Analysis | Skills for the future: Why investment in early talent is crucial for workforce success

Entry-talent and career-returner programmes: Growing skills from the ground up 

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. 

Addressing the skills gap 

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. 

Five tips to launch or enhance early talent programmes 

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. 

The business case for talent investment 

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. 

For more on this topic see the CIPD’s Strategic workforce planning guide and Lifelong learning in the reskilling era report. 

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About the authors

Claire McCartney, Policy and Practice Manager, CIPD 

Claire is a senior adviser specialising in the areas of equality, diversity and inclusion, flexible working, resourcing and talent management. She has also conducted research into meaning and trust at work, age diversity, workplace carers and enterprise and has worked on a number of international projects. She is the author of numerous reports and articles and regularly presents at seminars and conferences.

Katie Noble, Talent Strategy Director, Omni RMS 

Katie is a strategic recruitment leader with over 25 years’ experience in the resourcing and talent management space. Her experience spans across multiple industries, designing and delivering innovative solutions to hiring and retention challenges. In her current role heading Omni’s Talent Strategy division, Katie partners with in-house talent acquisition, HR, and recruitment teams to transform their hiring practices.