Policy paper

Get Britain Working: an update on the Jobs and Careers Service

Published 2 July 2026

Ministerial foreword

The point of a Jobcentre should be getting people into good jobs.

Work offers more than a wage. It gives us a sense of pride, purpose and identity – as well as being positive for physical and mental health.

But too many people, particularly young people, are being let down – not getting the right support, signed off, and abandoned to a life on benefits.

The human consequences can be lifelong and devastating for an individual. Employers and the country suffer too, through lost talent and contributions.

Our reforms are about more actively helping people to change the story of their lives – putting work, skills and opportunity at the heart of everything we do – especially for the more than 1 million young people not in education, employment or training. We cannot afford to write off a generation when our population is getting older, with a higher prevalence of illness and disability.

The world is changing rapidly. New technologies, including AI, are transforming the world of work and the skills employers need.

But this government inherited an employment support system which has not kept pace and is not helping enough people into work. In a typical month, just 8% of those on Universal Credit looking for work secure a job. Even worse, it’s half that for people who have been unemployed for over a year, meaning the system is particularly struggling to deliver for those who need it the most.

This is a huge waste of potential, puts pressure on public services, limits productivity and acts as a drag on economic growth.  People’s lives are complex, and they often face different combinations of barriers to work. Yet work, health and skills support have not been joined up enough. And a one-size-fits-all approach has failed to offer help that is personalised enough or to set high ambitions for people seeking work.

The system has not only failed to deliver for people, but for businesses too, with insufficient focus on understanding employers’ needs and matching the right people to the right opportunities. This has eroded employers’ confidence in Jobcentre Plus and in the quality of candidates the service sends their way. In turn, this has further limited the opportunities people can access through Jobcentres.

Work coaches and other colleagues in local communities right across the country have huge amounts of expertise and experience. But they are consistently held back by the system. A system which prioritises processes over employment outcomes, and which is too bogged down by bureaucracy.

This means our people do not have the right tools, training or time to provide high-quality employment support that helps people find the right jobs. The best work coaches help people in spite of the system, rarely because of it.

To address these challenges, our Get Britain Working White Paper set out a fundamentally different approach, with less admin and more ambition. We are investing in supporting people into work, putting skills and careers at the heart of a new Jobs and Careers Service.  

We are creating a service built around results, not processes, with outcomes focused on getting more people into work and to support them making progress in their careers. 

It will be clear about the help people can expect and what is expected in return.

It will work closely with employers to help them find people with the right skills to fill real vacancies, providing clear routes off benefits and into sustained employment.

And it will maximise the support we offer by being digital where possible, and human where needed.

The strength of the service lies in its people and their professional judgement. We will invest in leadership, skills and learning to give our staff the tools, confidence and accountability to focus on what matters most: jobs, progression and results. 

The new Jobs and Careers Service will  better match people to the right roles, support employers to access the skills they need, and build a more productive and prosperous country.  

This report sets out how we are turning that ambition into action. Creating a more proactive system designed to unlock people’s potential, by always asking that fundamental question: “How can we help you find a job?”

The Rt Hon Dame Diana Johnson DBE MP, Minister for Employment

Introduction

1. As this government set out in its manifesto, everyone should have the opportunity to build a better future – to find secure, meaningful work, develop new skills and progress in their career. Our public employment service must do more to drive high participation in the labour market, with clear opportunities for progression into sustained employment. This is because we know good work supports health, wellbeing and higher living standards for individuals, and helps local communities thrive, driving economic growth.

2. Jobcentre Plus benefits from its work coaches’ expertise and dedication. They are rooted in the communities they serve and committed to helping customers find work across Great Britain. This is borne out by the high levels of customer satisfaction with the support they receive.^{[footnote 1]}

3. However, sustained employment and progression remain too low. The current system, introduced in 2002, still reflects the labour market needs and technologies of that time and has not effectively kept pace with our evolving labour market. New industries, demographic changes and technological advances offer new opportunities and reinforce the need to refocus our services. This will ensure that Jobcentre Plus can deliver personalised, progression-focused support to meet our ambitions to Get Britain Working.

4. This gap between ambition and delivery requires a fundamental change in how employment support is designed and delivered. That is why the UK Government committed to creating a new Jobs and Careers Service: a modern, integrated, digitally enabled employment service that brings together Jobcentre Plus and the National Careers Service in England, and works hand in hand with employers and local partners in the wider employment support system.

5. As set out in the Get Britain Working White Paper, our aim is clear: to increase engagement, employment and earnings. This means helping more economically inactive people to engage with work, often through specialist, local provision; supporting people into quality, sustained employment; and increasing earnings by enabling career progression. We will do this by setting high ambitions and clear expectations for customers, recognising their potential and addressing barriers to work. We will also set high expectations for our employees, underpinned by improved training and shared accountability.

6. This report builds on the Get Britain Working White Paper and provides further detail on the new service, following our commitment to the Work and Pensions Select Committee in autumn 2025. It is an interim update, and we will publish further evidence and detail on the service’s design and implementation in the coming months. The report sets out how we will put our ambitions into practice for those who use our services:

• Our customers will have a clear understanding of our expectations and ambitions for them, with access to tailored employment, skills and careers support to find and progress in work. We will deliver this through new digital services and more targeted support.

• Employers and local places will receive more joined-up support and improved matching of customers to opportunities that meet local labour market needs and growth priorities. We will deliver this through stronger labour market data and deeper partnerships with employers and places across Great Britain.

• Our people will provide consistently high-quality support focused on getting people into work rather than just following processes. We will deliver this by giving work coaches across Great Britain, and careers advisers in England, better tools, data and training. Leaders will hold their teams accountable through new, outcome-focused performance frameworks.

7. In each chapter, we set out the progress already underway and the changes we will deliver by the end of this Parliament. These are targeted to have the greatest impact on sustained employment and higher earnings through career progression.

8. The new service will be rooted in evidence, with evaluation central to design and delivery. Annexes provide further detail on our evidence base and our evaluation strategy.

9. DWP runs Jobcentre Plus and wider employment support across Great Britain, operating within a broader system that includes local government, health services, skills providers, employers and voluntary and community organisations, as well as the Scottish and Welsh Governments. DWP also runs adult skills and careers services in England. The Scottish and Welsh Governments deliver their own adult skills and careers services, and some employment support. This means elements of our service will look different in different places, but our ambitions remain the same. We will work closely with the Scottish and Welsh Governments to deliver consistently high-quality support and help all our customers find work, wherever they live.

