Tesco’s focus on NEET young people has become a core part of its early careers strategy. Apprenticeship and Graduate Talent Acquisition Manager, Lynda Jackson explains the rationale, approach and delivery.
In our third recruitment cycle of targeting young people who are Not in Education, Employment or Training (NEETs), we have moved beyond a pilot to a scalable model that addresses both a clear societal need and a business-critical talent opportunity.
NEET young people face structural barriers that significantly limit access to work. These often include socio-economic disadvantage, lack of exposure to careers, lower confidence and limited professional networks.
Traditional recruitment processes often unintentionally exclude them, reinforcing cycles of underemployment and low social mobility. By specifically targeting this group, we are intentionally widening access to opportunity and challenging what ‘ready for work’ looks like.
From a business perspective, this is equally important. Like many employers, we face ongoing demand for entry-level talent. Relying on traditional pipelines alone narrows access and limits diversity of thought and experience.
Targeting NEETs allows us to unlock an underrepresented and often overlooked talent pool, strengthening workforce diversity while building a sustainable pipeline aligned to the communities we serve.
Attraction: Reaching and engaging NEET talent
Our attraction strategy is fundamentally different from traditional early careers campaigns. We know this audience is unlikely to engage through job boards or standard school and college routes.
Instead, we partner with employability charities and community organisations with trusted local relationships. These partnerships are critical in reaching young people who would not otherwise consider opportunities with us.
We have simplified the application process to remove barriers, ensuring it is accessible and mobile-first, with minimal reliance on prior experience or formal achievements. Our messaging is also intentionally reframed to focus on potential, emphasising that no prior experience is required.
Pre-application engagement is a key differentiator. We deliver local workshops, outreach sessions and engagement with parents and carers to build awareness and confidence. For many candidates, the decision to apply is influenced as much by belief and encouragement as it is by the role itself.
Our assessment approach has also been adapted. We have moved away from traditional formats that prioritise polished performance, instead introducing more practical and immersive methods that allow candidates to demonstrate potential in a fair and supportive way—particularly important for those who may lack prior experience or confidence in formal recruitment settings.
Development and programme design
We recognise that NEET candidates often join with differing levels of readiness, so our programme design reflects this from day one. Participants are recruited into permanent apprenticeship roles, providing immediate financial stability alongside long-term development.
What differentiates the experience is the depth of support surrounding the individual. Alongside enhanced onboarding, line manager training, and structured peer and mentoring support, we work in partnership with The King’s Trust to deliver wraparound support that helps young people successfully transition from education into the workplace.
This includes tailored support before and during employment, building confidence, addressing barriers, and providing ongoing guidance as individuals adjust to the expectations of work. This holistic approach ensures participants are not only placed into roles but are set up to sustain and progress in them.
Development focuses on both technical capability and core employability skills such as communication, teamwork and resilience, reinforced through real workplace experience and consistent support networks.
Integration with wider early careers strategy
While targeted, this approach is fully integrated within our broader early career’s ecosystem. It acts as an additional entry route rather than a separate programme.
This means individuals are not siloed and have access to the same progression pathways as other early careers hires, including further apprenticeships and long-term career opportunities.
The key difference lies in the level of support and starting point. By offering multiple entry routes, we meet candidates where they are, ensuring inclusivity across all pathways.
Challenges and continuous improvement
Working with NEET populations presents specific challenges. Confidence can be low, engagement can fluctuate, and external socio-economic factors can impact retention. To address this, we have strengthened line manager capability and built strong partnerships to provide wider support beyond the workplace.
Balancing business needs with social impact has also been a key focus. Roles must be commercially viable while still delivering meaningful opportunity. Over three cycles, we have refined our approach to ensure we achieve both.
Impact
Through this focused approach, we are successfully engaging and retaining talent that would otherwise remain excluded from the workforce. Each cycle has strengthened our model, improving outcomes for both individuals and the business.
By targeting NEET young people, we are not only addressing a critical social challenge, we are redefining how we access, assess and develop talent, creating a more inclusive and future-ready workforce.
Tesco won the ISE Award with Group GTI for its Outstanding Dedication to EDI in Early Talent.