Employers must recognise the urgent barriers young people face, understand the risks of disengagement, and take proactive steps to support and integrate youth talent into the workplace.

Understanding the barriers for young people

Today’s youth confront a host of unprecedented challenges entering the workforce. Besides the well-known disruption caused by the pandemic, a quarter of young people cite long-term illness or disability as their biggest obstacle, and 80% of Universal Credit health claims are tied to mental health or neurodevelopmental conditions. These health challenges, combined with increasing rates of burnout and anxiety, create significant obstacles to sustained employment or education engagement.

Compounding this, young people frequently report unclear career pathways – they lack transparent, structured roadmaps for growth and advancement within organisations. The shift to digital-first work models and remote collaboration has also eroded traditional mentorship and informal learning opportunities, leaving many young people feeling disconnected and unsupported. Rigid corporate cultures that lack flexibility and well-being initiatives further alienate potential young talent just as they try to find their footing in professional environments.

Risks to employers and industry

The absence of young people in the workforce presents significant risks across multiple sectors. Industries such as technology, retail, fashion, and professional services depend on fresh digital competencies, creative thinking, and innovative mindsets that younger generations typically bring. A sustained skills gap could result in stagnated innovation and competitive disadvantage.

Moreover, a reduction in generational diversity diminishes the breadth of perspectives and ideas essential for thriving, dynamic companies. This narrowing of diverse voices threatens not only creativity but also the ability to adapt to fast-evolving markets and consumer demands. Economically, the disengagement of young people could lead to slower growth, reduced productivity, and higher social and healthcare costs, negatively impacting businesses and society alike.

What employers can do to support young talent

Employers hold a critical responsibility and opportunity to reverse these trends by evolving workplace culture and talent strategies:

• Invest in mentorship: establishing dynamic mentoring programmes that pair young employees with experienced leaders builds trust, provides guidance, and helps newcomers acclimate to workplace expectations
• Define clear career pathways: transparent development plans, clear benchmarks, and regular reviews empower young talent by clarifying how to progress and succeed
• Prioritise wellbeing and flexibility: offering flexible work arrangements and comprehensive mental health support fosters an inclusive environment conducive to retention and engagement
• Enable cross-departmental exposure: opportunities for networking, job shadowing, and collaborative projects broaden skills and perspectives beyond siloed roles
• Champion open communication and feedback: systems that promote meaningful dialogue allow young employees to feel valued, seen, and empowered in their contribution

Building resilient, future-focused organisations

These solutions are not mere perks – they are business imperatives. Companies that embrace mentorship, clearly mapped career progression, and employee wellbeing will attract and retain the next generation of top talent. This, in turn, builds stronger, more innovative organisations prepared for future challenges and opportunities.

In a world rapidly shaped by digital innovation and shifting workforce expectations, investing in young people is investing in industry leadership and economic sustainability. The time for employers to act decisively and collaboratively is now.

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