The government’s Get Britain Working white paper, first published in November 2024, set out bold ambitions for employment and upskilling, but the latest labour market data tells a more sobering story. Unemployment currently stands at 4.7 per cent – a four-year high – while job vacancies have dropped to their lowest level since April 2021, according to the Office for National Statistics. This, combined with companies reducing staff in favour of automation, means placing people in jobs isn’t enough – they must also upskill to meet changing demands.

Sustained investment in this and retention strategies is essential. Instead of just ‘getting’ Britain working, it’s time to double down on keeping Britain working, too. To do this, we must equip employees with unique pathways to thrive amid the disruption driven by AI and economic change. 

Beyond job placement: the retention challenge

It’s tempting to view employment purely as numbers. But focusing solely on placement risks a high turnover of staff, without the stability, satisfaction or skills they need to thrive long term. For employers, this is not just disruptive but costly. According to the CIPD, the cost of replacing an employee can be up to £30,000. In today’s labour market, businesses cannot afford to lose people faster than they can replace them, so retention is not just nice to have – it’s important for growth and success. 

When employees see a clear path for progression, they are more likely to stay. However, when they feel underprepared for change – whether as a result of digital transformation or shifting industry demands – they are more likely to feel a lack of worth and leave.

The pace of change in today’s world makes this even more pressing and artificial intelligence is reshaping jobs faster than ever. A recent World Economic Forum report estimated that, by 2030, two thirds of workers will require significant retraining. If organisations do not switch up their training and help people to adapt, they risk both losing talent and being left behind. In other words, individual upskilling helps keep staff engaged and improve business performance. But this in itself needs a rethink.

What HR and L&D leaders can do differently

The responsibility for solving this should not sit with the government alone. Employers, particularly HR and L&D leaders, have a crucial role to play. For me, three key actions stand out:

1. Create personalised learning pathways
Generic training programmes no longer work. They often miss the mark because they fail to address individual needs. To help individuals succeed in today’s rapidly evolving climate, employees should be supported with tailored development plans that reflect both their current skills and their career aspirations. 

Whether through mentoring, modular learning or AI-powered recommendations, personalisation helps people feel invested in and motivated to grow. By using the very technology that is driving the skills gap wider, we can map out the pathways for the individuals based on a business’s specific requirements, without over compromising on time. 

2. Embed learning naturally
L&D strategies that rely on long, formal training sessions can feel disconnected from day-to-day priorities. Embedding shorter, practical learning opportunities into the flow of work, such as bite-sized digital modules, makes development more accessible and sustainable.

3. Link skills to progression
Too often, employees do not see how learning translates into career opportunities. For instance, McLean & Company’s 2025 Employee Engagement Trends Report revealed that although 61 per cent say their organisation offers adequate upskilling, this hasn’t led to more internal promotion and growth opportunities.

With this, clear guidelines that connect skills acquisition to tangible progression should be clarified, whether that’s pay increases, promotions or access to new projects. This sends a powerful message: developing your skills here leads to growth and we are invested in taking you on that journey. 

The manager’s role: coach and confidant 

While HR and L&D can and should set the framework, managers are often the gatekeepers of learning and retention. Managers need to be equipped to act not just as task supervisors, but as coaches who nurture skills and careers. That means more regular development conversations that signpost key learning and development opportunities, and HR and L&D are best placed in preparing managers for this process. 

Keeping Britain working is a shared responsibility

The Get Britain Working agenda rightly focuses on employment levels. But if we want a labour market that is not just bigger but stronger, we must broaden our ambition. That requires a shift in mindset. As the AI revolution takes full flight, the organisations that thrive will be those that see retention and skills as the same conversation. So, let’s equip people with the tools to adapt and succeed, with unique learning pathways versus generic training modules. By doing this, we can future proof our workforce and economy, and start closing the digital skills gap at a time when it is growing faster than ever. 

Robin Adda is founder and CEO of SkillsAssess