Apprenticeships and Internships Gain Ground as Employers Prioritise Skills Over Degrees

New research reveals employers are increasingly valuing skills, internships and apprenticeships over degrees, with AI and in-person training reshaping early careers recruitment.

The latest research into early careers recruitment suggests that employers are placing less emphasis on academic qualifications alone and giving greater weight to practical skills, adaptability and real-world experience. 

For young people entering the jobs market, that could mean apprenticeships and internships are becoming more valuable than ever before.

According to the newly published 2026 Best Practice Early Careers Guide from TST, organisations are increasingly creating multiple routes into employment rather than relying solely on traditional graduate recruitment.

The report found that companies with well-developed internship-to-graduate programmes retain significantly more employees over the long term.

 After three years, 73% of graduates who came through strong internship pipelines were still with their employer, compared with 62% at organisations without similar programmes. 

Internships also attracted around 20% more applications than graduate schemes and an impressive 80% more than apprenticeship vacancies, highlighting the growing appeal of gaining workplace experience before committing to a permanent role.

The findings are based on recruitment and retention data from 30 global organisations employing more than 2.75 million people. They paint a picture of employers becoming increasingly interested in what candidates can demonstrate rather than simply what qualifications they hold.

Dr Khairunnisa Mohamedali, (PICTURED) Managing Director and Chief Innovation Officer at TST, believes businesses are looking for people who can adapt quickly to changing workplaces. She told That's Business that it is her argument that skills, attitude and potential are now sitting alongside formal qualifications when employers make recruitment decisions.

Supporting this trend, research from the National Association of Colleges and Employers suggests that 70% of employers now use skills-based hiring for entry-level positions, while nearly half of middle-skill jobs have removed formal degree requirements altogether.

The report also highlights another interesting development: the return of face-to-face learning. Organisations with the strongest long-term retention rates delivered almost two-thirds of their induction programmes in person, compared with just over a quarter among lower-performing employers. 

Building personal relationships, company culture and workplace confidence during those early weeks appears to have a lasting impact on employee loyalty.

Artificial intelligence is also reshaping graduate development. As AI increasingly takes over routine tasks that once helped new recruits gain confidence and experience, employers are placing even greater value on qualities such as curiosity, resilience, communication and a willingness to learn. Rather than replacing early careers programmes, AI is changing what successful development looks like.

For businesses competing for tomorrow's workforce, the message is clear. Investing in apprenticeships, internships, meaningful in-person training and skills-based recruitment could prove to be one of the smartest talent strategies of the decade.

https://www.wearetst.com/insight/insight-article.html?slug=best-practice-early-careers-guide-2026

Businesses Exposed to Operational Risk as Succession Planning Gaps Persist

Many UK businesses could be leaving themselves vulnerable to disruption by failing to put effective succession plans in place for key leadership roles, according to new research from Newman Stewart.

The executive search firm's latest findings reveal a significant gap between recognising the importance of succession planning and actually implementing it. 

While 39% of organisations say succession planning is embedded within their business strategy and regularly reviewed, the majority, 61%, have yet to establish a comprehensive approach.

Perhaps most concerning is 22% of businesses surveyed admitted succession planning isn't part of their strategy at all.

The findings come at a time when organisations across multiple sectors are facing increasing challenges in recruiting and retaining experienced leaders. 

As senior roles become more specialised and the competition for talent intensifies, businesses without a clear leadership pipeline could find themselves exposed to serious operational risks.

A sudden departure, retirement or career move involving a key executive can create significant disruption. 

Leadership vacancies often lead to delays in decision-making, loss of institutional knowledge and uncertainty among employees, customers and stakeholders. For project-driven industries and highly specialised sectors, these disruptions can have a direct impact on growth, profitability and business continuity.

According to Newman Stewart, the problem is being compounded by ongoing skills shortages and a shrinking pool of experienced senior candidates. Without a structured succession strategy, businesses are often forced into reactive recruitment processes that can be costly, time-consuming and less effective.

John Tilbrook, Managing Director of Newman Stewart, believes many organisations understand the need for succession planning but are failing to make it an active part of their long-term strategy.

He explains while awareness of leadership planning has increased, far fewer companies have embedded succession planning into their day-to-day workforce strategy. As a result, many organisations remain unprepared when leadership changes occur.

Tilbrook argues that succession planning should not be treated as an occasional exercise but as a core component of strategic workforce planning. Identifying, developing and retaining future leaders before vacancies arise can help businesses maintain stability, protect valuable expertise and support sustainable growth.

