By Christopher Martin CMgr FCMI FIoL FIEP, Strategic Partner at Torbay and South Devon NHS Foundation Trust, and Trustee for SAMEE Charity
In the employability sector, leaders are tasked with balancing a multitude of priorities. Meeting contractual targets, delivering return on investment, maintaining compliance with funders’ requirements, and most importantly, ensuring that participants receive support that genuinely transforms their lives. The employability sector is not solely about filling vacancies or churning out placement statistics. It is about understanding people, building trust, and equipping individuals, many of whom face significant, multiple, and sometimes deeply entrenched barriers to work, with the tools, skills, and resilience they need to secure and sustain meaningful employment.
This article explores the pivotal role of leadership in shaping employability services, emphasising the importance of balancing organisational performance metrics with participant-centred outcomes. It is a nuanced, professional field requiring strategic thinking, emotional intelligence, adaptability, and a commitment to continuous improvement. Leaders in this sector must empower their teams, nurture coaching talent, and maintain a strong ethical focus on doing what is right for participants, rather than merely chasing statistics.
The framework presented here is underpinned by my “3 C’s” approach, Competence, Confidence, and Choice, which guides both staff and participants towards improved outcomes.
I will also explore how balancing return on investment and contractual expectations with empathetic support is essential. How each contact, however seemingly insignificant, can build trust and foster engagement, how effective coaching relies not just on process but also on intuition, and how structured leadership, good practice in presentation and a well-developed understanding of the labour market all contribute to success. Throughout, we acknowledge the indispensable role played by organisations such as the Institute of Employability Professionals (IEP), which has been instrumental in elevating the professionalism of the sector.
Employability as a Professional Skill in Its Own Right
Before plunging into the complexities of leadership and any employability programme delivery, it is vital to acknowledge that employability is a professional skill and an evolving discipline. To work effectively in employability, practitioners must develop an array of competencies. These for me are:
- understanding the labour market,
- interpreting policy and contractual requirements,
- building rapport with participants,
- recognising mental health issues,
- assessing suitability for training and upskilling,
- forging links with employers.
These capabilities require not only formal training but also professional recognition, something that the IEP has championed by celebrating the skill sets of employability professionals and offering accreditation and professional development pathways.
Unlike a simple transactional arrangement, where the participant is a customer purchasing a product, employability services often operate in a highly charged emotional context. Participants may have experienced long-term unemployment, chaotic lifestyles, poor mental health, disability, or offending backgrounds. Being unemployed can erode confidence, self-worth, and aspiration. Employability professionals must therefore meet participants where they are, helping them navigate the complexities of their personal circumstances, build resilience, and believe in their own potential.
In my experience, and in many ways, employability professionals share a skill set with those working in custodial or rehabilitative roles. That is the ability to assess risk, understand intent, and identify aspiration beneath layers of scepticism, despair, or trauma. Because the contracts that present into the sector can be brief, the workforce in the employability sector is very dynamic and mobile. Many professionals move between contracts, such as from the Work & Health Programme to other employment initiatives, bringing their unique style, approach, and “vibe” to each new environment. This transfer of knowledge and experience helps to maintain a progressive, learning-oriented sector where best practice can be shared, adapted, and improved upon over time.
The Institute of Employability Professionals (IEP)
Raising Standards and Recognising Skill
One of the significant strides made in recent years to formalise and elevate the profession has been the work of the IEP. By providing training, qualifications, and membership standards, the IEP ensures that those in the sector are viewed not just as well-meaning aides or job brokers, but as skilled professionals in their own right. This recognition fosters a greater sense of professional pride and encourages continuous improvement, innovation, and ethical conduct.
From the front-of-house greeter who makes the first impression on a participant, to the specialist coach who provides in-depth guidance, to the team leader, then business manager who oversee performance and strategy, every member of the service delivery chain plays a crucial role in transforming someone’s life. The IEP’s efforts have validated these roles, ensuring that each is seen as part of a coherent professional family dedicated to making a difference. In turn, this professionalisation has improved retention of skilled staff, enhanced the quality of services, and helped to ensure that employability teams take ownership of their caseloads and outcomes.
