Securing the future workforce cannot begin at the point of recruitment. Across the UK, economic inactivity – particularly among young people – is rising, with long-term implications for productivity, inclusion and growth.
Evidence shows that early engagement with employers can make a significant difference. Young people who have multiple meaningful interactions with employers are far less likely to become disengaged from education or work.
Across our membership, employers are demonstrating how early, targeted intervention can both widen opportunity and strengthen future talent pipelines.
Engaging young people at scale
London Stansted Airport provides a compelling example of long-term, place-based investment in skills. Through its Aerozone education centre, thousands of young people have been introduced to careers in aviation and related sectors, helping raise aspirations and awareness of future opportunities.
Beyond schools engagement, London Stansted Airport works in partnership with Harlow College to deliver an Employment and Skills Academy for adult jobseekers. The programme offers tailored support, practical training and confidence-building – alongside free travel to remove barriers to participation. Around half of participants go on to secure employment at the airport.
The partnership extends further through Stansted Airport College, the UK’s only further education college co-located at an airport. It specialises in providing pathways into the aviation sector and has around 600 students and apprentices. In terms of success, Stansted Airport College sees 85% of students and apprentices finding employment at London Stansted Airport following completion of their studies, and a further 10% going into higher education. By aligning training directly with employer needs, the College provides clear pathways into work, with the majority of students progressing into employment or further study.
Designing work experience around real lives
Cambridge Consultants’ approach to work experience similarly seeks to recognise the realities young people face. For example, its Upskilling Work Experience Scheme which supports further education students on a five-week programme to explore business service roles. In designing the programme, Cambridge Consultants noted that many of the students they were targeting had part-time jobs and/or caring responsibilities so working with the students to manage these timing constraints enabled them to participate. The company also supported with travel costs to remove another barrier.
The programme supports students with a broader base of learning and skills – such as email etiquette, digital literacy skills and LinkedIn profiles, as well as participation in interview workshops, and sessions on communication and presentation skills.
By focusing not just on technical exposure but on confidence, employability and workplace skills, these schemes support social mobility while broadening the future talent pool.
Why early investment matters
These examples show that employer engagement is not simply corporate social responsibility – it is a strategic investment. By building relationships earlier, removing barriers and working in partnership with providers and local organisations, employers can help shape a workforce that reflects the diversity, capability and ambition Cambridge needs to sustain growth.
As Cambridge plans for the future, early and inclusive employer engagement will be critical to ensuring opportunity is shared – and that growth remains resilient.
