How do your programmes address the numerous challenges facing the younger generation in the UK in an environment shaped by economic pressures, a volatile labour market and the advance of AI?
There is clearly a lot of pressure on young people today. Our research shows that the current economic climate is making 73% of young people anxious about their future career, while six in ten are worried about the impact of AI on future job security – a rise of 10% since last year. We believe that when young people are supported to build their confidence and skills, they can better navigate uncertainty, adapt to challenges and succeed. We offer a range of courses for young people aged 11-30. Our employability programmes, which are aimed at those who are over the age of 16, are geared more towards those young people who are ready to work. Our initiatives to help young people develop their digital skills, supported by partners including Google and Apple, is one good example of how we put this ethos into practice.
So the King’s Trust actively partners with the private sector?
Yes, we collaborate closely with employers across a range of industries, including technology, retail, health and social care, and hospitality. This allows us to create large-scale, meaningful opportunities that help young people move into sustainable employment – such as our 12-year partnership with TK Maxx, which has so far empowered around 14,000 young people to build their confidence and skills through training, development and employment opportunities. By co-designing relevant, engaging pathways with employers, we support young people to gain the exact skills and experience needed in the workforce before interviewing for real vacancies. The value of supporting young people into positive outcomes speaks for itself.
How exactly does The King’s Trust help young people develop the confidence and inner strength needed to stay agile and deal with uncertainty?
Resilience is a focus theme that is embedded throughout our courses and our support for young people. Every programme encourages personal development – confidence building, teamwork, goal-setting and wellbeing support, often delivered in small groups with dedicated mentors. Our approach is grounded in 50 years of experience, which has shown us how improved self-belief is a key driver of sustained outcomes, not just at the beginning of a career. This is why we offer structured coaching, peer support and real-world challenges that stretch young people but don’t overwhelm them. And this is also why, year after year, the vast majority of the participants completing our employability programmes move into jobs, education or training − evidence that confidence combined with skills translates into action.
Alongside resilience, what do you regard as the single most important life skill that young people require to enjoy a stable and fulfilling life?
If I had to pick one, it would be adaptability — the ability to learn, unlearn and relearn as roles and technologies change. We focus on supporting young people to build transferable skills such as communication, problem solving, collaboration and digital fluency alongside sector-specific training so that they can pivot with the market. This skill will be increasingly important as AI reshapes tasks and entry-level roles.
Have you observed a shift in attitudes to work and aspiration among young people in the UK over the last decade? If so, how does this change influence the way you design your programmes?
The last ten years have seen young people live, learn and work through a global pandemic that disrupted almost every aspect of their lives, before being faced with the cost of living crisis. All of this came at an already difficult and formative moment in their lives. This is a generation that found themselves completing their education remotely, if at all, and starting their first jobs from their laptops without the benefit of spending time with colleagues in person. Many still experience the self-doubt that started to creep in when they felt as if they had lost all that time. Left unaddressed, this could be really detrimental to their hopes and aspirations.
So how do you solve this?
These young people want to work, learn and become independent. So often, all they need is a chance to get started – whether it is helping to build their confidence and skills, support with their CV, experience in the workplace, or some help realising a business idea. The reason we have excelled at this for 50 years is because we keep listening to what young people say they need, as well as what employers say they need, and build a bridge between the two.
Do you see scope to improve the transition from education to working life – especially for individuals from more disadvantaged backgrounds?
One thing we hear all the time from young people is that their job applications keep getting knocked back because they don’t have enough relevant experience. So, let’s give them more opportunities to gain that experience. Providing wrap-around support for those who are furthest from the labour market will also be crucial to helping them improve their outcomes. Mentoring, for example, can have a huge impact on the way a young person sees their own potential. Practical and financial support, such as covering a young person’s travel expenses while they wait to get their first pay cheque, can also remove barriers on their path to sustained success. Ultimately, each young person’s journey is different, so being able to offer tailored support is key.
Supporting young people in an uncertain world requires a coordinated effort across schools, families, society and the economy. Where are the most critical gaps and the greatest potential in how these actors work together?
The greatest potential lies in collaboration: When education providers, employers and charities work together to support young people into quality learning, training, work experience and employment opportunities, they can realise their potential faster. Right now, opportunities remain uneven across different regions and sectors — we need consistent, scalable support to reach those with the greatest needs. It is vital too that young people can access courses and guidance which are aligned with the needs of the future economy. If the support available doesn’t keep pace with change, and especially digital and AI-impacted roles, they will be left at a significant disadvantage.
The King’s Trust is this year celebrating its 50th anniversary. How has its approach evolved in the decades since it was founded?
It all began in 1976, when His Majesty The King, then HRH The Prince of Wales, used his Navy severance pay of £7,600 to fund a series of pilot projects for young people. This has since grown into an organisation that has already supported over 1.3 million young people across the UK. The Trust has been there for young people through times of record unemployment, cost of living crises, a global pandemic and more, always adapting to ensure we’re showing up in a way that is relevant, impactful and empathetic.
What matters most in achieving lasting outcomes today?
The key thing for us is that we are more than the sum of our parts – our real strengths lie in our ability to work with government and bring together like-minded employers and organisations who are all rooting for young people to succeed. In an increasingly complex employment landscape, where hundreds of thousands of young people are out of work, education or training, it is the collective commitment to driving change over a longer period that counts. Many of our partnerships are long term, built on trust and expertise, and it is this foundation that enables us to play a pivotal role.
This interview was published in the spring 2026 edition of EFG’s InTalks magazine.