The research serves as a timely reminder that succession planning is about more than preparing for retirement. In an increasingly competitive and unpredictable business environment, having a clear leadership pipeline may prove to be one of the most important safeguards against operational disruption.

For businesses looking to strengthen resilience and support long-term growth, succession planning is no longer a luxury – it is becoming a necessity.

http://www.newmanstewart.co.uk

Broken hiring fuelling a talent crisis in strategic communications as staff exodus looms

Dysfunctional recruitment processes are bringing about a talent crisis in strategic communications as a mass exodus of staff looms, with employers and candidates caught in a frustrating cycle that is worsening skills shortages and fuelling high turnover.

That’s according to the latest Strategic Communications Report 2026, produced by specialist recruitment firm Murray McIntosh, based on a survey of over 3,200 strategic communications professionals working across the UK.

The report reveals a widening disconnect between employers struggling to hire and candidates increasingly disengaged from flawed recruitment processes. 

Over a third of employers (36%) said they're finding it difficult to attract suitably skilled candidates, while almost a third (32%) cited late‑stage withdrawals and counter‑offers as a growing challenge.

But the research suggests employer recruitment practices may be actively contributing to the problem. Candidates reported widespread dissatisfaction with hiring processes, with 39% citing a lack of feedback after interviews as a frustration. 

A further 37% pointed to long or unclear recruitment processes, while 24% said hiring decisions were delayed or not communicated at all. Poor recruiter communication (18%) and a lack of transparency around salary and benefits (15%) also featured prominently in the study.

The findings come at a critical moment. With 58% of strategic communications professionals considering a move within the next six months, poor hiring experiences risk accelerating talent loss in an already competitive market.

Lauren Maddocks, Associate Director, Policy and Public Affairs at Murray McIntosh, told That's Business: “Recruitment in strategic communications is becoming increasingly dysfunctional. 

"Candidates are frustrated by silence and slow processes, while employers are overwhelmed by volume but still unable to secure the right skills. 

"In a market where mobility is already high, every delay or communication gap increases the risk of losing talent altogether.

“Hiring processes have become a reputational issue. Employers that fail to streamline recruitment, communicate clearly and act decisively are not just missing out on candidates, they are actively pushing them away at a time when skills shortages and retention pressures are intensifying.”

https://www.murraymcintosh.com

SignalHire Reveals Top 10 Most In-Demand AI Jobs for 2026: Data Engineers Lead Recruiter Searches

Analysis of 850M+ professional database shows AI-skilled workers now earn 56% more than peers in identical roles

SignalHire has released its 2026 AI Jobs Analysis, revealing the artificial intelligence positions generating the highest recruiter interest worldwide.

 The findings show Data Engineers leading demand, more than double any other AI position, as organizations race to build the data infrastructure essential for AI deployment.

Top 10 In-Demand AI Positions

Based on recruiter search patterns across SignalHire’s 850M+ professional database:

Data Engineer ($130K–$200K+)

AI Engineer ($140K–$180K)

Data Scientist ($139K–$180K+)

Machine Learning Engineer ($158K–$245K)

AI Developer ($120K–$160K)

Automation Engineer ($100K–$140K)

Deep Learning Engineer ($150K–$220K)

ETL Developer ($90K–$130K)

NLP Engineer ($140K–$200K)

AI Infrastructure Engineer ($150K–$200K)

Key Market Findings

The analysis aligns with broader industry research:

56% wage premium: PwC’s 2025 Global AI Jobs Barometer shows AI-skilled workers earn 56% more than colleagues without AI abilities in identical roles—up from 25% the previous year

50% job listing growth: Deloitte reports generative AI developer positions increased 50% between 2022 and 2024

35% projected growth: Bureau of Labor Statistics predicts Data Scientist employment will grow 35% through 2032

Entry Points for Career Changers

The research identifies three accessible pathways into AI careers:

Automation Engineer: Ideal for professionals with programming and business process knowledge

ETL Developer: Natural transition for database administrators and SQL experts

Data Engineer: Logical progression for software engineers with database experience

Why Data Engineers Lead

“While AI Engineers and Data Scientists generate most media attention, Data Engineers topped our recruiter searches by a significant margin,” the analysis notes. “Organisations have recognised that AI models require clean, accessible data infrastructure before any machine learning can occur.”

https://www.signalhire.com

Blog: https://blog.signalhire.com

Businesses under pressure: Research highlights leadership skills deficit in C-Suite

59% of leaders raise concerns around future C-Suite skills availability

Senior transformation roles expected to grow in demand amid market fluctuations

AI skills needed, with 87% of leaders predicting experience in artificial intelligence to be critical

A transformation of C-Suite capabilities is urgently needed, with companies fundamentally unprepared for what lies ahead over the next decade, amid growing uncertainty and market fluctuations. That’s according to new research from international recruitment firm Robert Half.

