Employability support engagement event: Cardiff

On 29 April 2025 we held the first of 4 stakeholder engagement events in Cardiff to gather feedback for the new Employability Support Programme. This event 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 a diverse range of stakeholders to discuss good practice, lessons learned and innovations for helping people thrive and reach their employment potential.

Participants used Slido to answer 9 key questions about the programme’s future direction.

This section summarises the main insights from Slido on how to shape the new programme.

Best ways for individuals to access the programme

This question focused on entry points and referral routes to ensure those most in need can access support. Key feedback included:

• community-based approaches such as local access through community hubs, health services and trusted organisations
• educational institutions including schools, colleges and universities
• social media for reaching diverse audiences, particularly younger people
• trusted advisers with established relationships
• multiple channels to capture underrepresented groups
• access via healthcare settings such as GP surgeries and primary care
• word of mouth was seen as a powerful tool for awareness

The responses emphasised that local partnerships and diverse referral networks are needed, with particular attention to minority ethnic communities and making services more accessible to disabled people.

Most important factor in determining level of support

This question asked what should guide decisions about how much support someone receives. Delegates prioritised:

• a holistic approach rather than focusing on a single factor (55%)
• individual circumstances as the critical factor (40%)
• additional support needs (3%)
• health barriers as significant determinants (1%)
• industry experience (1%)
• length of unemployment (0%)
• qualifications held (0%)
• age group considerations (0%)

Participants preferred comprehensive assessments that consider multiple factors rather than single-metric assessment approaches.

Most important factors in an effective assessment

This question asked what makes assessments effective and supportive for participants. Key feedback included:

• person-centred assessments focusing on individual needs and perspectives
• relationship building and trust between the assessor and participant
• asking appropriate and sensitive questions
• allowing sufficient time for the assessment and showing empathy
• taking a holistic view of the person, not just employability issues
• face-to-face interaction is preferred over remote assessment
• assessors with the right skills and understanding

Responses stressed that assessments should focus on what matters to the individual rather than only measuring a specific set of narrow outcomes.

Approaches or practices that have worked well

This question gathered insights on successful practices from existing programmes. Key feedback included:

• personalised support such as one-to-one mentoring and trauma-informed equality, diversity and inclusion provision
• community-based delivery with flexible, local services
• a focus on soft skills not just hard outcomes such as jobs.
• sustained support lasting 3 to 6 months beyond initial employment
• coaching models that empower individuals rather than direct them
• collaboration with employers and other providers
• holistic approaches addressing all barriers, not just employment issues
• emotional support and wellbeing checks
• quick and easy access with minimal bureaucracy
• consistent support from the same adviser throughout the journey

Participants praised initiatives such as QuickStart Bridgend, Employment and Enterprise Bureaus and supported internships.

Approaches or practices that have not worked well

This question identified challenges and ineffective practices from past programmes. Key feedback included:

• duplication linked to multiple funding sources
• short-term funding that hinders sustainability and planning
• target-driven approaches focusing on numbers rather than the individuals’ needs
• not being able to measure the participant’s full journey
• one-size-fits-all methods ignoring individual differences
• silo working and lack of collaboration between providers
• confusing programme landscapes for users
• restrictive or inflexible eligibility criteria
• competition rather than cooperation between providers
• poor or restricted data sharing limiting effective partnerships
• centralised support not tailored to local needs
• a single point of referral that limits access routes

The feedback highlighted structural issues in how employability programmes have been designed and delivered.

One wish for the new Employability Support Programme

This question sought participants’ aspirations for the future programme. Key feedback included:

• long-term, consistent funding for stability and effective delivery
• a Wales-wide framework with local flexibility
• early intervention and more pre-16 support to reduce future Not in Employment, Education or training (NEET) figures
• reduced duplication by streamlining provision across Wales
• individual-centred approaches for diverse demographic needs
• joined up working and better collaboration between providers and agencies
• accessible services that everyone in Wales knows about and can use
• practical transport solutions
• sustainable employment outcomes extending beyond the first placement
• specific support for older workers with different needs

Participants want a programme that builds on existing strengths rather than creating entirely new structures.