Problem Statement: the current system

1. The current employment support system was designed for past labour market conditions. It is based on evidence that frequent face-to-face appointments help people to move into sustained work quickly.^{[footnote 2] [footnote 3]} While this was appropriate at the time, it no longer reflects today’s labour market or the modern technology that underpins other public services.

2. Since the introduction of Jobcentre Plus, the labour market has evolved significantly. Profound economic, technological and demographic change has transformed how people live, learn and work, creating both more complex barriers to employment and new opportunities to support customers. Emerging industries, changing employer needs and the growing importance of skills and in‑work progression require more flexible, personalised employment support. The current service has not kept pace with these changes – our new service must evolve with the labour market.

3. Employment support is delivered by a dedicated, motivated workforce. However, work coaches lack the support and tools to make the most effective use of their skills, experience and professional judgement. Too much Jobcentre Plus capacity is concentrated on a relatively narrow group of customers, while many others receive little or no meaningful help to enter work or progress once there. Large amounts of time can be absorbed by managing benefits processes and appointments.

4. Both work coaches and their customers want to build collaborative, employment‑focused relationships. However, the scope for personalised, action-focused support that helps people into work has been constrained by a lack of time.^{[footnote 4]}

5. As a result, many customers remain trapped in low-paid work or reliant on the benefits system, rather than moving into jobs that match their skills or career ambitions. This is supported by evidence which shows that only 2 in 5 low-paid people in 2017 were consistently earning enough by 2023 to no longer be considered low-paid.^{[footnote 5]} Fragmented local services, and the lack of a consistent framework to align the work, health and skills system at a local level, make it harder for people to find the right opportunities.

6. The current system does not work for employers either, as many do not engage with any Jobcentre Plus support.^{[footnote 6]} Employers who do use our services often report being sent candidates who are not job-ready or a good match for the role. This exacerbates a skills gap problem, where employers struggle to identify people with suitable experience and qualifications for their vacancies: over a quarter of all vacancies (27%) in 2024 were due to skills shortages.^{[footnote 7]} This mismatch can lead to significant employment gaps, even in growth sectors with strong demand for entry-level roles.

7. The consequences of these problems are system-wide, placing pressure on public services and limiting economic growth. Individuals struggle to access the right support and opportunities, affecting their wellbeing and financial security. Employers face persistent skills shortages and difficulty filling vacancies, and communities experience weaker labour market outcomes.

Chapter 1: Our Customers

Our vision for the future service

1. The service will focus on improving sustained employment and career progression for our customers. Reflecting technological advances, it will be digital where possible and human where needed. It will be accessible through multiple channels, targeted at those who need it most and personalised to individual needs. It will be clear what support people will receive, and what customers receiving benefits are expected to do. Whether someone is switching careers, returning to work after illness or planning their next step, they will be able to access the right support at the right time.

We will support more people, focusing on those who need it most

2. To increase long-term employment, we will reach those who are not currently receiving regular support from Jobcentre Plus and those who are not on benefits. We will also better target our support by tailoring it to people’s needs:

• Digital support will be the first port of call for those who are job-ready, and available to everyone across Great Britain.

• Bespoke work coach employment support will focus on customers who are receiving benefits, are able to work and face greater barriers to work.

• In England, our integrated careers services will continue to provide high-quality, impartial careers information and advice to everyone. Qualified careers advisers will focus on providing in-depth advice and guidance to customers who face greater barriers to working or learning, regardless of whether they are claiming benefits. This includes young people who are not in education, employment or training (including those aged under 18 who are not in school or college), and disabled people. In Scotland and Wales, people will continue to have access to the devolved careers services.

• Specialised, DWP-funded support delivered by Jobcentre Plus, local authorities and partners will focus on groups facing specific barriers to work, including those who are not receiving benefits: young people aged 16-24, disabled people, and those with health conditions who are economically inactive or most at risk of dropping out of the labour market.

• Customers who are receiving benefits and able to work will be referred to contracted employment provision, delivered by external providers in England and Wales. Currently, support is available for those who have been unemployed for six months. From early 2028, support will be targeted based on need. Those with the greatest barriers to work will be able to access support immediately, with young people referred after six months of unemployment, and a further intervention point for people unemployed for 12 months.

We will deliver support in the places and ways that work

3. The new service will improve access, extending beyond Jobcentres and into communities. We will build on the success of existing outreach and co-location, including through expanding Youth Hubs to over 360 areas across Great Britain. This will mean that customers can access our services when and where they need them. These services will range from universal digital support to more in-depth, in-person appointments from work coaches and, in England, from qualified careers advisers, when needed. We will embed our services within local communities by increasing our outreach in venues such as leisure centres, shopping centres and GP surgeries. We will also expand mobile delivery and flexible provision that is available to everyone and responds to local needs.

Case Study: co-location in Coventry

In Coventry, Jobcentre Plus works closely alongside the city’s Job Shop, a place‑based employment and skills hub open to all residents.

The Job Shop supports over 170 people each day to access employment, skills and wider support, and forms an integral part of Coventry City Council’s Employment, Skills and Adult Education offer. The Job Shop and Coventry Jobcentre Plus operate with strong partnership and referral arrangements.

Through this collaborative model, residents can access joined‑up, personalised support from Jobcentre Plus work coaches, youth employment coaches, National Careers Service advisers, and a range of specialist services. These include mental health and wellbeing support, interview clothing, housing advice, employer recruitment events and on‑site Adult Education classes.

Jobcentre Plus and partners also work together to deliver outreach across the city, using libraries, community centres, foodbanks and medical centres to support residents in their communities.

Customers in receipt of benefits will be clear about what is expected of them

4. For customers receiving benefits who are expected to look for work, we will check whether they have taken positive, proactive steps to search for and prepare for work, enabled by new tools that allow digitally capable customers to record what they are doing in their online UC account.

5. Supported by their work coaches, customers will create individually tailored commitments and work plans. Work coaches will use these plans to hold customers to account and motivate customers to drive them forward. Customers will understand our expectations and the consequences of not meeting them. There will be a clear mechanism to identify whether customers have not taken meaningful actions to find or progress in work, as agreed with their work coach, and sanctions will be applied where appropriate.