Balancing High Performance, Pace, and Participant Needs
Contractual obligations in employability programmes often come with demanding targets and key performance indicators, such as the number of ‘job starts’, the duration of sustained employment, and timely progression through activities. From an operational perspective, something I experienced directly as Operations Manager on the Work & Health Programme, there is a continuous tension between moving participants quickly through the pipeline and taking the time to understand their unique situation.
A participant might have multiple barriers. For example, a disability that requires workplace adjustments, a mental health issue that needs careful handling, or caring responsibilities that limit working hours. A purely metrics-driven approach might encourage “parking” difficult cases or trying to fit participants into roles that do not meet their long-term needs, just to hit short-term targets. True leadership resists this temptation, insisting instead on a participant-centred approach that balances contractual demands with doing what is ethically and practically right.
Leaders must foster a culture where high performance is defined not only by outcome volume, but by outcome quality and sustainability. This involves challenging staff to think beyond the numbers, to provide credible, person-centred solutions, and to have the courage to report back honestly about the complexity of some cases. Although this may feel at odds with short-term performance pressures, in the long run it builds trust with commissioners, improves overall programme reputations, and leads to better job sustainment.
Balancing Return on Investment with Trusting Coaches to Dismantle Barriers Compassionately
Funding bodies and commissioning organisations require return on investment (ROI), and understandably so. They want to see positive evidence that the money invested in employability services leads to improved employment rates, reduced welfare dependency, and better societal outcomes. However, ROI must not overshadow the importance of trusting frontline coaches to exercise professional judgement and empathy. Coaches, perhaps more than anyone, understand the nature of the barriers participants face. They see beyond the referral form, the statistics, and the standardised assessments.
As Head of Reducing Reoffending at HMP Channings Wood, I witnessed the importance of trusting staff to dismantle barriers compassionately. Many participants in that setting had deep-rooted issues related to trauma, substance misuse, or a lack of stable accommodation. Achieving ROI in such an environment meant acknowledging that progress might be slower, that immediate job placement might not be the first milestone, and that trust-building was as important as outcome generation.
Allowing coaches the autonomy to engage participants creatively and sensitively builds a healthier relationship between the frontline and leadership. While it is crucial to maintain accountability and performance oversight, it is equally vital to encourage a coaching culture that sees individuals first and foremost as people, not as “cases” or “targets.” This human-centred approach is what ultimately leads to authentic, lasting employment outcomes.
My 3 C’s Approach: Competence, Confidence, and Choice
As narrated in a previous article, this approach has worked for me or many years. It forms a practical framework to guide both participants and staff. This is my “3 C’s” approach, Competence, Confidence, and Choice. Each of these three concepts applies at multiple levels within the organisation:
1. Competence:
a. For participants, competence involves acquiring the skills, qualifications, and experiences necessary to succeed in the labour market. This could include vocational training, digital literacy, communication skills, or interview preparation.
b. For staff, competence means having the right training, knowledge of labour market trends, and the ability to navigate contractual regulations. Leaders must invest in staff development, mentoring, and knowledge-sharing to ensure their teams remain up-to-date and effective.
2. Confidence:
a. Many participants, especially those who have been out of work for long periods or have faced discrimination (such as ex-offenders on the CFO3 contract), struggle with confidence. Repeated rejections, negative stereotyping, or long-term isolation can erode self-belief. Employability professionals must focus on building participants’ confidence through positive reinforcement, showcasing achievable success stories, and encouraging incremental progress.
b. For staff, confidence arises when leaders trust them, when they feel supported rather than scrutinised, and when they know that their judgement is respected.
3. Choice:
a. Offering participants choice is about empowerment and agency. Instead of prescribing a single route, “You must apply for this job”, practitioners present options: different training courses, various employment sectors, flexible working patterns. This respects the individuality of participants and fosters greater engagement.
b. For staff, choice manifests as professional autonomy, the freedom to tailor interventions, and the option to innovate and suggest improvements. Leaders who encourage choice create a culture of ownership and accountability, as team members feel a sense of investment in their work.
Structuring Expectations
Participant, Team, and Contractual Needs
Clear, transparent communication is essential for aligning the expectations of participants, team leaders, and contractual stakeholders. Participants must understand what is expected of them, regular attendance, openness to feedback, willingness to consider suitable roles, while also being informed of the support they can anticipate. Team leaders should set realistic goals for their teams, balancing the pace of delivery with the quality of outcomes. Contract managers and commissioning bodies, in turn, must be clear about their targets and flexible enough to accommodate innovative practices.
