Across the UK, more than 900,000 young people aged 16–24 are not in education, employment or training (NEET), according to recent Office for National Statistics estimates. At the same time, employers report persistent skills gaps, and entry-level roles are becoming more competitive. The result is a labour market paradox: a generation ready to work, but struggling to find a way in.

On the front lines of employment programmes, that tension is immediate and deeply personal.

“They come to life in the phone calls,” says Millie Cox, an Engagement Coordinator on the Connect to Work programme in Berkshire, speaking with people before they begin their employment journey. “It’s not made-up statistics. Gen Z especially are struggling… we have so many candidates looking for such a small amount of jobs.” Cox adds that she herself is around the same age as the young people she’s speaking with and can very closely relate to their struggles.

Commissioned by Accountable Bodies, Local Authorities responsible for procuring the service, Connect to Work deploys an evidence-based model to promote sustained, meaningful work. Running from 2025–2030, Connect to Work’s goal is to support around 100,000 people annually across England and Wales. By the end of its five-year delivery window, more than 300,000 individuals could benefit. Participant support encompasses job-matching, employer engagement, in-work retention, mental-health guidance, and personalised case management.

Cox conducts pre-screen conversations with participants—many managing disabilities, mental health conditions or other barriers—to understand their needs and match them with the right support. What she hears from younger callers reflects a challenge that runs deeper than job availability alone.

A New Generation

For many young people, the difficulty begins well before they submit an application. “Many of them struggle with communication skills,” Cox says. “And that shows up in whether they can explain what they want or even their own situation, especially compared to older demographics.”

This is less about capability, and more about confidence particularly in a labour market that is shifting quickly and often feels opaque to first-time entrants.

“There’s so much anxiety about where they fit in,” she explains. With a shifting job market, the uncertainties around AI, and the changes that come from moving from school to the job market, she adds that those concerns are often amplified for individuals who know they will need support at work.

“They really struggle with advocating for themselves,” Cox says. “If you know you need reasonable adjustments it may feel like a burden in some aspects.”
In some cases, that lack of confidence shapes even early conversations. “Can you call back when I have my mum here?” is a common request, Cox notes—something she rarely hears from older jobseekers.

The roots of the current challenge stretch beyond hiring practices. “I think COVID had a big impact,” Cox says. “Those formative years spent at home means that applicants have lost out on some of the social experiences that older jobseekers already had.”

For many, entering the workforce now means doing so without the informal experiences that typically build confidence—face-to-face education, part-time roles, or early workplace exposure.

“It’s a social thing,” she adds. “How do I show up at work? How do I communicate with different sorts of people?” That uncertainty is particularly acute for those balancing additional barriers, layering complexity onto what is already a pivotal transition.

Proper Preparation

Programmes such as Connect to Work are designed to respond to these challenges, but Cox sees clear opportunities to go further particularly for younger participants. At present, much of the support focuses on matching individuals with employment advisors and opportunities. Looking ahead, Cox is excited for what the programme can do over the next five years by building on the already successful foundation.

“Many of our participants would benefit from additional workshops on things like how to navigate office culture.” Her point is practical rather than theoretical: helping young people secure roles is only part of the equation. Helping them feel ready for those roles is just as critical. “We need human connection at the end of the day.”

Building trust early is also essential. Cox often has less than half an hour to establish enough confidence for participants to share what they need. “It’s trying to have an open conversation which can be quite difficult,” she says. “That’s why sometimes I offer a secondary call.”

That early openness shapes the rest of the journey. “The more information that they have, that’s going to really change the type of employer engagement they do.”

From Policy to Practice

For employers, the implications are immediate. Many organisations position themselves as inclusive or disability confident but Cox argues that those commitments need to be evident from the outset.

“If you categorise yourself as a disability confident employer, your interview process needs to show that,” she says. “You need to give reassurance… we’re taking you on because you’re right for the role, and we’re going to cater for you once you’re in the job.”

Without that clarity, uncertainty often persists throughout the hiring process. “There’s a lot of fear around whether they should tell them about disabilities or wait till they get the job,” she explains. Cox acknowledges that smaller businesses may face constraints in implementing adjustments. But where resources are not a limiting factor, expectations should be higher.

Beyond the Stereotypes

Cox is also quick to challenge assumptions about younger workers. There is a perception that Gen Z candidates are overly selective, seeking flexibility and balance before proving their value. From her perspective, the reality is more nuanced.

For participants in programmes like Connect to Work, those expectations are often grounded in necessity, not preference. “I could be a really capable worker,” she explains. “But I’m not your average, able-bodied, atypical person. I’ve got more needs—and for me to do this job, you’re going to have to meet them.”

Despite the challenges, Cox is clear that young people can and do succeed when given the right support. “If you have a great team around you, a good line manager… I believe all young people can thrive and enter the workplace,” she says. What holds many back is not a lack of ability, but a fear of getting things wrong.

“There’s so much worry about not being able to keep up,” she explains. “But that’s what a first job is about. You throw yourself in there and you learn as you go along.”

For those facing multiple barriers, that fear can feel amplified but not insurmountable.

“If you speak those fears out loud, they become less big,” Cox says.

And in a labour market still struggling to connect talent with opportunity, that simple shift towards openness, support and trust may be where lasting change begins.