We will embrace digital technology

6. We will use digital tools and technology to engage with more people (including those who need support and are not on benefits) and support them in new ways. Digital services will enable customers to record their activities, understand their skills and find suitable work, and receive personalised guidance and prompts. This will drive progress by enabling people to access support independently and giving them ownership over their work plans. We will use data to build a more complete picture of a customer’s skills, experience, career goals and job-search activity – better equipping work coaches to have informed, work-focused conversations with customers in receipt of benefits.

7. Our new digital employment support tools will be part of a suite of digital services, alongside the Universal Credit service for customers receiving benefits, and the Find a Job platform where customers can apply for jobs. Both the employment support tools and Find a Job will be available to everyone. Chapter 2 contains more detail on how we are improving Find a Job by bringing it in-house to DWP.

The service will offer effective, quality support, tailored to individual needs

8. In the future service, conversations between customers and work coaches will be personalised to identify individual needs and address barriers, focusing on action-planning and finding sustained work. The literature shows that employment support is most effective within a trusting relationship, with in-depth conversations when needed, and appointments delivered consistently by the same adviser. The service will also connect customers to relevant local resources, including skills providers and health services.

9. We will set high expectations for our people. We will implement new operational and people performance frameworks, clear quality standards, improved training and enhanced digital support. These will enable work coaches to deliver a modern service, focused on helping people find jobs. Chapter 3 sets out more detail on this.

We will align skills, progression and careers

10. To provide quality personalised support, we will align skills and careers content with employment support across Great Britain, shifting the focus to sustained employment and career progression. In England, we will do this by integrating Jobcentre Plus and the National Careers Service, with more detail later in this chapter.

11. In Scotland and Wales, the Scottish and Welsh governments, their respective agencies and local authorities are responsible for the careers service, adult skills and some elements of employment support. We will work with the devolved governments to better align our services and deliver a consistent experience for customers.

12. We will build a clearer journey for customers through improved understanding of their skills, experience and qualifications. We will capture this information through our digital services, creating a coherent system with real-time customer data. By identifying skills gaps, we will connect customers to the right training, skills and job opportunities at the right time. With responsibility for adult skills policy now sitting alongside employment support in DWP, this data will also help us shape training opportunities around people’s needs, in partnership with local government, employers and training providers.

Progress made so far

Laying the digital foundations

13. In our first steps towards our universal digital service, we have launched early versions of our new digital tools, known as the Work Hub, available for everyone to access now. These will act as a “Jobcentre in your pocket”, providing personalised advice to help people get into work and find secure, rewarding jobs. We have launched:

• an AI conversational tool to help customers identify their skills and steps they could take to find a job or progress in their career

• an action plan tool to help customers to stay motivated and on track to meet their goals

• a CV builder, which allows customers to input their experience, qualifications, skills and strengths to create an application-ready CV

Building evidence of what works

14. The service will be rooted in evidence of what works. As part of this, we are running two randomised controlled trials for customers on Universal Credit (UC), and we will publish the findings later this year.

15. Alongside these large-scale trials, we have set up three Pathfinders to quickly test smaller changes to the service, build qualitative insights and work with local government to explore new ways of joining up. This test and learn approach will enable us to design a future service that helps people find sustained work. Each Pathfinder has a different focus:

• Wakefield – announced in June 2025, in collaboration with West Yorkshire Combined Authority and Wakefield Local Authority, focused on testing our digital services to ensure they will work in the real world.

• Nottingham – announced in March 2026, in collaboration with East Midlands Combined County Authority and Nottingham City Council, focused on testing targeted support for young people and acting as an early testing site for the new Youth Guarantee Gateway.

• North East England – announced in March 2026, in collaboration with North East Combined Authority and North Tyneside, South Tyneside and Gateshead Councils, focused on testing support for disabled people and people with health conditions.

16. The Pathfinders are testing new approaches to checking that customers receiving benefits are meeting our expectations, emphasising positive actions people are taking to find or progress in work. This includes making the requirement-setting process clearer, strengthening action planning, and testing new ways of understanding the level of support customers need. We are also testing our new digital employment support tools and exploring deeper integration of skills and careers ahead of the National Careers Service merging with Jobcentre Plus in England. Qualitative findings will be published once testing is complete, in line with analytical best practice.

17. We committed to the Work and Pensions Select Committee to conduct a literature review of the evidence on effective employment support and to conduct further research with external partners and providers of employment support. We are now publishing the literature review in Annex A of this report. We are also beginning the research with external partners and providers to deepen our understanding of employment support best practice. Our findings will be published later this year and will inform the design of the new service.

Testing new delivery models

18. As well as the UC trials and Pathfinders, our Innovation Hubs in Worsley, East Kilbride, Stratford and Porthcawl Jobcentres are testing changes to the Jobcentre environment. We are making these hubs more welcoming and accessible, with clearer welcome points, greater privacy and digital jobs boards. We are using technology to improve efficiency, by using AI to summarise conversations between work coaches and customers in real time. These changes will improve interactions and mean that our teams can support more people, more effectively.

19. We are also testing more flexible services, delivering locally tailored support in the heart of communities. This includes co-locating with partners such as local authorities or Citizens Advice and delivering outside of physical Jobcentres. In addition, we have nine mobile Jobcentre vans operating across Great Britain. They provide everyone – including many people who have not previously engaged with Jobcentre Plus, or who face greater barriers to work – with accessible employment support, benefits guidance and signposting to local services.

Targeted support for young people

20. There are currently over a million young people – more than 1 in 8 – not in education, employment or training (NEET), many of whom will need personalised, targeted support to start work, education or training.^{[footnote 8]} We are therefore investing an additional £2.5 billion over the next three years in the Youth Guarantee and the Growth and Skills Levy. This will support almost one million young people across Great Britain and create up to 500,000 opportunities for them to earn and learn. This includes:

• The Youth Guarantee Journey and Gateway meeting – providing additional support and a structured path into earning or learning for young people aged 16-24, who are claiming UC and looking for work.

• Youth Hubs – for all young people, including those who are not receiving benefits, we are expanding Youth Hubs to over 360 areas across Great Britain. These shared spaces bring together partners from health, skills, the voluntary sector, local government and DWP.

• Youth Jobs Grant – the new grant launched on 30 June 2026 and provides £3,000 to eligible employers who recruit 18-24-year-olds who have been unemployed and on UC for over six months.

