As the sector collectively catches its breath and looks to the year ahead, the theme of readiness and renewal couldn’t be more timely — or more vital.

From funding shifts and policy updates to the continued evolution of digital and blended learning models, apprenticeship and skills providers face a delivery landscape that’s more dynamic than ever. Planning for that uncertainty requires more than operational agility — it requires a strategic focus on the people who will actually deliver it.

At the National Skills Agency, we have a unique window into the sector. We’re speaking daily with training providers, awarding organisations, colleges, and employers who are all asking the same fundamental questions: Do we have the right team in place? Are we equipped for curriculum change? Can we adapt quickly enough as learner and employer needs evolve?

If there’s one consistent thread, it’s this: the real war in our sector is a war for talent.

As funding flows back into technical education, AI reshapes job roles, and regulatory expectations climb, the demand for sector-savvy professionals is outstripping supply. Everyone wants experienced tutors, the best BDMs, switched-on curriculum leaders, and agile operations managers. But these people are in short supply — and increasingly selective about where, how, and for whom they work.

Building Readiness Through People

Delivery planning is often framed around compliance, frameworks, and systems — but without the right people to lead, teach, and innovate, those plans will underdeliver.

Our advice to providers is simple: treat talent strategy as core to delivery strategy. That means:

• Planning ahead for inevitable gaps in delivery staff, quality, compliance, and sales.
• Redesigning roles to reflect changing learner expectations (flexibility matters more than ever).
• Considering hybrid talent solutions — for example, part-time specialists, fractional leaders, or interim support.

We also see the best-performing organisations embedding recruitment and CPD into their growth plans, not leaving them as reactive exercises when someone leaves.

Renewal Starts with Retention

We can’t talk about readiness without talking about renewal — and in our view, that starts from within.

The very people who’ve delivered through years of sector upheaval are often overlooked when it comes to development. If we want innovation, flexibility, and learner-led delivery, we must invest in the people who make that happen.

Staff CPD shouldn’t be seen as a cost — it’s your biggest lever for retention, culture, and performance. The best teams want to grow, learn, and be challenged. If you don’t offer that, someone else will.

Final Thought

If we’re to rise to the demands of the year ahead, we must put talent at the heart of the conversation. As someone who has supported the sectors leading organisations, I’ve seen first-hand how the right people — in the right roles — can transform outcomes.

So as you plan, adapt, and prepare, ask yourself: Is our team ready? And what are we doing to renew it?

We’re always here to help with that conversation.

Unlocking Hidden Talent with the National Skills Agency’s Specialist Recruitment Services!

Finding the right talent in the skills and training sector can be challenging, especially when many highly qualified professionals remain "under the radar."

At the National Skills Agency, we specialise in uncovering these hidden gems and connecting them with employers who need their expertise. Our unique approach leverages a combination of a bespoke database, strategic networking, and an in-depth understanding of the industry to access the best talent available.

Our Exclusive Talent Database

With a bespoke database of over 15,000 candidates, the National Skills Agency has access to a wealth of specialist talent that isn't readily available through traditional recruitment channels. Our database includes a wide range of professionals, from experienced trainers and assessors to compliance managers, business development specialists, and senior leaders in the skills and apprenticeship sector. By maintaining close relationships with our candidates, we can quickly match the right talent to the right roles.

High-Profile LinkedIn Groups

We also run several high-profile LinkedIn groups tailored to the skills and training sector. These groups not only provide valuable networking opportunities but also enable us to connect with professionals who are actively engaged in their field. Through these channels, we stay up to date with emerging trends and talent, ensuring we can quickly identify candidates who are the perfect fit for our clients.

Engaging with the Industry

Our involvement doesn’t stop at digital networking. The National Skills Agency regularly attends key exhibitions and conferences across the UK, engaging directly with professionals and gaining insights into the ever-evolving skills landscape. This hands-on approach allows us to access top talent, foster relationships, and promote new opportunities.

Extensive Reach into Apprenticeships and Training

Our extensive reach into apprenticeships and training further enhances our ability to source candidates who are often missed by generalist recruiters. By specialising in this sector, we understand the unique requirements and qualifications needed to succeed.

If you're looking to tap into this hidden talent pool then get in touch.

The chances are that 1 or 2 of your competitors are benefiting from our reach and some great candidates ARE NOT hitting your inbox! why miss out?

Call 020 3953 1984 spencer@nationalskillsagency.co.uk

Recruiting & retaining great talent within the FE & Apprenticeship Market

One of the key challenges for all employers in 2023 and beyond is the attraction and retention of talent. 

As we know the last couple of years has been a roller coaster of emotions which has seen employers and candidates reconsider the work life balance and how it is rewarded.

Lots of employers shed staff as the pandemic caused uncertainty and panic. Those that were furloughed got to experience more time at home with no work pressures and this has led to many rethinking what they want out of life, this has now translated into a much tougher working wish list for candidates.

As the specialist recruiter in Apprenticeship and Training we have seen these changes first-hand. The current market is certainly candidate led, there is a real battle for talent and a shortage of good people across the sector.

I have put together some key points for training providers to consider.

• Start the process as early as possible, be ahead of the game
• Be as flexible as you can re hybrid or remote working
• Put together a detailed spec ensuring it outlines all the benefits, the culture, targets, etc
• Check out Glass Door- it is worth seeing how your organisation is perceived
• Try to make the interview process as short as possible. When the process stretches to 3 or 4 interviews, or the time frame drags into 3-4 weeks you are very likely to lose the candidate!
• In the current market candidates often have 2-3 interviews underway and may have several offers to choose from. If you take too long or make the process to painful the chances, are you will be starting the hiring process again
• Ensure your salaries and benefits are in line with the market, there is still quite a lot of disparity. Those who are paying at the lower end of the market are seeing a steady stream of resignations and this is holding back their growth plans and unsettling clients
• If you make an offer, get the paperwork/email out ASAP
• Cultural fit is important - can they meet team members and get a tour of the office

Retaining your people is also key. Losing a talented team member causes more than just a vacancy. It takes time and energy to replace them. Often their workload is shared by the existing team before a new person is fully up to speed. This can affect the general morale and sets the wrong tone. Their loss can also impact client relationships and have bigger implications if the transition isn’t as seamless as possible.

A few thoughts on retention but worth re-iterating:

• Regular reviews
• Sensible targets
• Team events
• Recognise employee’s hard work
• Upgrade your equipment where possible
• Flexible approach to working schedules
• Professional development opportunities
• Promote from within if possible
• Good communication and collaboration

I believe our sector is in a unique and influential position to help the UK economy. Remote delivery has enabled training and coaching to continue throughout the pandemic giving greater flexibility to all parties. 

There are skills shortages right across the UK that can only be addressed through the effective use of apprenticeships and training. We have an opportunity to embed this learning culture into all businesses and this starts with all of us in the sector hiring and motivating the best people to share and deliver this agenda.

If you wish to explore how the National Skills Agency can help then please do reach out for an informal chat. Please also view on FE News

FE News

Spencer Mehlman

Managing Director

National Skills Agency

T- 020 3953 1984 M- 07775 805714

spencer@nationalskillsagency.co.uk