To fix apprenticeships we must back employers, not just fund them

The government’s new ‘deal for young people’ and renewed focus on youth apprenticeships is a welcome step towards reversing the long-term decline in under-25 apprenticeship starts.

But if this ambition is to succeed, we must recognise a fundamental truth: the problem is not a lack of interest from young people.

Every month, Lifetime receives more than 5,000 applications from young adults looking for apprenticeship opportunities, yet vacancies fall well short of demand.

That tells us something important. Young people are motivated, ambitious and eager to learn. The challenge is creating enough opportunities for them to take that next step.

Apprenticeships remain one of the most effective ways for employers to build a skilled and loyal workforce, develop talent aligned to business needs and create a pipeline for long-term growth.

Yet for many employers, particularly in hospitality, retail, care and early years, recruiting a young apprentice can still feel like a significant commitment. Many are taking on someone entering the workforce for the first time, requiring additional time, support and investment.

Increased funding has an important role to play, especially during the early stages of employment. But funding alone will not unlock employer demand.

Employers consistently tell us they need practical support: clear guidance, simple processes and confidence that they have the right structures in place to help a young person succeed. When that confidence exists, they are far more likely to invest.

This is where policy needs to go further. We should focus on genuinely de-risking the decision to recruit, whether through targeted incentives such as salary offsets or practical support that helps employers manage the realities of bringing new talent into the workplace.

The government’s recent apprenticeship announcements reinforce both the opportunity and the challenge.

The review of funding bands has the potential to better reflect the true cost of delivering high-quality apprenticeships. However, without additional funding entering the system, difficult trade-offs remain and there is a risk that some areas of provision will be squeezed.

The renewed focus on younger learners is welcome and overdue. Rebuilding entry-level pathways is essential for social mobility, productivity and economic growth.

However, entry-level does not always mean young. In sectors such as adult social care and early years, many new entrants are over 25. A strong apprenticeship system must support young people starting their careers, older career changers, existing employees looking to upskill and those returning to work. Solving one challenge should not create another.

Alongside employer demand, there is another equally important priority: preparing young people for the workplace.

Employers consistently tell us that communication, teamwork and other employability skills matter just as much as technical knowledge. Stronger collaboration between schools, employers and training providers can make a real difference.

Better work experience, mentoring and opportunities to develop workplace confidence can help young people understand employer expectations before they apply for an apprenticeship.

Too often, employers engage too late or have limited relationships with schools and local communities. Our recent research found that only 37 per cent of parents had received any information from employers about apprenticeships. Earlier engagement would raise awareness of apprenticeship pathways, shape expectations and strengthen future talent pipelines.

The government’s ambition to create 50,000 additional youth apprenticeship starts by 2030 is achievable. But it will require more than additional funding. It means giving employers the confidence to recruit, helping young people become work-ready and maintaining a balanced apprenticeship system that supports young entrants, career changers and workforce development alike.

The talent is already there. Now we need a system that gives more young people the opportunity to fulfil their potential while helping employers build the workforce they need.