• Jobs Guarantee – offering all eligible 18-24-year-olds who have been on UC for 18 months a fully funded, six-month guaranteed paid employment opportunity.

21. More information on elements of the Youth Guarantee, including the Youth Jobs Grant and the Jobs Guarantee, can be found at the Build Your Future Workforce website.

22. The Youth Guarantee Journey launched in the first 81 Jobcentres across England, Scotland and Wales in April this year. It includes a dedicated Youth Guarantee Gateway meeting if a young person is not already earning or learning by week 13 on UC. This is followed by four additional weeks of intensive support to ensure young people take up suitable opportunities, such as an apprenticeship, work experience, the Sector-based Work Academy Programme (SWAP), training, learning or a job. At the end of June, it was rolled out to all Jobcentres, supporting every eligible young person in Great Britain.

23. Beyond our new service, the government is also improving careers provision in schools and colleges in England. The Department for Education is providing two weeks of work experience for every young person and continuing to fund support – including careers hubs, employer networks and digital tools – through the Careers and Enterprise Company. In addition, it is adopting updated Gatsby Benchmarks, setting the standard for high-quality, independent careers guidance in schools and colleges. These measures will help young people to build the skills they need to succeed in further education, training or work.

Case Study: Bradford support for young people through a Youth Hub

The BEAP Community Partnership Youth Hub has become a vital resource, supporting young people across Bradford and the wider community into education, employment and training. The Hub offers a wide range of support, from tailored careers advice to employability training and support to find work, including:

• one-to-one careers guidance

• CV writing and interview preparation workshops

• apprenticeships and job opportunities

• employer engagement and networking opportunities, including Jobs Fair events in partnership with local Jobcentres

• personal development and confidence-building sessions

• holistic wider support provided at every Youth Hub – including mental health support, housing, essential and vocational skills

Targeted support for disabled people and people with health conditions who are economically inactive or most at risk of dropping out of the labour market

24. Disabled people and people with health conditions face complex barriers to the labour market. Around a quarter of the 2.8 million people who cite illness as their main reason for economic inactivity would like to work.^{[footnote 9]} This is why the government has committed to introducing Pathways to Work: a guaranteed offer of support for everyone in this group by the end of this decade. Pathways to Work will be built into the future service, bringing together work, health and skills support to address each customer’s specific barriers.

25. We have already deployed around 1,000 (full-time equivalent) Pathways to Work advisers in Jobcentres across Great Britain, offering one-to-one, personalised support. Advisers work with disabled people and people with health conditions to understand their circumstances, identify barriers to work and connect them to appropriate provision. We are also testing offering a new Support Conversation to identify support needs and signpost people to personalised, appropriate support services. Up to 40,000 disabled people and people with health conditions will benefit from expanded access to personalised support, as Support Conversations are now being offered in 33 Jobcentres, as of the end of June 2026.

26. Those delivering Support Conversations can also refer customers for support from other targeted programmes. This could include Connect to Work, a voluntary supported employment programme connecting work, health and skills support across England and Wales, and WorkWell, which provides integrated holistic early support to address health-related barriers to work, and will be rolled out across England from November 2026. Both programmes are funded by DWP and delivered by local areas.

27. Since April 2025, over 65,000 UC customers with Limited Capability for Work and Work-Related Activity have voluntarily accessed tailored employment support from a Pathways to Work adviser. Evidence shows this approach is effective – people receiving Additional Work Coach Time support were one-third more likely to be in work two years later than a similar group without support (11% vs 8%).^{[footnote 10]} Since April 2026, this support has been promoted to all eligible customers via their UC account, and we are exploring further ways to encourage take-up.

Integration of careers support in England

28. In April 2026, ownership of the contracts for delivery of the National Careers Service (NCS) transferred from the Department for Education to DWP. This will enable delivery of the merger between the NCS and Jobcentre Plus in England on 1 October 2026 and put careers support at the centre of the future service.

29. The new service must build on existing expertise, professional insight and best practice. We are already engaging with key stakeholders and will continue to work closely with representatives from across the careers sector, as well as the Scottish and Welsh Governments. This collaborative approach will respect devolved knowledge and responsibilities, while ensuring that careers and employability services align effectively with the employment support we deliver.

30. As part of the Transfer of Undertakings (Protection of Employment) process, we have analysed data received from the contractors in December 2025 and provided confirmation of in-scope roles to the prime contractors. We are now moving into the consultation periods. Timings of these will vary depending on each contractor and will conclude before the end of the contract. Pre-transfer activity will be completed by 30 September 2026, in time for the 1 October 2026 Transfer of Undertakings (Protection of Employment) transfer date.

Changes we will deliver by the end of this Parliament

31. We are prioritising the changes which will drive improvements in sustained employment and earnings. We are taking a ‘test and learn’ approach to developing the new service. This means we are testing whether changes are operationally feasible and help people find work, before we introduce them everywhere.

Meaningful, action-focused requirements for customers in receipt of benefits

32. Building on our Pathfinder tests, we will ask customers who are receiving benefits, expected to look for work, and digitally capable, to report what they have done to look for or prepare for work in their online UC account. Work coaches will be able to review this information in advance of meetings, so conversations can focus on progress made, any challenges, and what support would help next. This will improve our approach to checking that customers in receipt of benefits are meeting our requirements – looking at real actions and progress over time, rather than relying primarily on attendance at appointments as evidence of engagement.

An expanded, universal digital service

33. Building on the new digital tools we have launched, known as the Work Hub, we will expand our support to provide a universally accessible service that helps people prepare for and move into work. In the future, this will work alongside the UC service, including digital reporting of activity for customers in receipt of benefits, and alongside the in-house Find a Job service. This will include:

• bringing together the digital employment support that customers need in one place – from online skills assessments to signposting to local opportunities, such as training courses

• matching customers’ skills to suitable training and opportunities, as well as to employers’ vacancies (more details are set out in the next chapter)

• developing and iterating the initial action plan as a first step towards one that is universal and customisable. Customers will be able to input what they are doing to build their skills and look for work and share the plan with their work coach, careers adviser or other support providers

34. The Work Hub will also work alongside improved digital tools on the renamed National Careers Service website to support customers’ careers needs. For example, we are using AI to make it easier for customers to search for courses, apprenticeships and training, replacing the current Find a Course tool.