In its study, “Towards the C-Suite 2035”, the talent solutions expert found concerns around leadership skills, with 59% of UK C-Suite respondents reporting an increase in worries about finding suitable leaders for the next ten years, with transformation abilities in seemingly high demand and short supply.

The data shows experience in digital and workforce transformation will be absolutely vital in the coming years, with 79% of C-suite respondents highlighting digital expertise and 62% emphasising workforce transformation as key components of leadership teams.

Looking ahead to the next decade, the C-suite is painting a clear picture of the leadership qualities that will define success. 

Resilience tops the list, with 75% of executives expecting it to be in high demand, followed closely by innovative thinking (67%) and agility (61%). More than half (56%) also see change management as a critical skill in navigating the road ahead. In response to these shifting priorities, new roles are emerging on the leadership horizon, by 2035, 78% of respondents anticipate the rise in importance of Chief Technology Transformation Officers, while 57% expect Chief Talent Transformation Officers to play a key role in shaping the future of work.

AI demand expected to grow

As organisations race toward a more automated future, AI expertise is quickly becoming a cornerstone of leadership. According to the report, 87% of C-suite leaders believe that knowledge of artificial intelligence will be essential by 2035. 

But it's not just deep technical understanding that's in demand, the rise of low-code and no-code platforms means broader teams will need to develop practical, hands-on AI skills. 

Reflecting this shift, 83% of executives expect the role of the Chief AI Officer to grow significantly in importance over the next decade, as businesses seek leaders who can bridge the gap between advanced technology and accessible innovation.

Matt Weston, Senior Managing Director UK & Ireland at Robert Half, told That's Business: “Today executive leaders face a complex, rapidly evolving set of challenges, shaped by technological disruption, global instability, workforce dynamics and increasing stakeholder expectations.

“Transformation isn’t a buzzword anymore, it’s actually a job title. CTROs (Chief Transformation Officers) and transformation leads (VP/Director Technology and/or Talent Transformation) are now essential operators in the C-Suite or the extended top leadership team, not consultants waiting in the wings.

“Resilient and adaptable leadership will help navigate complex social and political issues while maintaining credibility and trust. In 2035, businesses which have embraced this journey will be better placed to compete and to survive.

“A leadership team which understands how to innovate, alongside a workforce which can deliver new ideas, will be strengthened by the strategic development of future talent. Seeds planted now will stand tall in 2035.”

https://www.roberthalf.com

Harnessing Responsible AI: Transforming Recruitment Practices

In today's digital age, the integration of technology has revolutionised various aspects of our lives, including recruitment processes. 

With the advent of Artificial Intelligence (AI), businesses are increasingly turning to AI-driven solutions to streamline their hiring procedures, making them more efficient and effective.

However, as we embrace these advancements, it's crucial to prioritise ethics and responsibility in AI implementation, particularly in recruitment.

Responsible AI in recruitment refers to the ethical and transparent use of AI technologies to facilitate fair, unbiased, and inclusive hiring practices. By leveraging Responsible AI, organisations can mitigate biases, enhance diversity, and foster a more equitable hiring environment. So, how can businesses effectively utilise Responsible AI in their recruitment strategies? Let's look at some key practices:

Data Quality and Diversity: The foundation of any AI-driven recruitment system lies in the data it operates on. To ensure fairness and accuracy, it's imperative to utilise diverse and representative datasets. By incorporating data from various demographics, backgrounds, and experiences, organisations can minimize biases and promote inclusivity in hiring decisions.

Algorithm Transparency and Explainability: Transparency is paramount in Responsible AI. Companies should strive to make their AI algorithms transparent and explainable to both candidates and hiring managers. Providing insights into how decisions are made fosters trust and enables stakeholders to identify and address any potential biases or flaws in the system.

