2024-04-29-ACCA-技能发展_加强雇主生态系统的政策（英）_25页_4mb

Summary of the Document

Core Content

This document outlines ACCA's policy recommendations aimed at addressing the widening skills gap in the UK. It highlights the challenges faced by employers in attracting and retaining talent, as well as the difficulties individuals experience in navigating the complex skills and training landscape. ACCA emphasizes the need for a more effective and accessible system that supports both employer-led skills development and individual career progression.

Main Viewpoints

• Skills Gap and Talent Shortage: The UK is experiencing a significant skills gap, particularly in digital technology, sustainability, and financial competence. This is impacting productivity, economic growth, and the UK's global competitiveness.

• Employer Challenges: Employers, especially smaller ones, struggle with the complexity of the current skills system, lack of funding, and difficulty in retaining talent due to limited training opportunities and high employee mobility.

• Individual Concerns: Many individuals, including Gen Z, report concerns about job insecurity, lack of opportunities, and the impact of work on their mental health and wellbeing. Career guidance and support are often fragmented, with variable quality and availability across regions and sectors.

• Need for System Simplification: There is a clear call for simplifying the skills training system to make it more accessible and effective for both employers and individuals.

Key Information

1. Employer-Led Skills System

• Skills Availability Concerns: ACCA members and employers across the UK express significant concern about the availability of skilled talent.

• Recruitment and Retention Trends:

  • 71% of UK employers plan to recruit in the next year.
  • 75% of UK employers plan to upskill or reskill staff.
  • 65% of UK employers face challenges in recruiting or retaining finance staff.

• Training Barriers: Smaller employers cite cost and lack of resources as major barriers to providing training. Additionally, the complexity of the skills landscape hinders employer engagement.

• Impact of Skills Investment: Research indicates that countries with higher productivity also have higher levels of job-related training participation, suggesting a strong link between skills development and economic performance.

2. Supporting Individuals in Navigating Complexity

• Wellbeing and Career Concerns:

  • 32% of UK respondents to ACCA’s 2024 Global Talent Trends research considered resigning due to wellbeing issues.
  • 55% of UK respondents report that their mental health suffers due to work pressures.

• Career Guidance Landscape:

  • The current system is fragmented and inconsistent in quality and availability.
  • Access to careers services is crucial for both individual wellbeing and social mobility.

• Gen Z Preferences:

  • 46% of Gen Z respondents in the UK agree that long-term career prospects are the key attraction to the accountancy profession.

3. Policy Recommendations

Recommendation 1: Introduction of a Skills Tax Credit Pilot

• Purpose: To incentivize employers to invest in skills development by reducing their tax liabilities.

• Eligibility:

  • Targeted at smaller employers with Class 1 National Insurance liabilities under £100,000.
  • Eligible training areas: digital technology, sustainability, and financial competence.

• Benefits:

  • Encourages upskilling and reskilling.
  • Enhances productivity and economic growth.
  • Supports smaller organisations with limited financial resources.

• Expected Impact:

  • If 5% of current Employment Allowance beneficiaries use the Skills Tax Credit, approximately 60,000 employers could be supported.
  • The cost would be £300 million annually, which is significantly less than the unused apprenticeship levy funds returned to the Treasury in recent years.

• Comparison: Similar schemes exist in other regions, such as New York’s Employee Training Incentive Program, which provides tax credits for skills training in strategic industries.

Recommendation 2: Baseline Assessment of Career Guidance and Support in England

• Objective: To evaluate the current state of career guidance and support in England, identify gaps, and improve access to high-quality, relevant information.

• Current Landscape:

  • Various sources of career guidance exist, including government-funded services, local authorities, educational institutions, and professional bodies.
  • However, the quality and availability of this guidance vary widely.

• Proposed Action:

  • A government-led assessment of career guidance and support available across England.
  • This would help identify underperforming regions and improve the overall system.

• Expected Outcome:

  • Better alignment of career guidance with current and future skills needs.
  • Improved access for individuals and employers, especially in socially disadvantaged areas.

Conclusion

ACCA proposes two key policy recommendations to enhance the UK's skills ecosystem: a skills tax credit pilot to incentivize employer investment in training and a baseline assessment of career guidance to improve access and quality. These initiatives aim to support the government's levelling-up agenda, boost productivity, and ensure that all individuals have the opportunity to thrive in the evolving workforce landscape.