Skills for the future: Why investment in early talent is crucial for workforce success
Organisations continue to face challenges in recruiting the talent they need despite falling vacancy numbers, while at the same time navigating the rapid pace of technological change and candidate expectations. According to the CIPD’s 2024 Resourcing and talent planning report, supported by Omni RMS, 83% of organisations that attempted to recruit over the previous year experienced difficulties. In response, organisations are turning inward by investing in internal talent mobility, up-skilling existing employees and expanding development programmes to meet current and future workforce needs.
More organisations reported collecting data to inform their workforce plans to understand where there may be gaps now and in the future. One of the most effective ways organisations are closing this gap and building future-ready talent pipelines is through entry-talent and career-returner programmes. These initiatives provide structured routes for new graduates, apprentices, interns and individuals re-entering the workforce, offering opportunities to grow skills aligned with organisational needs.
The report shows that currently 51% of organisations offer apprenticeships, 44% operate graduate programmes, and just over a third offer intern schemes (35%), post-A-level entry routes (34%) and career-returner programmes (34%). These programmes can not only help bridge skills gaps, increase retention and loyalty but also diversify talent pipelines, strengthen social mobility, bringing in fresh perspectives and ideas that can drive innovation and offer competitive advantage.
Larger organisations are more likely to run these programmes, reflecting both resource availability and the scale of talent needs. Interestingly, apprenticeships and graduate schemes are particularly common in the public sector, whereas intern schemes see slightly higher adoption in the private sector. This suggests that the approach to early talent development can vary depending on organisational size and sector, but the underlying principle remains the same – early investment in talent pays long-term dividends.
The report highlights another significant shift in strategy, 56% of organisations reported developing more talent in-house over the last 12 months compared with the previous year. Upskilling existing employees has become the most common response to hiring challenges, which reflects a broader recognition that internal talent pipelines are essential for long-term success.
Developing skills internally not only helps address immediate gaps but also fosters loyalty and engagement among employees. Learning and development (L&D) initiatives are now a key tool for retention: 42% of organisations implemented L&D programmes specifically to improve retention, up from 35% in 2022. Similarly, creating clearer career paths is increasingly recognised as a retention strategy, with 31% of organisations introducing structured career pathways, up from 24% in 2022.
For organisations looking to remain competitive, investing in in-house development isn’t just about filling roles it’s about future-proofing the workforce. Employees equipped with evolving skills become more adaptable, innovative and ready to tackle emerging market and business challenges.
Creating successful early talent programmes requires careful planning, clear objectives and alignment with the broader business strategy and workforce plans. Here are five tips to get your programmes up and running:
1. Align programmes with future skills needs
Start by mapping the skills your organisation will need over the next 3 to 5 years. Consider technology and the impact of AI, as well as emerging roles and areas where skills are scarce. Talent programmes should not just address current gaps but also develop employees’ capability to meet future workforce demands.
2. Build structured development pathways
Provide clear learning journeys for employees, combining on-the-job experience with formal training. This could include rotations, mentorships, and project-based assignments. Structured pathways not only accelerate skills acquisition but also boost engagement and retention. Ensure that support mechanisms are also in place i.e. buddy’s, mentors and cohort networks where possible.
3. Align with your stakeholders
Your stakeholders are essential to the success of any programme. Engage with a range of stakeholders and align early in the process to truly understand their needs, carve out responsibilities and develop a shared objective of what success will look like. Doing this will secure genuine buy-in and sustainability of the programme.
4. Foster a culture of inclusion and opportunity
Early talent programmes are an ideal lever for improving equality, diversity and inclusion. By opening opportunities to career-returners, graduates and apprentices from varied backgrounds, organisations can build a workforce reflective of the communities they serve while cultivating a rich mix of perspectives.
5. Monitor, measure and evolve
Track the effectiveness of your talent initiatives through metrics such as retention, promotion rates and skills development progress. Use these insights to continuously refine programmes, to ensure that they remain relevant and aligned with changing business needs.
Organisations that proactively develop skills in-house are better equipped to manage talent shortages, maintain operational agility, champion cultural diversity and drive innovation. Talent programmes often become key differentiators in employer branding, plugging skills gaps and attracting high-calibre candidates who are looking for meaningful career development opportunities.
The CIPD Resourcing and talent planning report, supported by Omni, clearly illustrates that organisations adopting these strategies are seeing tangible benefits. With the current recruitment challenges,, developing talent internally and creating structured entry-level pathways is fast becoming one of the most effective ways to secure the workforce of the future.
The workforce of the future will demand agility, adaptability and deep skills expertise. Organisations that fail to invest in talent development programmes and internal mobility risk being left behind in the competition for both talent and market opportunity. By developing in-house skills, offering robust programmes, and embedding a learning culture as a core part of the employee experience, businesses can build resilient, future-ready workforces.
Use our quiz to assess your organisation’s resourcing and talent planning practices and get valuable insights.
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