Bias Detection and Mitigation: Despite efforts to curate diverse datasets, biases can still exist within AI models. Implementing mechanisms for bias detection and mitigation is essential. Regularly auditing algorithms for bias and adjusting them accordingly ensures that hiring decisions are based solely on merit and qualifications.

Continuous Monitoring and Evaluation: The landscape of recruitment is dynamic, and so should be the approach to Responsible AI. Organisations must continuously monitor and evaluate their AI systems to adapt to changing circumstances and emerging challenges. Regular audits, feedback mechanisms, and performance evaluations are essential to ensure ongoing fairness and effectiveness.

Human Oversight and Intervention: While AI can expedite the recruitment process, human oversight remains absolutely indispensable. Human intervention is crucial for interpreting nuanced information, understanding context, and making complex decisions that go beyond the capabilities of AI. Incorporating human judgment alongside AI algorithms helps safeguard against unintended consequences and ensures accountability.

Candidate Experience and Privacy: Respect for candidate privacy and providing a positive experience throughout the recruitment journey should not be overlooked. Organisations must prioritise data protection measures, secure storage practices, and transparent communication regarding data usage. Additionally, providing candidates with clear insights into the AI-driven aspects of the recruitment process can alleviate concerns and foster trust.

Education and Training: Building awareness and competence among stakeholders is essential for the successful implementation of Responsible AI in recruitment. Training programmes on AI ethics, bias mitigation techniques, and best practices empower recruiters and hiring managers to make informed decisions and uphold ethical standards.

By embracing Responsible AI in recruitment, organizations can unlock numerous benefits, including improved decision-making, enhanced diversity, reduced bias, and increased trust among candidates and employees. However, achieving these outcomes requires a concerted effort to prioritize ethics, transparency, and fairness throughout the recruitment process.

In conclusion, Responsible AI offers immense potential to revolutionize recruitment practices for the better. By integrating ethical principles and best practices into AI-driven systems, organisations can build a more inclusive, equitable, and sustainable future of work. As we navigate the ever-evolving landscape of technology and talent acquisition, let us remain steadfast in our commitment to harnessing AI responsibly for the benefit of all stakeholders.

UK unprepared for job spike as latest Labour Market data is released

Responding to the latest Labour Market data from the Office for National Statistics, Janine Chidlow, Managing Director at WilsonHCG, a leading global talent solutions provider, has issued a warning to employers against complacency in their talent attraction and retention strategies. 

According to Janine, with the US labour market seeing a positive uptick in recruitment, the UK will soon follow suit, if it hasn’t already: “While the latest data does show yet another fall in vacancies, we do have to consider that the timeframe covers the quieter December period as well. 

"With the validity of the data also still questionable given the limited response numbers – with the ONS itself warning that these figures should be utilised alongside other surveys, it’s really important to take a more considered approach to the information.

“As the US labour market often acts as a bellwether for things to come in the UK, the recent surge in jobs suggests the UK could begin to see an uptick in activity imminently. It’s crucial that firms bear this in mind when planning workforce resources for the coming months. 

"We are likely to see demand for talent pick up once again, and as we all know, skills shortages remain an issue, with the CIPD reporting yesterday that one in five HR professionals expect problems filling jobs in the next six months.

“A strong and sustainable workforce is required in the UK. In order to deliver this, businesses need to be looking at their entire skills taxonomy and identifying where they are losing out to the competition, which demographics can benefit from reskilling and how skills requirements are shifting.”

Two-fifths of UK workers planning to jump ship this year, with money the main driver

Two-fifths (40%) of the UK workforce are planning to move jobs in 2024, with one in six already beginning their search as staff look to boost their pay packets. That’s according to the latest Candidate Sentiment Survey statistics produced by specialist recruitment firm Robert Half.

While this figure is lower than the 47% planning to move jobs this time last year, these statistics demonstrate the resilience of the labour market as more candidates look to capitalise on skills shortages to boost earnings. Those aged 18-34 are more likely to move roles than any other age group (56%).

According to the data, salary remains a key driver of job moves – 45% of workers want a higher salary with a third (32%) of job seekers saying they would consider a counteroffer. However, flexible working prominence remains, with 29% stating that they want more agile working arrangements.

Half (50%) of workers also indicated that they wouldn’t work for an organisation with values that don’t match their own – with 63% of job seekers also saying that a company’s values would steer their decision to move jobs if similar salaries were on offer.

