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Everyone who completes them will get digital badges that properly recognise what they’ ve learned.
Looking more broadly to the future, we expect 1.4 million new jobs to be created by 2035- with very different skills requirements, driven by technological change.
We’ re keeping pace through innovative analysis of skills needs and listening to employers and other key stakeholders including local leaders.
We announced a new accelerated approach to how we work during National Apprenticeship Week. This will get apprenticeships updated and short courses developed more quickly for sectors critical to delivering major infrastructure and investment projects. Updates to training or development of new short courses will be completed in as little as three months
Q. HOW DO THE CURRENT REFORMS AIM TO SUPPORT YOUNG PEOPLE TO BECOME WORK-READY, WHILE ALSO
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MEETING EMPLOYERS’ EXPECTATIONS?
A. The key innovation is foundation apprenticeships. These bridge the gap between formal learning in school or college and the world of work, through a blend of structured learning with authentic on-the-job experience and accountability. Success for a foundation apprentice is progression – be that into further training or a job.
They’ re underpinned by additional funding for employers up to £ 2,000 to contribute to the extra costs of supporting someone at the beginning of their career. This is in addition to the payments that employers are eligible to receive when recruiting young apprentices.
Q. LOOKING AHEAD TO 2026 AND BEYOND, WHAT WOULD SUCCESS LOOK LIKE FOR SKILLS ENGLAND AND THE WIDER SKILLS SYSTEM FROM AN EMPLOYER’ S POINT OF VIEW?
A. In my opinion, for employers,
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success would mean delivering on our driving ethos of better skills aligned to real jobs.
That means a simpler, more responsive and flexible system- one that reduces administrative burden, reflects labour market need, and gives employers confidence to invest in training.
It would see stronger domestic talent pipelines in priority sectors, faster updates to standards where skills evolve, and clearer progression routes for learners especially young people.
Ultimately, success is a system that supports productivity, growth and opportunity, with employers playing their part and being able to access the skills they need, when and where they need them.
* Gemma Marsh is the Deputy Chief Executive Officer( CEO) of Skills England. She formerly worked at the Greater Manchester Combined Authority, where she most recently served as the Director of Education, Work, and Skills.
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88 CAPITAL MATTERS
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