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The St Martin's Group
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Our Aims for the UK's Skills and Apprenticeship System

  • Purpose

Enable effective collaboration between government and employers in developing and delivering skills policy

  • Vision

To be recognised as a trusted voice in the skills sector; advocating practical solutions, measured reform and long-term investment in skills

  • Mission

Convene employers, policymakers and sector partners, facilitating dialogue, and sharing evidence and insight to inform effective skills policy and delivery

  • Strategic Aim

Champion initiatives that deliver the best outcomes for learners of all ages, levels and sectors: growing participation, closing skills gaps, supporting lifelong learning, enhancing careers and driving productivity

Purpose

Enable effective collaboration between government and employers in developing skills policy

Mission

Convene employers, policymakers and sector partners, facilitating dialogue, and sharing evidence and insight to inform effective skills policy and delivery

Strategic Aim

Champion initiatives that deliver the best outcomes for learners of all ages, levels and sectors; growing participation, closing skills gaps, enhancing careers and driving productivity

Policy Positions

The St Martin’s Group represents employers and supports a skills system that meets workforce needs and delivers positive outcomes for learners. Our policy positions reflect this perspective and recognise that effective collaboration between government, employers, providers and other partners is essential to successful skills policy.

Recognise skills as a key driver of productivity and economic growth

Skills policy should support employers to develop the capabilities needed to improve productivity, adopt innovation and respond to changing labour market needs. Technical skills, apprenticeships and lifelong learning should be recognised as long-term investments in individuals, businesses and the wider economy, with their value reflected in policy, investment decisions and the delivery of national growth ambitions.

Place employer insight at the centre of skills policy design and implementation

Skills policy works when employers help shape it, deliver it and evaluate it. The experience and evidence of employers, training providers and awarding organisations should be embedded at every stage: in the design of standards and qualifications, in implementation and in measuring what works. Employers should be seen as co-designers of the system and engaged in an on-going, meaningful and structured way.

Deliver a coherent skills system that gives employers confidence to invest.

Employers require policy stability, clear direction and effective engagement to support long-term workforce planning, skills investment and apprenticeship recruitment. A coherent and predictable system that balances national and local skills needs, and where reforms are signalled well in advance and tested with employers, gives organisations the confidence to invest in people, productivity and future capability.

Improve routes into employment for young people.

Government and employers should work together to strengthen careers guidance, improve transitions into employment and expand opportunities for young people. Targeted interventions should recognise differing needs and provide effective support for those not in education, employment or training (NEET).

Protect progression pathways and lifelong learning.

A successful skills system must support progression at every stage of a career, enabling employers to develop and retain a skilled workforce. Access to apprenticeships and skills programmes across all levels should be maintained to promote social mobility, lifelong learning and workforce capability.

Increase SME engagement and participation.

Small and medium-sized employers are critical to economic growth. They should have access to straightforward funding, advice and support that enables greater participation in apprenticeships and workforce development.

Support innovation while maintaining quality and outcomes.

Skills provision should evolve to meet changing workforce needs through high-quality, flexible training options, including modular and shorter forms of learning that address employer needs and support learner progression into sustained careers.

Skills policy should support employers to develop the capabilities needed to improve productivity, adopt innovation and respond to changing labour market needs. Technical skills, apprenticeships and lifelong learning should be recognised as long-term investments in individuals, businesses and the wider economy, with their value reflected in policy, investment decisions and the delivery of national growth ambitions.

Skills policy works when employers help shape it, deliver it and evaluate it. The experience and evidence of employers, training providers and awarding organisations should be embedded at every stage: in the design of standards and qualifications, in implementation and in measuring what works. Employers should be seen as co-designers of the system and engaged in an on-going, meaningful and structured way.

Employers require policy stability, clear direction and effective engagement to support long-term workforce planning, skills investment and apprenticeship recruitment. A coherent and predictable system that balances national and local skills needs, and where reforms are signalled well in advance and tested with employers, gives organisations the confidence to invest in people, productivity and future capability.

Government and employers should work together to strengthen careers guidance, improve transitions into employment and expand opportunities for young people.

Targeted interventions should recognise differing needs and provide effective support for those not in education, employment or training (NEET).

A successful skills system must support progression at every stage of a career, enabling employers to develop and retain a skilled workforce. Access to apprenticeships and skills programmes across all levels should be maintained to promote social mobility, lifelong learning and workforce capability.

Small and medium-sized employers are critical to economic growth. They should have access to straightforward funding, advice and support that enables greater participation in apprenticeships and workforce development.

Skills provision should evolve to meet changing workforce needs through high-quality, flexible training options, including modular and shorter forms of learning that address employer needs and support learner progression into sustained careers.