Employability support engagement event: Abergele

This summary presents feedback gathered via Slido from attendees at the Abergele engagement event held on 8 May 2025. This was the second event aimed at gathering feedback for the new Employability Support Programme. This series supports the Welsh Government’s commitment in the Employability and Skills Plan 2022, to create a seamless, integrated employability support system in Wales.

We invited stakeholders to discuss good practice, lessons learned and innovations for helping people reach their employment potential in Wales.

This section summarises the main insights from Slido.

Best ways for individuals to access the programme

This question asked how people should be able to enter the programme and what referral routes would help those most in need. Key feedback included:

• using multiple access points and communication channels to reach people
• supporting community-based outreach such as events and job fairs
• using social media as a key communication tool
• strengthening links with job centres and other networks for referrals
• creating a central hub where people can find all available services
• offering face-to-face events and encourage word-of-mouth recommendations
• working with other services to provide referrals
• ensuring consistent entry routes across Wales

Delegates agreed that no single method would suit everyone. A mix of digital tools, community outreach, and traditional referral routes was seen as the most effective approach. There was strong support for a centralised information hub alongside multiple ways to access support.

Most important factor in determining level of support

This question asked what should guide decisions about how much support someone receives. Key points included:

• individual barriers (76%)
• additional support needs (15%)
• age group (5%)
• industry experience (3%)
• health barriers (1%)
• length of unemployment (0%)
• qualifications (0% )

Most respondents felt that support should be based on personal challenges rather than traditional measures like qualifications or time out of work. This reflects a strong preference for a person-centred approach.

Most important factors in an effective assessment

This question explored what makes assessments useful and supportive for participants. Key themes included:

• a person-centred approach which focusses on the individual and allows individuals to shape their own path
• understanding aspirations, interests, and strengths of participant using active listening and open conversation
• highlighting what people can do as well as what holds them back
• trust and relationship building to create a safe and welcoming space before starting formal assessment
• holistic and ongoing assessment to recognise what challenges may arise over time
• skilled and empathetic assessors with the right skills and understanding, taking a non-judgemental and empathetic approach
• ensuring assessors know about available support and referrals
• clear communication, using plain language, avoiding jargon to ensure people understand the process and there are clear expectations set

Delegates stressed that trust and understanding are essential for effective assessment. They also agreed that assessment should be ongoing and holistic, not just a one off or just focused on employment.

Approaches or practices that have worked well

This question asked for examples of successful practices from current programmes. Key themes included:

• person-centred support tailored to individual needs
• flexibility
• working at the person’s pace
• employer engagement and in-work support
• building strong relationships with employers to support them and the employee
• using job coaching and supported employment models
• continuing support in work after placement but reducing over time
• collaborative working which encourages multi-agency partnerships to share information
• using shared funding across government programmes and alignment of strategies
• community-based delivery to focus on local delivery rather than national programmes
• building relationships through active listening, trust and consistent contact
• creating safe community spaces with consistent lead workers
• holistic, wrap around support which addresses confidence, motivation, health and transport barriers
• specialised models including supported employment, specialised job coaches and peer mentors
• practical experience and hands on learning in the workplace through visits, internships and work trials
• Welsh language provision, creating a positive Welsh-language environment

Delegates shared a wide range of successful practices, with strong agreement on the value of flexible, person-centred support delivered locally.

Approaches or practices that have not worked well

This question asked delegates to reflect on what hasn’t worked in past programmes. Main challenges included:

• short-term funding results in uncertainty, staff turnover and gaps in provision
• target driven models
• funding linked only to job outcomes with a lack of recognition for soft outcomes
• duplication which can mean overlap between organisations offering similar services and competing for funding streams
• government departments working in isolation
• poor information sharing between programmes and organisations, General Data Protection Regulation (GDPR) used as a barrier
• inflexible programme design such as age restrictions and strict eligibility criteria
• no support after programme completion and limited help once someone is in work
• participants being passed between programmes
• bureaucracy and administrative burdens, complex rules, excessive paperwork
• delays in systems like Access to Work (over 10 months for assessments)
• barriers not addressed holistically
• work placements without proper support
• no credit for jobs under 16 hours
• national schemes not always being suited to rural areas
• social inequalities affecting success

Delegates expressed frustration with short-term funding and target-driven approaches that overlook individual needs. There was strong criticism of siloed working, rigid eligibility criteria, and lack of continuity.

