A recent ISE webinar brought together an employer and school with the Careers & Enterprise Company to discuss how we can ensure all young people have access to high-quality experience.
Why the focus on work experience
The recent government pivot towards policies for young people is unsurprising. The number of 16–24-year-olds not in education, employment or training (NEET) is now at its highest level since 2014, at almost one million.
At the same time, ISE members frequently report that early careers candidates are not ‘work ready’ and lack the skills needed to succeed in the workplace.
ISE’s Development Survey 2025 identified key skills gaps, specifically self-awareness and resilience, dealing with conflict, work-appropriate written communication and managing up. For school and college leavers, gaps also included verbal communication and interpersonal skills.
Crucially, the data also highlights that work experience makes the biggest difference with 77% of employers agreeing that graduates who completed an internship or placement had better skills and attitudes. The same was said of school and college leavers (53%).
It will be interesting to see how this has shifted in this year’s survey – launched at ISE’s Development Conference on 7 May 2026.
While work experience benefits students, employers, and society, delivering meaningful experiences for all young people, not just the well-connected few, remains a significant challenge.
The CEC perspective
Erica Chamberlain, Head of Strategic Business Partnerships at the Careers & Enterprise Company (CEC), outlined the national strategy for modern work experience, which is led by the CEC and aligned with the government’s 2025 statutory guidance. It emphasises the urgency of addressing youth disengagement.
The government’s vision is that every young person completes two weeks of high-quality, meaningful work experience during secondary education. This is being delivered through a national infrastructure of Careers Hubs, employers, and volunteers, reaching most schools and colleges.
At the heart of this approach is a structured framework defining ‘meaningful’ work experience. This includes:
- Clear learning outcomes
- Real tasks and projects
- Meaningful interaction with employers
- Opportunities for reflection
The Equalex Learning Outcomes Framework supports a progressive journey from inspiration through to application.
For employers, collaboration with the CEC offers tangible benefits, including stronger talent pipelines, improved recruitment outcomes, staff development opportunities, and increased diversity and social impact. The Employer Standards Framework and Careers Hub partnerships provide practical support to design and deliver effective programmes.
While employers consistently report that students with work experience make better hires, many still find delivery challenging. Collaboration with local Careers Hubs is a key enabler.
The school perspective
Sarra Jenkins, Director of Future Pathways at Loughborough Grammar School, highlighted that traditional models of work experience often fail to deliver their intended purpose. Too often, they focus narrowly on short-term skill development rather than long-term career education and exploration.
Although policy promotes two weeks of work experience, there remains a disconnect between what stakeholders’ value and what students actually need to make informed career decisions.
Sarra argued that work experience should be reframed - not simply as a skills-building exercise, but as a career-broadening, aspiration-raising intervention.
She advocated for:
- Shorter, more varied experiences
- Exposure to a wider range of workplaces
- Greater accessibility for all students
- Paid work on weekends or in school/college holidays
This approach would broaden horizons, support better decision-making, and help reduce the risk of reinforcing social inequalities.
Read more on where work experience can miss the point from Sarra.
Roding Valley High School also shared how they achieve gold standard employer engagement in secondary education.
The employer perspective
Alysha Zimmer, Work Experience and Employability Manager at Severn Trent, shared how they have evolved work experience over the past five years, moving from ad hoc placements to a more structured and strategic model.
This transformation reflects a strong commitment to being a socially responsible employer, with a clear focus on supporting the communities it serves.
At the core of this approach is a ‘community core’ ethos to ensure opportunities are meaningful, inclusive, and aligned with wider social impact goals. Embedding this purpose has strengthened both community outcomes and talent development.
Severn Trent has also prioritised measuring impact, using data and insight to shape a forward-looking strategy and ensure continuous improvement.
A ‘start small, scale fast’ mindset has enabled the organisation to pilot initiatives effectively and expand successful models at pace, creating sustainable, long-term impact.
Read how KPMG have developed a pilot model for modern work experience.
Building a future-ready workforce with access to high-quality careers guidance benefits everyone. The challenge lies in delivering meaningful work experience at scale - across different regions, sectors, and communities. This requires collaboration, coordination, and commitment.
However, as Alysha concluded, the focus should be on what employers can do to create opportunities, not on the barriers that stand in the way.
Read how Channel 4 is building scale through virtual work experience.