Luke Muscat, CEO of The B2W Group, and Ryan Brown, Partner at Browne Jacobson, set out why tapping the UK’s nine million economically inactive adults could electrify progress toward net zero by 2050.
From installing solar panels and heat pumps to managing smart grids and energy-efficient technologies, there’s an abundance of green skills gaps that could be filled by electrical engineers – both those retraining or entering the sector for the first time.
Accessing sufficient talent, however, is one of the biggest challenges for businesses developing, implementing and running the products and systems that will power a net zero future.
Despite rising unemployment in some areas of Britain, there remains a significant mismatch between available talent and the specific technical skills required by employers across many sectors.
This disconnect not only hampers business growth but also contributes to the UK’s lagging productivity compared to other Western economies.
Skills gaps are particularly concerning at a time when the UK is embarking towards being net zero by 2050. A study from OVO, conducted in collaboration with Energy and Utility Skills last year, suggested the UK may need up to 362,000 new workers by 2035 to adequately decarbonise residential areas and meet environmental goals.
Challenges with finding skilled people are particularly acute in technical roles like electrical engineering, but this doesn’t mean they don’t exist – you just need to look hard enough.
By broadening recruitment strategies, embracing non-traditional routes into the labour market, and engaging with training and development, employers can move away from chasing after the same, narrow group of workers.
The untapped resource: Economically inactive individuals
Since the Covid-19 pandemic, there has been a concerning rise in economic inactivity – individuals who are neither employed nor actively seeking work.
The latest data shows the economic inactivity rate for those aged 16 to 64 was 21.5% in the period of November to January 2024, with 9.27 million people considered economically inactive. By contrast, 1.55 million people aged over 16 were unemployed and seeking work.
Many of these individuals have valuable skills and experience, but face barriers to re-entering the workforce. This population represents a significant untapped resource for firms with green technical roles to fill.
The B2W Group has seen notable success in engaging this demographic. The company supports long-term unemployed individuals to re-enter the workforce by collaborating with businesses to develop training programmes that connect them with untapped talent in high-demand industries.
A high proportion of participants in its skills programmes are aged in their late 40s and 50s – experienced workers who could bring maturity and transferable skills to technical roles – but there are also numerous people who have faced multiple barriers to employment.
These could include physical or mental health issues, parental and caring responsibilities, ex-offending, or a lack of education, skills and training.
Training anyone up to become a smart meter engineer – with no relevant electrical qualifications, skills or experience – can take up to 12 weeks to reach fully qualified competence.
Given that EMSI UK forecasts the demand for smart meter engineers is to rise 3.4% between 2024 and 2028, equating to 210,000 new jobs, there’s a clear need for energy providers and electrical firms to be proactive in developing their own workforce.
The business case for building a socially conscious recruitment model
Encouraging job applications from the widest possible source creates a talent pool, as opposed to the talent puddle that businesses all-too-often select from because their search is too narrow.
Alongside building a socially-conscious recruitment model, it’s important for employers to tell a story about what they’re doing and why, featuring case studies of successes and role models for others to aspire towards. There’s plenty of potential gains to consider when developing this business case.
1. Access to new skills
Embracing social mobility in recruitment isn’t just good ethics – it’s good business. Diverse teams bring varied perspectives and problem-solving approaches that can drive innovation and productivity.
By developing pathways for economically inactive individuals to join their workforce, firms can enhance their reputation as socially responsible employers while addressing their skills needs.
2. Developing a sustainable talent pipeline
Many economically inactive individuals have substantial work experience in related fields. With targeted upskilling, they can quickly become valuable team members.
Their prior work experience often means they bring valuable soft skills – reliability, communication, teamwork – that complement technical training. Investment in these workers creates loyalty and a sustainable talent pipeline.
3. Making social mobility central to talent planning
Businesses have an opportunity to lead by example in prioritising social mobility, with benefits extending far beyond their own organisations.
When people are in stable, sustainable employment, they and their families lead better and healthier lives. Less crime is committed in businesses’ communities, making them better places to live and attract talent, while educational outcomes are improved for the next generation, which could comprise future employees.
Practical implementation: Optimising recruitment and development strategies
Tapping into this potential workforce effectively requires a multi-dimensional recruitment model featuring a broad span of strategies and partners.
1. Collaboration with specialised partners
Working with training providers can be a useful starting point as they serve as intermediaries between employers and potential employees.
Training providers will often work closely with businesses to understand their skills needs and help them to develop both recruitment and upskilling strategies.
They then identify prospective candidates by posting vacancies at job centres, libraries, community and youth hubs, and leisure centres, as well as via social media channels.
Adverts will often highlight guaranteed interviews to improve engagement with the potential workforce and the provider will work with unsuccessful applicants to find work with other organisations.
2. Tailored training programmes
Successful integration of economically inactive individuals requires targeted skills development.
Electrical firms can work with training providers to create programmes specifically designed to bridge skills gaps – ranging from entry-level roles up to Level 7 qualifications – while accounting for the unique challenges these workers may face.
3. Supportive onboarding processes
Many economically inactive individuals face barriers beyond skills gaps – health concerns, care responsibilities or confidence issues. Implementing flexible working arrangements and comprehensive support systems can help these workers transition successfully into sustainable employment.
4. Long-term development pathways
Creating clear career progression routes demonstrates to new recruits that they have a future in the organisation. This approach not only aids retention but also maximises the return on investment in training.
Final thoughts
Businesses involved in the UK’s net zero transition face significant challenges in finding skilled workers, but economically inactive individuals represent a valuable untapped resource.
By implementing inclusive recruitment strategies and collaborating with training providers, employers can address their skills shortages while making a positive social impact.
As the UK continues to navigate economic change and technological transformation, those embracing this approach will not only secure their talent pipeline but also contribute to stronger, more resilient communities. The intersection of business needs and social benefit creates a powerful opportunity for the sector to lead by example in building a more inclusive economy.