Better personalised, targeted employment support

35. As well as reaching more people, we will better target our in-person support, focusing on:

• exploring how we could provide longer, higher-quality work coach conversations for customers who receive benefits and face greater barriers to work

• prioritising young people, disabled people and people with health conditions for more in-depth support, delivered by Jobcentre Plus, local government and third-party organisations. The design of support for young people will be informed by the findings of the Milburn Review into Young People and Work, once the final report is published later this year

36. Evidence shows that employment support is most effective when it focuses on practical action and addresses the specific, often complex barriers to work that individuals face. We will use this evidence to shape our design for a more personalised service, ensuring it meets the needs of all our customers. This includes those over 50, parents and carers, people from ethnic minority backgrounds, care leavers and ex-offenders.

National Careers Service and Jobcentre Plus merger, to fully integrate careers support in England

37. By the end of this Parliament, careers, skills and employment support will form a coherent, integrated service. Like the rest of the service, it will be digital where possible, human where needed. This will enable qualified careers advisers to provide in-depth advice and guidance to customers who need it most.

38. The steps we will take to deliver the merger by 1 October 2026 include:

• ensuring our physical estates are ready for careers advisers to work in

• developing induction materials for NCS employees who will be moving over, and for DWP employees on how to work together after the merger

• continuing to test and iterate digital services

• working with the Prime Contractors to move relevant data across to DWP as part of the contract exit plans

• ensuring consistent access to careers support by updating the current NCS website, including changing how it looks and improving signposting to help customers find the support they need, and transferring the NCS freephone number to DWP

• delivering public communications to ensure customers know how to access the service – online, over the telephone and in person in a Jobcentre or in the community

Chapter 2: Employers and Local Places

Our vision for the future service

A service employers understand and want to use

1. The service will be a credible, reliable recruitment partner for employers who need it. We will build proactive, strategic relationships with employers, to understand their specific regional or sectoral needs, and tailor our support to meet them. We will provide high-quality candidates with the right skills for employers’ vacancies, driving sustained employment and supporting the government’s growth mission.

2. The service will meet the needs of employers by:

• offering national and local recruitment support for employers of all sizes across Great Britain

• helping employers to access candidates with relevant skills and experience who are actively looking for work

• matching jobseekers to suitable local vacancies or training opportunities to get them ready for work

• integrating with wider government services and local provision to connect employers and individuals to support, particularly for people who face specific barriers to work

• integrating accurate labour market intelligence and insights into our digital service, such as skills density and demand in the region

A locally responsive, sector-based approach

3. We will improve consistent, working-level collaboration with local partners, including employers, elected Mayors, local government, devolved governments, local health boards, training providers, colleges and the voluntary and community sector across Great Britain. Stronger strategic partnerships within a more joined-up system, supported by shared data and labour market insights, will mean we can better respond to changes or challenges in the local economy. They will also mean we can source local job opportunities in expanding sectors with high vacancies, such as construction and adult social care – rather than shrinking sectors with limited opportunities. This will address sector-specific labour shortages, moving more people into work with long-term career prospects and driving economic growth.

4. Where people do not yet have the right skills, we will build sector-specific domestic talent pipelines. This will help to meet employers’ needs, fill vacancies and deliver wider governmental priorities as set out in the Industrial Strategy and the Immigration White Paper.

Better matching of candidates to roles

5. To reduce skills-shortage vacancies, fill roles faster and rebuild employers’ confidence in the service, we must consistently put forward candidates with the right skills for the job. Improved job matching will be delivered by an upskilled workforce, underpinned by new performance frameworks focused on getting people into work. Digital tools will identify skills on a customer’s CV and match them to employers’ vacancies. This will draw on Skills England’s new UK Standard Skills Classification and support from careers advisers. It will also ensure there is a clear alignment between customers’ career goals and roles, so people can move into jobs that work for them in the long-term.

A data-driven, insight-led digital service

6. Employers want clearer insights and data to understand local training provision, candidate pipelines, and to enable better job matching. To do this, the digital service will generate real-time data on salaries, skills and location of candidates. This will be aggregated and anonymised in line with data protection best practice, then integrated with data from local partners and other bodies such as Skills England or devolved governments where appropriate.

7. The digital service will give employers more visibility of potential candidates and more information on relevant training and skills pathways, enabling them to make informed hiring decisions. It will also help employers define their roles more clearly, advertise vacancies in ways that reach suitable candidates, and receive applications that better reflect the requirements of the job. This will make it easier for employers to identify candidates who are a good fit, particularly for roles that are harder to fill.

Progress made so far

Engaging with employers to design the service

8. We have already made significant progress towards an improved employer service. Our strategy for employer engagement focuses on reaching more employers and changing how we work to ensure we meet their needs. This includes making all employers aware of the recruitment and advisory support available and ensuring consistency of support across all areas.

9. Our dedicated national team has contacted over 10,000 strategic employers and over 1,000 trade associations. We have consulted with over 100 large employers, small and medium-sized enterprises (SMEs), trade associations and Chambers of Commerce to shape the design of the future service, understand their needs and test our proposals.

10. Looking ahead, we will continue to reach more employers, improving how we communicate to ensure our support is easy to access and meets their needs. Communications will focus on our services, and how employers can support us, particularly to help customers with limited work experience or more complex needs.

Introducing the role of Recruitment Consultant

11. We are transforming our employer advisers into more proactive, outcome-focused “recruitment consultants” across Great Britain. The role is designed to develop deeper, strategic relationships with employers to better understand and meet their needs. It includes a stronger understanding of local labour market and sectoral priorities, closer working with local government and other partners, and better matching of candidates to jobs. We have feasibility tested the role in our Pathfinders, exploring how recruitment consultants can deliver more tailored support, strengthen relationships, and support more people into the right jobs.

12. Recruitment consultants have also participated in a learning programme to build the right skills for the new service. The programme includes input from a local employer and consultative sales training on how to provide more targeted, personalised support to employers. Employer-facing teams in partner organisations such as Skills England have joined this training, strengthening relationships through a shared understanding and skillset.

Expanding support to ensure customers are job-ready

13. We are getting more people job-ready, building the right skills, experience and motivation, so they can move into work faster and employers can fill vacancies more efficiently.