One wish for the new Employability Support Programme

This question asked delegates to share their hopes for the future programme. Most common wishes included:

• long-term funding, ideally over 5 years, to support stability and planning
• less bureaucracy and simpler processes
• better collaboration between services
• data sharing
• local delivery within a national framework
• person-centred support, not just outcome-focused
• continued support into employment
• flexibility to meet individual needs
• clear pathways and quality signposting
• recognition of the Supported Employment Quality Framework (SEQF)
• integration with skills and progression programmes
• strong employer engagement and incentives
• equal support across Wales
• focus on good jobs with fair pay and conditions

The top priority was long-term funding to allow for proper planning, staff retention, and consistent service delivery. Delegates also called for joined-up working, local delivery, and approaches that put people’s needs first.

Groups that should be prioritised

This question asked which groups should be the focus of the new programme, given limited resources (delegates could select 3 groups). Delegates prioritised:

• long-term unemployed, over 6 months, (66%)
• an inclusive approach for all aged 16 and over (47%)
• young adults (16 to 25 year olds) (46%)
• those unemployed for less than 6 months (40%)
• people facing redundancy (37%)
• adults aged 25 and over (21%)
• 16 to 18 year olds (14%)

Biggest priorities

This question asked delegates to identify the most important areas for the new programme. Key priorities in order of delegate preference included:

• addressing barriers to employment
• dupported employment
• targeting those with the greatest need
• pre-engagement and ease of access
• helping people into employment
• equality and diversity
• work experience, soft skills, and general labour market support 

Delegates agreed the programme should focus on removing barriers. There was strong support for targeting those most in need and making it easy for people to engage with the programme.

Innovation and designing for success

This question invited delegates to share ideas for making the Employability Support Programme innovative. It encouraged creative thinking about what could be “shiny and new” and how to “future-proof” the programme. Key suggestions included:

• strong partnerships and genuine collaboration between services
• Welsh Government and local authorities leading by example in their employment practices
• active employer engagement and buy-in
• localised support tailored to local needs
• a shared database for ongoing evaluation and data sharing
• better understanding of people’s needs and circumstances
• clear branding, communication, and easy access to services
• seamless pathways from learning and skills to employment and in-work support
• long-term funding with flexibility at the local level
• investment in specialist job coaches to reduce staff turnover
• matching skills supply with job market demand
• honest evaluation and sharing of both successes and challenges

Innovation was seen as rooted in better collaboration, smarter systems, and responsive local delivery. Delegates also highlighted the need for strong employer partnerships and leadership from public bodies. Improved data systems were seen as key to continuous learning and improvement.

The feedback from the Abergele event highlighted several core priorities for shaping the future of employability support in Wales.

Person-centred support

Individuals, not outcomes or systems, should be at the centre. Support should be tailored to personal barriers and circumstances, not on standardised categories.

Long-term funding

A 5-year funding commitment is needed for stability. Delegates consistently called for long-term investment to support planning, staff retention, and services.

Prioritise the long-term unemployed

Focus on the long-term unemployed while keeping the programme inclusive for all aged 16 and over. A tiered approach based on need was widely supported.

Remove barriers first

Addressing barriers and offering supported employment must come before measuring job outcomes. These are the foundations for long-term success.

Multi-channel access

No single method works for everyone. Use a mix of digital tools, community outreach, and traditional referral routes to reach people effectively.

Break down silos

Improve collaboration and data sharing between services. This will reduce duplication and create smoother pathways for participants.

Local delivery within a national framework

Ensure consistent standards across Wales while allowing flexibility for regional needs. Local delivery was strongly supported.

Employer engagement

Employers must be active partners in programme design and delivery. Public bodies should lead by example.

Continued in-work support

Support should not end at job placement. Ongoing help is needed to ensure people stay in work and progress.

Reduce bureaucracy

Simplify processes and cut down on paperwork. This will free up resources to focus on direct support for individuals.