Groups to prioritise

This question asked delegates to identify the most important areas for the new programme (delegates could select 3 groups). Key priorities in order of delegate preference included:

• young people aged 16 to 25 (48%)
• all aged 16 plus (42%)
• less than six months (41%)
• redundancy support (35%)
• as adults aged 25 and over (19%)
• 16 to 18 year olds (7%)
• long-term unemployed, those out of work for over 6 months (6%)

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 reflecting consensus that removing obstacles to employment should be the primary focus of the programme
• targeting those with greatest need
• pre-engagement highlighting the importance of early intervention and making initial contact with potential participants
• ease of access reinforcing earlier feedback about multiple entry points and straightforward referral routes
• equality and diversity emphasising the need for inclusive approaches that reach all communities
• employment outcomes such as people into employment and supported employment
• skills development such as soft skills recognising the value of interpersonal and life skills alongside technical capabilities
• labour market alignment including support labour market and work experience completed the priorities, showing stakeholders value employer engagement but prioritise individual needs 

The ranking shows a preference for a person-centred approach that focuses on addressing individual barriers and targeting those with the greatest needs. This aligns with feedback throughout the event that emphasised holistic, individualised support over target-driven approaches.

Innovation and designing for success

This question invited creative ideas to make the Employability Support Programme stand out and future-proof its design. Key feedback included:

• integrated systems and reduced duplication such as one programme with a customer-focused database to minimise repetition
• technology and digital transformation including Artificial Intelligence (AI) tools to remove administrative burden and digital triage instead of paper forms
• early intervention and prevention by starting in schools and offering pre 16 support to reduce future NEET figures
• support for employers and labour market alignment through linking local skills plans to opportunities and preparing employers to hire people with diverse needs
• benefits system reform to encourage work by removing household penalties when a young person takes a job and offsetting benefit loss through piloted employer pledges
• flexible, person-centred approaches that invest time in understanding local area needs and empower participants rather than invent new processes
• local authority engagement by using local authority powers to connect with, and tapping into their business links
• co-production and lived experience through reverse mentoring and involving service users in design and delivery
• sustainable funding approaches with built-in pilots, long-term strategic funding cycles and contracts immune to changes of government
• innovation culture that allows risk-taking, pilots and learning from both successes and failures
• focus on quality and continuous improvement by measuring qualitative as well as quantitative outcomes and taking a system-thinking approach
• not reinvent the wheel by building on existing good practice rather than starting from scratch

The feedback demonstrates a desire for an innovative programme that harnesses technology, works collaboratively across sectors, provides flexible person-centred support, builds on existing good practice and is underpinned by sustainable long-term funding.

Several consistent themes emerged across all 9 questions.

Person-centred approaches with barrier removal as priority

Stakeholders emphasised that tackling individual barriers must come before job outcomes. This holistic focus, including mental health, transport and childcare, underpins sustainable employment pathways.

Balanced demographic focus with special attention to the long-term unemployed

A robust youth service should be retained alongside comprehensive services for long-term jobseekers.

Community-based delivery with multiple access points

Localised engagement through familiar community hubs, schools, healthcare settings and social media channels to ensure the programme reaches underrepresented and disengaged groups.

Integration and reduced duplication

Streamlining the current patchwork of services into a single operating model with shared data systems, coordinated referrals and collaborative delivery, will eliminate competition and reduce administrative burdens.

Sustainable long-term funding

Multi-year funding commitments are essential to build stable teams, ensure consistent service delivery and allow for rigorous, long-term impact measurements.

Technology and innovation balanced with human support

Digital tools and AI should be deployed to automate administration and streamline data sharing, freeing staff to focus on the face-to-face relationships vital for participants with complex needs.

Early intervention and prevention

Embedding employability support in schools and offering pre 16 pathways will shift the model from reactive intervention to proactive prevention, reducing future NEETs.

Employer engagement and labour market alignment

Deepening partnerships with employers, aligning training to local growth sectors and equipping businesses to hire people with diverse backgrounds will create sustainable job opportunities.

Benefits system reform

Piloting “in-work” support and removing disincentives within the benefits system will help people transition into employment without immediate financial penalties.

Flexibility and permission to innovate

Building in local adaptation, creating safe spaces for risk-taking and learning from pilots will foster a culture of continuous innovation and improvement.