14. To support this, we are expanding our Sector-based Work Academy Programmes (SWAPs) in England and Scotland. SWAPs offer training, work experience and a guaranteed job interview to unemployed customers claiming benefits. They are designed and delivered in partnership with local employers to address recruitment needs in sectors with high vacancies, including construction, health and social care, logistics and the public sector. We are also partnering with employers to offer work experience placements across Great Britain, prioritising young people who are less likely to have experience in the workplace. As part of the Youth Guarantee, we will create 300,000 new work experience and training placements over the next three years. In addition, we are expanding foundation apprenticeships in England and creating more incentives to take them up.

15. We are also addressing practical barriers that prevent customers moving into work quickly. For example, we have embedded Right to Work checks at the start of a customer’s UC journey to identify issues and support them effectively before they have applied for any jobs. In addition, we are making it easier for customers to apply for and update their Disclosure and Barring Service (DBS) checks, reducing delays by ensuring work coaches can help customers provide accurate information earlier.

Strategic collaboration on skills

16. Alongside support to get customers ready for work, in England we are also working more closely with Skills England to turn national skills priorities into practical support for employers and customers. Joint working will reduce duplication and present clearer, more consistent support to employers, as set out alongside other measures in the Skills England annual skills report published in June 2026. In Scotland and Wales, we will work with devolved governments and their skills and employability bodies to ensure our approach aligns with devolved priorities and delivery arrangements.

17. Across England, we have oversight of Local Skills Improvement Plans (LSIPs). These are developed and implemented by designated Employer Representative Bodies and Strategic Authorities in devolved areas. LSIPs bring together employers, training providers and local leaders to identify skills needs, focus provision on key sectors and align skills, employment and careers activity. We are also working with employers, industry bodies, trade unions and devolved governments to develop and implement sector Jobs Plans. These UK-wide plans will build on the Industrial Strategy Sector Plans for the 8 sectors with the greatest growth potential over the next decade, as well as the construction sector. They will provide a clear direction of travel for government and industry to develop the workforce together. The first of these plans to be published was the Clean Energy Jobs Plan.^{[footnote 11]}

18. This joined-up approach is already improving delivery. Jobcentre Plus, Skills England and the National Careers Service are working together to respond to changes in local labour markets, such as large-scale redundancies or acute skills shortages. For example, in Barrow we have worked with the Construction Industry Training Board to develop a construction employment programme. We are creating a clear pipeline from training to sustained employment, benefiting local employers and the local labour market.

Case Study: collaboration between DWP and Skills England

The East of England Skills Partnership, chaired by Skills England, brings together West Suffolk Construction Technical Excellence College (CTEC) and national, regional and local partners, including DWP, to coordinate skills and workforce planning across several major infrastructure projects in the region. Through a collaborative framework of joint working, the partnership is initially focused on skills needs in the construction and built environment sectors, and is working on:

• developing a shared regional workforce forecast by bringing together project needs, timelines, and skills requirements

• identifying priority skills gaps and early actions

• strengthening training system capacity and capability through coordination across regional providers

• supporting inclusive pathways into skilled jobs through joint working with DWP, CTEC, local and strategic authorities and employer networks

Building new digital foundations: bringing Find a Job in‑house

19. To help employers across Great Britain recruit more efficiently, DWP is now delivering the Find a Job digital service, where customers can search for and apply for jobs online. This was previously delivered through an external supplier. The new service will start with the same level of functionality as before, to ensure continuity for customers and employers. However, by bringing Find a Job in-house, we will be able to iterate and improve it more quickly. This means we can keep building and developing the service in response to employers’ needs. It also gives us greater control over the data and enables better alignment with the Work Hub digital employment support tools and the Universal Credit service, supporting our vision of a fully data-driven service.

Joining up local delivery

20. Across England, elected Mayors and local governments have led the development of Local Get Britain Working Plans, in partnership with Jobcentres, the NHS, and wider stakeholders. The plans identify local labour market challenges and priorities and set out how partners will collectively address them, supporting the integration of our services into local areas.

21. Local partners and providers also deliver targeted employment support that complements Jobcentre Plus delivery, including:

• Connect to Work (England and Wales) – £1 billion of grant funding for local areas to deliver this voluntary supported employment programme. It will support around 300,000 disabled people, people with health conditions and with more complex barriers to work across England and Wales by the end of the decade.

• 17 Economic Inactivity and Youth Guarantee Trailblazers (England and Wales) – with up to £245 million funding over 2025/26 and 2026/27, trailblazers are led by Mayoral Strategic Authorities and the Welsh Government. Nine trailblazers are supporting economically inactive people to move towards work, and eight trailblazers in England are supporting young people who are, or are at risk of becoming, NEET. We have taken the first step in devolving employment support funding to the Welsh Government, by transferring them £20 million over two years for the Economic Inactivity Trailblazer, with further funding to be agreed for new employment programmes in future.

• Health and Growth Accelerators (England) – £70 million funding from DWP and NHS England over 2025/26 and 2026/27 for three Integrated Care Boards (ICBs) in areas delivering economic inactivity trailblazers. The Accelerators are testing a new approach where local NHS systems are held accountable for improving patients’ employment outcomes through early intervention and prevention, working with local partners.

• WorkWell (England) – up to £259 million from 2026/27 to 2028/29 to deliver integrated work and health support designed by local partnerships. WorkWell was initially a pilot scheme in 15 sites, and it will be rolled out across England from November 2026. It provides low intensity, early intervention holistic support to address health-related barriers to employment. It also offers a single joined-up gateway to existing local work and health service provision.

Changes we will deliver by the end of this Parliament

22. We are focused on changes that will improve how the service works for employers and local areas. We are prioritising changes that will address skills shortages, help employers fill vacancies with the right people and support sustained employment.

Better job matching, targeted at local growth sectors

23. Improving job matching is a key lever to support employers and local labour markets. Working with local partners, we will use data to identify local growth sectors and opportunities that address local, sector-specific labour shortages. Upskilled recruitment consultants, with a clear understanding of sectoral needs and improved digital tools, will identify skilled and motivated customers and match them to suitable vacancies. This will support faster filling of vacancies and more sustainable outcomes for employers and individuals.

More tailored support and stronger partnerships

24. As with our customers, one-size-fits-all does not work for all employers. We are therefore exploring how we can better tailor our support, particularly to meet the needs of SMEs. Improving the quality of our services and consistently sending employers strong candidates will increase their trust in us and strengthen our partnerships. In turn, this will support SMEs to grow and lead to more jobs for the local community.