The statistics also revealed that London is set to witness the greatest talent exodus of all regions, with 56% of workers in the Capital planning a job move – with almost a quarter (23%) already looking for a new job. The West Midlands saw the second highest numbers (45%) followed by Yorkshire and Humberside (42%)

Matt Weston, Senior Managing Director UK & Ireland, at Robert Half at Robert Half, opined: “The UK’s labour market has faced significant challenges and upheaval over the last few years, but the sentiment of candidates remains resilient. 

"The combination of skills shortages and a cost-of-living crisis is causing some employees to jump ship for a pay boost, with the younger generation leading the way. While there has been a slight slowdown in planned job moves, this latest data shows that people are still confident in their ability to find new employment opportunities this year. 

"What is certainly of note for employers, though, are the figures related to non-financial incentives. With workers indicating a desire for not only flexible working options but also a synergy between their values and those of their employer, firms will need to be able to offer more than just a salary boost if they are to source the right resources on a long-term basis.”

(Image courtesy Gerd Altmann from Pixabay)

Daniel Owen rebrands as firm’s growth continues

Leading construction and built environment recruitment agency, Daniel Owen has refreshed its brand image as it continues on its growth trajectory.

The firm, which is one of the UK’s largest built environment staffing businesses, has announced the move as it repositions its place in the market and expands further into the engineering and facilities management sectors with ambitious plans announced by its experienced leadership team. Daniel Owen started life as Workmates nearly 37 years ago and has expanded year-on-year since that point with new, modernised imagery and logos being launched to promote the rebrand.

The firm currently has 12 offices across the UK, with plans to open at least two further hubs in the near future, and is looking to broaden its remit in line with its growth plans for the coming years. The agency works with some of the largest firms in the country and places talent not only within construction but also the rail, design & consultancy and property services industries, along with renewed engineering and facilities management focuses.

Said Daniel Owen group MD, Karl Burnett, on the rebrand: “Our three-person leadership team has been in place for the past five years, and we now have a highly experienced senior management team in place too, so this change made perfect sense. 

"We have a huge reach across the UK and felt now was the right time to launch the rebrand as we look to expand into new markets within the built environment and it represents the next step in our evolution. We’re specialists in what we do and are extremely proud of our heritage, and it will be business as usual for the organisation, however, we wanted to mark our ambitious growth plans with new, modernised imagery and logos, and the rebrand will do exactly that.”

Jon Underwood, operations director, also commented: “Our success over the past few years, and subsequent growth, has been underpinned by our adherence to our core values of being honest, reliable and respectful and the rebrand won’t change that or the way we operate. However, as we expand and look to the future, we felt the time was right to update our brand and align ourselves with the modern built environment market. The shift in our messaging that ‘We DO recruitment’ (amongst many other things) highlights our focus on getting the job done and providing the best possible service to our client and candidate base.”

Finance Director, Suzanne Jellyman, added: “We now have an outstanding management team in place who have worked their way up through the company and who collectively have helped us achieve new record results in the past two years. We’re really excited about the rebrand and about the wider future for the organisation as we look to expand into our new markets.”

https://www.danielowen.co.uk

(Image courtesy of Borko Manigoda from Pixabay)

Hays and CIPS get together to provide CIPS members with dediated recruitment service

Hays Procurement, the leading recruiting expert, has signed a new partnership with the Chartered Institute of Purchasing & Supply (CIPS) to provide CIPS members with a dedicated recruitment service, providing specialist procurement and supply management career support for CIPS' UK members and those overseas

CIPS members will benefit from Hays Procurement's regional network of offices and have access to the latest job opportunities. Hays Procurement will offer members a priority service, which will include essential information about the procurement market and careers advice from expert recruiters.

Pat Law, Director at Hays Procurement comments: "Recruitment issues have risen to the fore since the economic downturn and procurement professionals want expert career advice. Our partnership with CIPS will enable us to keep its members up-to-date with the latest information about the procurement market. We look forward to working even more closely with CIPS to raise the profile of the profession and encourage young people to consider it as a career."

David Noble, Chief Executive at CIPS said: "The combined strength of our preferred partners, who have been chosen following a rigorous selection process, means a huge boost for candidates seeking career opportunities in the procurement and supply chain profession. We must support the next generation of professionals and make this a career of choice for younger audiences and those in mid-career. I believe this combination of experts in the recruitment industry will provide the best mix and the best opportunities."

For further information or to access current procurement jobs please visit the Hays website.

For more information on CIPS please visit: www.cips.org.