Among significant geopolitical, technological, and economic shifts, the UK is experiencing a critical skills transformation, one in which apprenticeships will play a pivotal role.
Defence, clean energy, AI, and advanced manufacturing are booming sectors, driven by reindustrialisation, climate strategy, and technological disruption. With demand for engineers, electric vehicle technicians, and AI-ready workers on the rise, organisations must invest in training and upskilling. More than half of UK manufacturers are reshoring operations, intensifying the need to rebuild and modernise domestic skills.
The government’s record £3bn apprenticeship budget for 2025 is a positive step, but constraints remain. Notably, the defunding of Level 7 apprenticeships for under-22s from 2026 has disrupted pipelines in legal and financial sectors. To meet workforce demands across eight priority industries, including life sciences, digital, and professional services, a broader and more flexible skills strategy is essential. This includes the proposed Growth & Skills Levy and regional collaboration with Skills England.
Interest in apprenticeships among young people has reached an all-time high, yet significant barriers persist. Many students are unclear about their options, lack understanding of apprenticeship levels, and disengage during complex or opaque recruitment processes. While enthusiasm grows in sectors like manufacturing and tech, interest in energy and infrastructure careers remains low, requiring better outreach and perception-shifting efforts.
Employers must act now to future-proof their talent pipelines. This includes aligning apprenticeship programmes with long-term workforce strategies, securing internal stakeholder buy-in, and enhancing candidate experience. Key recommendations include data-led outreach to underrepresented groups, engaging parents and educators, simplifying recruitment steps, and offering robust pre-application support. Human-centred processes, paired with smart use of automation, can reduce dropout rates and improve retention.
Ultimately, apprenticeships done well represent a powerful lever for closing skills gaps ,boosting social mobility, and supporting UK economic resilience.
We have provided a summary of key considerations, insights and recommendations to help emerging careers leaders to influence demand, hire and develop apprentice talent.
For support with early careers and emerging talent challenges end-to-end, or more information on the resource, please contact dan.doherty@groupgti.com
You can view the recordings, slide deck, photo gallery and a paper below.