25. We will also continue to strengthen recruitment partnerships across government and the wider public sector, building on existing agreements with other departments and the Armed Forces. These partnerships will focus on coordinated employer engagement to fill vital public sector vacancies, while offering new opportunities for our customers. We will develop domestic talent pipelines to support future workforce needs through a greater alignment of skills and training with sectoral priorities.

26. We are also working across government on the Keep Britain Working programme, which includes developing a new Healthy Working Lifecycle standard in partnership with the British Standards Institution.^{[footnote 12]} This standard will set out effective practices for employers to create healthier, more inclusive workplaces. It aims to reduce sickness absence, help people return to work more sustainably, and boost the employment and retention of disabled people. We will ensure this standard is closely integrated with the wider employment support system, so that the effective employer practices we set out align with support to help customers move into work.

Enhanced collaboration focused on skills and training

27. Skills data is at the centre of effective job matching, and greater collaboration will enable us to fill vacancies more effectively. Following the Machinery of Government change in September 2025 that brought Skills England into DWP, we are moving towards a more coherent, unified employer service for skills and jobs in England. Shared employer networks and targeted engagement will strengthen coordination, reduce duplication and improve the consistency and quality of support for employers. Local labour market data and insights will drive more targeted engagement with growth sectors, focusing on sectoral and local needs.

28. We will also expand our engagement with training providers, agencies and recruiters in growth sectors to build sector-specific training pipelines. We will work with partners who are already trusted by employers and connect customers to recognised training courses and qualifications.

An in-house digital employer platform

29. Bringing the Find a Job service in-house has laid the foundations for our new data-driven service. It will provide employers with digital support to plan and advertise vacancies. It will give them clearer candidate information, so they can more easily identify people with the right skills and qualifications for the job. It will also include aggregated data dashboards showing local labour market information and trends. The service will reduce administrative overheads and support better skills matching to fill vacancies faster, with the right people.

Chapter 3: Our People

Our vision for the future service

A confident, professional workforce focused on outcomes

1. We will build on our employees’ expertise and professional insight by investing in high-quality learning. This will ensure the future service is delivered by a skilled and professional workforce, with stronger team leader capability and clearer accountability for results. Employees will work together across teams to deliver a joined-up service for customers and employers. We will give our people the training and tools they need to effectively help people to find and progress in work and support employers to fill vacancies.

2. We will develop flexible, externally recognised learning pathways to create clear, structured routes for all employees. Continuous professional development and recognised standards will build on existing capability, embedding a culture of learning and feedback. This will ensure employees are held to the highest standards and supported with the appropriate tools and structures. Our recruitment and workforce strategies will be informed by a strategic view of our people’s skills, capabilities and responsibilities. They will reflect our new, integrated service with both work coaches and careers advisers in England.

Performance and leadership aligned to results

3. We will move away from measuring activity for its own sake. Our teams will be measured against what matters – how effective they are at helping people build skills, find sustained employment and progress in their careers. A refreshed operational performance framework will define clear expectations, focusing on long-term outcomes and holding Jobcentres to account for helping people into sustained jobs.

4. Leaders will be expected to prioritise quality and support existing professional judgement. At the same time, they will hold their teams to account for delivering sustained employment outcomes. This will create a culture where employees are empowered, have the tools to perform well and are clear about what success looks like.

A data rich, digitally enabled workplace

5. To improve performance and give our teams more time to support customers into work, we will make better use of technology. New digital tools will reduce administrative burdens by speeding up or taking over time-consuming tasks. More accessible customer data will provide a complete view of the customer’s skills, qualifications, career history and progress. These tools will help identify skills gaps linked to specific jobs and direct customers to appropriate training and employment opportunities. Improved use of local labour market insights will build our understanding of where opportunities exist and how best to support customers into jobs that matter in the local economy.

A clearer relationship with our customers in receipt of benefits

6. Work coaches will continue to have, and be supported to develop, the confidence, knowledge and authority to set clear expectations for customers receiving benefits, recognise genuine effort and challenge customers where progress is not being made. This will underpin a relationship based on mutual obligation and trust – where customers receiving benefits understand what is expected of them, and what support they can expect from us.

Progress made so far

7. We have focused on building capability and laying the groundwork for future transformation by strengthening professional skills, testing digital tools that reduce administrative burden, and preparing to integrate work coaches and careers advisers into a unified workforce.

Developing professional capability through the Get Britain Working Coaching Academy

8. In partnership with the Institute for Employability Professionals, we are developing a new Get Britain Working Coaching Academy. This will build on and strengthen the skills and confidence of work coaches in supporting people to find sustained work. Early modules have focused on practical employability coaching, including goal‑setting, action planning, understanding local labour market conditions, and leading high-quality conversations.

9. Dedicated modules have also been developed for team leaders, building on our established leadership offer with targeted training and coaching. This will professionalise team leader development and ensure that leadership capability keeps pace with the new service. It will give them the skills to lead people through change, embed quality and support future behavioural shifts in line with our new operational and people performance frameworks.

10. The Coaching Academy modules have been tested in our three Pathfinders, with qualitative evaluation underway to assess their impact on employee capability and behaviour. This is the first step towards a more structured, professional development pathway for work coaches, which will embed continuous learning and higher standards across the service.

Testing digital tools to support productivity

11. In our Innovation Hubs and Jobcentres, we are testing how digital tools and AI can support our people to work more effectively. They can reduce time spent navigating guidance and systems, and free up capacity for customer support. For example, AI recommendations can help work coaches to better understand locally available employment and skills provision, so they can direct customers to the best support for them. “DWP Ask” is a new, AI-powered digital tool. It is making it easier for work coaches to access accurate, up‑to‑date information, supporting more confident and personalised interactions with customers.

Data sharing ahead of the merger with the National Careers Service

12. Ahead of the formal merger between Jobcentre Plus and the National Careers Service (NCS), we have introduced an England-wide data sharing agreement between the Department for Education and DWP. This allows work coaches to share information on customers’ skills, employment and training when making referrals to careers advisers – giving the careers adviser more context ahead of the appointment and preventing repetitive conversations for customers.

13. While this represents progress, current data-sharing arrangements still rely on manual processes. Following the merger, real-time access will remove this friction in England. In Scotland and Wales, where careers support is devolved, we are looking at how we can use technology to integrate the new digital service with careers support services there.

