One in three employers less likely to hire workers under 25

One in three employers are now less likely to hire workers under the age of 25, according to a recent survey of recruiters across the United Kingdom. The finding highlights a growing reluctance among hiring managers to bring younger talent into the workforce, citing concerns over experience, work readiness and resilience. With almost one million people aged 16‑24 currently outside work or education, the trend threatens to deepen an already serious youth‑unemployment problem.

What Happened

The survey, conducted by a leading recruitment association, asked more than 1,200 hiring professionals about their attitudes toward candidates under 25. Roughly 35 % of respondents said they were “less likely” to consider a young applicant for a permanent role, compared with older candidates who possess a longer track record. Recruiters explained that the hesitation stems from a perceived lack of practical experience, doubts about the candidate’s ability to adapt quickly, and worries that younger workers may not yet have developed the resilience needed for fast‑paced environments.

These concerns are playing out at a time when the labour market is already tight. Employers are scrambling to fill vacancies, yet many are turning away a sizable pool of potential entrants. The survey also revealed that the reluctance is not uniform; larger firms with more than 100 employees reported the highest levels of scepticism, while small‑to‑medium enterprises were slightly more open to giving younger candidates a chance.

Key Details

According to the data, 62 % of employers who are hesitant cite “lack of experience” as the primary barrier, followed by “work readiness” (55 %) and “resilience” (46 %). In addition, 48 % of respondents said they expect candidates to demonstrate strong communication, teamwork and problem‑solving abilities before they are considered for an interview. These soft‑skill expectations are often built through previous employment or structured training, both of which many young people have yet to acquire.

The impact is already measurable. The survey estimates that nearly one million 16‑24‑year‑olds are currently “NEET” – not in education, employment, or training. Of those, a significant proportion report having applied for jobs in the past six months but receiving no callbacks, attributing the silence to their age. Moreover, the study found that sectors such as finance, engineering and technology are the most likely to reject younger applicants, whereas hospitality and retail remain comparatively more welcoming.

Background

Youth unemployment has been a persistent policy challenge in the UK for decades. Government initiatives such as the Apprenticeship Levy, the Kickstart Scheme and various vocational training programmes have aimed to bridge the gap between education and work. Despite these efforts, the transition from school or college to a sustainable career remains fraught, especially for those without a clear pathway or professional network.

Recent macro‑economic shifts have compounded the issue. The post‑pandemic recovery has accelerated digital transformation, raising the bar for technical proficiency and self‑directed learning. At the same time, inflationary pressures have forced many employers to tighten recruitment criteria, favouring candidates who can hit the ground running with minimal supervision.

Why It Matters

The reluctance to hire younger workers carries long‑term economic and social consequences. Early career experience is a critical determinant of future earnings, career progression and job stability. When a third of employers systematically sideline this age group, the resulting skill gap can depress lifetime wages for an entire generation, widening inequality and increasing reliance on social support systems.

Beyond individual outcomes, the broader economy suffers. Young workers bring fresh perspectives, digital fluency and a willingness to challenge established processes – attributes that drive innovation. Excluding them from the talent pool reduces the dynamism of the labour market, potentially slowing growth in sectors that depend on rapid adaptation and creative problem‑solving.

What Happens Next

Policymakers are now urged to reinforce pathways that give young people practical experience before they enter the job market. Expanding apprenticeship slots, incentivising paid internships and supporting employer‑led training programmes could help address the experience deficit that recruiters flag. Additionally, targeted mentorship schemes could build resilience and work readiness, providing the soft‑skill foundation that many employers deem essential.

Employers themselves have a role to play. By adopting structured onboarding programmes, offering trial periods or “grow‑your‑own” talent pipelines, companies can mitigate the perceived risk of hiring younger staff. Transparent communication about skill development expectations and clear progression routes can also reassure both recruiters and candidates that age is not a barrier to performance.

Conclusion