Ryan Candlish, Everyturn’s People Director, shares his reflections on the UK Government’s proposed youth employment programme.
This week, the Department for Work and Pensions announced a youth employment programme, focused on creating 200,000 new jobs and significantly transforming apprenticeships. At a time when youth employment is growing and we’re seeing fewer young people start apprenticeships, I welcome this genuine intention to create more opportunities for young people.
We know from Everyturn’s own services and the people we support that work can be good for our mental health. Research shows that secure, meaningful employment can improve wellbeing by providing income, structure, purpose, and social connection. So helping young people into work absolutely matters!
But getting people into jobs is only part of the story.
The announced changes to apprenticeships also includes defunding popular leadership and management options like Team Manager and Operations Manager. This reflects a move away from using apprenticeships for established staff and refocusing investment on young talent and priority skills.
I would argue that we need to make sure opportunities align with the principles of ‘good work’: Young people need to learn, grow, and progress throughout their careers, not just at the beginning. Today’s young people taking their first jobs are our future leaders. I do have a concern that these changes risk losing some of the depth that apprenticeships can offer in building long-term capability and shaping our leaders of the future.
We’re proud of our strong leadership development programme at Everyturn, but some organisations have to rely on levy-funded leadership apprenticeships to develop their staff. As the management apprenticeships are defunded, people who are ready for this development may lose out.
There’s also another reality for employers here. The push for the Real Living Wage, championed by the Living Wage Foundation, is important. Fair pay is another core part of ‘good work’. At Everyturn we choose to pay our apprentices in line with the Real Living Wage, as many employers do. But as the policy landscape changes, how many employers will be able to continue this?
As these changes take shape, organisations will need to adapt. But as we do, we should keep our foundations rooted in those good work principles, remembering that it’s not just about getting young people into jobs, but ensuring work continues to have a positive, lasting impact on their mental health.
Ultimately, this is about balance. Expanding access to work is the right ambition, but it must sit alongside a clear focus on quality, progression, and sustainability. If we get that right, we don’t just improve employment figures – we’ll also create pathways that support mental health, build future leaders, and strengthen the workforce for the long-term.