Strengthening professional pathways for careers advisers

14. Careers advisers have distinct, skilled roles and we are committed to upholding the quality, professionalism and impartiality of the support they provide. To ensure continuity for the existing careers workforce in the new service, careers advisers who are already working towards Level 4 or Level 6 qualifications will be able to continue and complete their training.

15. We are also designing a bespoke induction and training pathway for careers advisers and NCS employees who join DWP. This includes procuring Level 4 and Level 6 qualifications to support a future pipeline of accredited careers advisers. Training will align with professional standards set by the careers sector.

16. This pathway will form the basis of a Continuing Professional Development framework for careers advisers. It will be equivalent to the structured development pathway for work coaches being developed through the Get Britain Working Coaching Academy. This will embed a focus on quality and outcomes from the first day of the service.

Strengthening safeguarding

17. Safeguarding means protecting a person’s right to live in safety, free from abuse and neglect. It applies to children, young people and adults at risk and is a core skill of all our customer-facing employees.

18. To strengthen safeguarding across all our services, improve consistency and ensure customers receive timely, effective support, we are developing a multi-year safeguarding strategy. This focuses on three central principles:

• recognise – identify the signs of risk, abuse or neglect

• respond – sensitively support customers

• report – escalate concerns to statutory safeguarding agencies

19. We already continually promote Level 1 safeguarding training to all our people to build their confidence and skills in recognising, reporting and responding to safeguarding concerns. Future work will consider how safeguarding is built into our operational practices, including embedding it within our training and how digital tools could help to capture safeguarding activity.

20. We are also strengthening links with local government, health services and voluntary organisations to ensure safeguarding referrals are accepted, appropriate and aligned with local arrangements. Our Safeguarding Policy Framework will be published by the end of 2026 and will set out our approach in more detail.

Changes we will deliver by the end of this Parliament

21. We are supporting our people to deliver consistently high‑quality support that helps customers find sustained work, through clear expectations, professional development and modern digital tools. This will equip our workforce to operate effectively in a changing labour market.

Modernised performance frameworks

22. We will introduce a new operational performance framework that emphasises the link between our service and the outcomes that matter most: sustained employment and progression in work. It will be adjusted for varying local labour market conditions and customer needs. This will shift how success is defined and measured across the service. It will be rolled out iteratively over the coming years as different elements of the service are put into practice.

23. We will review the traditional metrics used in Jobcentre Plus and the outcomes currently specified in NCS contracts as we design the new framework. This will mean that performance in the new service can be compared with previous delivery. The framework will balance long‑term outcomes with activity-based measures to ensure we still see the right customers at the right time and provide the support they need to get into work.

24. An accompanying people performance framework will set clear expectations and responsibilities for all our people, underpinning improved performance management and quality assurance. It will enable leaders to hold their teams to account, identify development needs and recognise high performance. This will reinforce a culture of professional judgement, responsibility and continuous improvement.

A unified induction and professional development pathway

25. Building on Pathfinder testing, we will develop a full Get Britain Working Coaching Academy curriculum as the basis of a structured development pathway for all frontline employees. This will provide a consistent foundation in high-quality employment support. It will embed practical coaching skills, action-focused conversations and evidence-based approaches to help people find sustained work. It will also ensure work coaches have a good understanding of the wider support customers can access, including local skills, training and health services.

26. Following the NCS merger in England, work coaches will be upskilled to support effective triage and quality referrals to careers support. Alongside the Get Britain Working Coaching Academy modules, we will build work coaches’ awareness of careers provision. This will ensure the customers who would benefit most are referred to careers advisers for in-depth careers support.

27. We will move towards flexible, externally recognised learning for work coaches to professionalise their roles and create clear progression routes. Together with the new performance framework, this will support consistently high standards, strengthen professional identity and help leaders develop and retain a highly capable workforce.

An enhanced digital service for our people

28. We will continue to test and roll out AI and digital tools that make it easier for our people to do their jobs well, reducing the time spent on administrative tasks and enabling more time to be spent supporting customers to find work. This will include making it easier and faster for work coaches to find information on the local services that customers can access. Technology will support better decisions and higher-quality conversations, not replace professional judgement.

A transformed service for customers

29. These changes will shift the relationship between customers, work coaches and careers advisers. The training, performance frameworks and digital tools are all designed to improve our employees’ confidence and capability to support customers and employers, build trusting relationships and ultimately enable more people to move into and progress in work.

Conclusion

1. This report sets out the progress we have made so far and our direction of travel: a service focused on delivering outcomes for customers and employers, enabled by an upskilled workforce and innovative technology, and built on robust evidence. Our next steps are to keep building on the reforms set out here with a targeted programme of activity to deliver the changes that will positively impact sustained employment and earnings.

2. Our customers will experience a more active, positive journey into work. They will have clearer expectations and meaningful checks on the steps they are taking to find work. Timely support will help them find sustained jobs and progress in work. More people will improve their skills and increase their earnings through our tailored employment, skills and careers support, with in-person support targeted where it will have the greatest impact. Support will be more widely accessible through the Work Hub’s digital services and flexible delivery in the local community.

3. Employers and local areas will experience a service that better understands and meets their needs. It will quickly match people to local jobs and training opportunities, aligned with local labour market priorities. It will be rooted in stronger strategic partnerships with Skills England and local partners. This will be enabled by upskilled recruitment consultants, better data and labour market insights and our new in-house digital support for employers.

4. Our people will have rewarding careers, with the skills, tools and capabilities to deliver quality, personalised support and meet the evolving needs of our customers. They will benefit from new training pathways for continuous professional development, modernised performance frameworks and expanded use of digital tools to make work more efficient.

5. Taken together, these changes will create a service that reaches further, works better with employers and places, and gives our frontline teams the tools and time to focus on what matters: helping more people into good, sustained work and supporting them to increase their earnings by progressing in their careers.

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3. DWP (2006). Jobseekers Allowance intervention pilots quantitative evaluation ↩

4. Citizens Advice (2025). Found anything yet? Exploring the relationship between Universal Credit claimants and their work coaches, Citizens Advice ↩

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6. DWP (2024). DWP Employer Survey 2024 ↩

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8. Office for National Statistics (2026). Young people not in education, employment or training (NEET), UK ↩

9. Office for National Statistics (2025). INAC01 SA: Economic inactivity by reason, seasonally adjusted ↩

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11. DESNZ (2025). Clean energy jobs plan ↩

12. DWP (2025). Keep Britain Working: Final report ↩