curriculum needs, supporting at least 1,000 young people through their efforts.
They support their local communities in building employability skills and ambitions.
EmploymentAward
The Employment award is presented based on the level of quality early careers opportunities that an organisation is committed to.
This employer has an award-winning recruitment strategy and provides training and development to their young talent so that they can confidently move forward in their career journey
The Experience Award is given to the organisation that has shown an innovative approach to how they offer Experience opportunities to young people
Providing meaningful workplace experiences to develop young people's employability skills.
Molson Coors
has offered apprenticeship, graduate and entry level roles to over 100 young people in the last 12 months. They are committed to supporting underrepresented groups, developing relationships with schools and local/national organisations to provide them
YouthAmbassadorofthe Year2024
A huge congratulations to Rylie, who has been chosen as our Youth Ambassador of the year for 2024.
Rylie’s commitment and passion to ensure that young people are given the opportunities they deserve to develop their skills and confidence, explore the possibilities, and to feel well equipped for their future is truly inspirational
During her time as a Youth Ambassador with Youth Employment UK, she has shown unwavering dedication to highlighting that access to work experience, information about pathways, and receiving the appropriate level of educational support can make such a positive impact on young people’s outcomes.
Having Rylie on our Youth Ambassador Programme has been a pleasure, and we’re excited to be sharing this (very much!) deserved award with her.
Staff appraisals are an important part of running an efficient and effective workplace, and for employees, they play an important role in career development
The first appraisal can be daunting for newer employees and young staff - read about the 5 ways you can support them with the process.
1 2
1. Talk about appraisals early
Normalise and demystify appraisals by talking about them early on. Provide new starters with information about how the process works and allow them to ask questions so they feel confident and prepared.
2. Create a positive appraisal culture
Appraisals can be daunting, but they don’t need to be Aim to foster a culture where appraisals are positive, collaborative, and growthoriented. Ensure it’s a space for a 2-way conversation that allows employees to thrive and develop their career in the way they choose
3
3. Create an appraisal document
Your appraisal process will be more effective if both employees and managers get the chance to reflect ahead of time. Create a 2 part questionnaire that can be completed in advance by both. This will create a great starting point for the discussion and ensure everyone is prepared
Member Spotlight:
SharonBlyfieldOBE Head of Early Careers at Coca-Cola Europacific Partners
Sharon has been praised for her outstanding leadership and commitment to CCEP’s apprenticeship programme, which has continued to grow and expand in line with the business’ Early Careers agenda
We sat down with Sharon Blyfield, Head of Early Careers at Coca-Cola Europacific Partners, to discuss how their apprenticeship strategy.
We explored their approach to onboarding and supporting apprentices, the activities that contribute to their retention offprogramme, and the importance of taking the time to celebrate their apprentices.
How do you celebrate your apprentices at Coca-Cola Europacific Partners?
“As I look back, 2015 was when we had our first celebration and there were only about 6 apprentices at that time. As we fast forward to 2024, we had nearly 200 guests and apprentices
We hold a graduation, for those who have completed their apprenticeship, in a chapel or church for the grandeur that sits behind that, and it’s absolutely incredible.”
“We hold a gala dinner and awards where we recognise our rising stars in each area of the business; they get to relax, party and have that end of year celebration. We do this because it’s really important for us to recognise that when you go through an apprenticeship you not only have to get the work/study balance right, you have to put your heart and soul into it. We want them to get the same opportunity to celebrate in the same way as anybody else ”
What is your approach to onboarding and supporting apprentices?
“One of the biggest things for us is the start of that journey, before they even commence their contract with us.
We take them to see their training provider, along with their parents/carers, to see where they’ll be spending their time.
When they join us, they already know a number of people because they have started to make those -
connections throughout the onboarding process.
All apprentices also get to spend a whole week together, helping them form those bonds and friendships that will support them all the way through their journey
The latest thing we’ve introduced is money management Many apprentices will have come from backgrounds where they won’t have had lots of excess money, so we want to incorporate financial education and wellbeing, building a whole package around them during their onboarding to set them up for success.”
“We now put in a really clear career path that they are following throughout their programme. We bring them in at an entry level role, allowing them time to adapt and find their feet within the organisation.
How does your apprenticeship strategy ensure retention?
“From day 1, we make sure they are connected and have buddies/mentors in the business. They have lots of support and pastoral care around them internally, and the training providers we work with also ensure they are well looked after throughout the programme.”
In Year 2, they move onto the next role They’re now comfortable with their role and the culture, and they’re ready to be stretched just that little bit more.
From Year 3 and 4, for degree apprenticeships, they own their career. They have the same opportunities to apply for more senior roles We use case studies to showcase this, so they can go and talk to people who have followed a similar path to themselves.”
HowdoesyourMembershipwithYouthEmploymentUK supportyouryouthemploymentstrategy?
“Coca-Cola Europacific Partners have been Members of Youth Employment UK since 2018; that’s when we first formed our partnership.
What was really critical at that particular point was we didn’t have an early careers or youth strategy.
We undertook what was the original Benchmark tool to tell us where our gaps are as part of our planning and strategy
It's that Membership and that journey that we’ve been on all that time that helps us to always reflect
on our aims and achievements, and to ensure we’re hearing the voices of the youth that we want to bring into the organisation.
It’s our connection with Youth Employment UK and also other Members that allows us to understand what’s really right for us as an organisaition Without that Membership, I think it wouldn’t be as good as it is today.”
Click here to explore how Membership can support your organisation
SupportingYoung Carersintoandin Employment
We partnered with Carers Trust to share expert best practice and insight with our Members, exploring practical strategies, support systems, and resources that can help young carers enter and thrive in the workforce.
The session was led by Daisy Falconer, Young Carers Programme Manager at Carers Trust, and Joe, a young adult carer
Here’s a snippet of our Members-only resource:
Who are young and young adult carers?
A young carer is someone age 18 or under who cares for a friend or family member The person they care for will have an illness, disability, mental health problem or addiction, and can’t cope without their support Young adult carers are defined as being aged 16-25.
It’s important to remember that young carers all have different needs and lived experiences.
What barriers do they face?
36% of secondary school aged young carers miss at least 10% of school
38% of young carers are less likely than their peers without caring responsibilities to get a university degree
36,843 young people aged 16-24 care for 50 hours or more per week
Young people are 2.5x more likely to come from minoritised ethnic communities
“I've been a young adult care since I was 18 years old and my caring role varies quite a bit
I look after my mother who has a rare neurological condition but my role is primarily administrative stuff so like arranging appointments or financial management.
However, it can also involve other things such as personal care “ - Joe
What can you do as an employer?
32.9% of young people with caring responsibilities are NEET (Not in Education, Employment, or Training)
Click here to learn more about building an inclusive work environment and the essential steps employers and communities can take to support young carers on their employment journey
2024 Highlights
We are incredibly proud of the team at Youth Employment UK, and outside of our collective achievements as an organisation we have also have a number of other personal highlight moments
Our Youth Ambassadors representing us at numerous events over year, delivering presentations, roundtables, and interviews.
Our CEO Laura-Jane Rawlings receiving an MBE at the beginning of the year for her services to young people
Kat, Penny, Laura & Sarah supporting a local college at a speed networking careers event
Our Deputy CEO, Lauren Mistry, joined Robert Peston and Steph McGovern on The Rest Is Money podcast. Listen here.