In my various roles within employability, structuring these expectations was an ongoing process. Regular team briefings, one-to-ones with coaches, and transparent reporting mechanisms allowed everyone to know where they stood. Participants were given initial inductions that clarified their journey, the support available, and the behaviour and engagement expected from them. By standardising these processes, the service became more coherent, and misunderstandings were reduced.
Aspirational Examples
Disability Champions and Good News Stories
Inspirational stories serve as a powerful tool in fostering motivation and reinforcing the belief that change is possible. Particularly in the realm of disability employment support, sharing success stories can challenge stereotypes and demonstrate that, with the right adjustments and support, people with disabilities can thrive in the workforce.
For instance, consider a participant who has a visual impairment and who, with careful job carving and support from a disability-friendly employer, secures a fulfilling role. Publicising such stories, while maintaining confidentiality and respect, provides hope to others in similar situations. It also educates employers, funders, and team members on what is achievable. These narratives are not just inspirational fluff, they are evidence-based demonstrations of what good practice and perseverance can accomplish.
Similarly, on the CFO3 contract, showcasing how an ex-offender successfully re-entered the labour market, overcame stigma, and sustained employment for six months or more signals to other participants, and to the sector at large, that reintegration is not just a theoretical possibility, it is a tangible reality. Good news stories serve as a reminder to staff and leadership that every effort counts, that the work we do can and does change lives.
Coach’s Intuition and Positive Disruption
Coaching in employability is both an art and a science. It involves structured assessments, action plans, and progress reviews, but it also demands empathy, intuition, and the ability to have challenging conversations without undermining the participant’s self-esteem. A skilled coach must be adept at “positive disruption” in a participant’s life, asking the tough questions, prompting them to consider different perspectives, and nudging them beyond their comfort zone.
However, this must be done compassionately. Being a “positive disruptor” means encouraging participants to think critically about their choices while still conveying belief in their potential. For example, a participant who consistently turns up late to appointments might be gently challenged to reflect on how this habit affects their job prospects, and then supported in developing time management strategies. Coaches who can combine honesty with kindness help participants grow more resilient and focused.
From a leadership perspective, developing this coaching intuition involves training staff to recognise when and how to challenge participants. Role plays, supervision sessions, and team case conferences can provide opportunities for coaches to learn from each other. Encouraging peer mentoring and reflective practice ensures that intuition is informed by best practice, rather than guesswork.
Leading by Example
Professional Presentation, Attire, and Confidence
Leaders in the employability sector must walk the talk. Their behaviour, attitude, and even their attire can set the tone for the entire team. Presenting oneself in a confident, professional manner is not about elitism or inspiring jealousy, it is about symbolising the professional standards and aspirations we want participants to embrace.
This does not mean everyone must wear expensive suits, but it does mean dressing neatly, being punctual, showing respect to colleagues and participants, and carrying oneself with assurance. For participants who may lack role models in the professional domain, seeing their coaches, team leaders, and managers exemplify a confident, positive demeanour can be very motivating.
It sends a clear message: “We believe in professional standards, and we believe you can achieve them too.”
Leading by example also involves leaders being present and engaged in the day-to-day work. A leader who occasionally sits in on workshops, speaks directly with participants, or observes job clubs demonstrates genuine interest. Visibility breaks down hierarchy and fosters a culture where everyone feels valued. It also allows leaders to understand the on-the-ground realities of delivery, informing better decision-making and policy-setting.
Every Contact Matters
Building Psychological Safety and Trust
In employability, every conversation, every phone call, and every follow-up email is an opportunity to build trust, gain insight, and strengthen engagement. Even seemingly off-topic chats can reveal hidden interests, unspoken anxieties, or emerging opportunities. By adopting the mantra that “every contact matters,” leaders encourage staff to be attentive, curious, and empathetic in all their interactions.
For participants, knowing that their coach or advisor remembers previous conversations, respects their perspective, and shows genuine care builds psychological safety. This environment of trust is essential for participants to feel comfortable discussing sensitive issues, be it mental health, criminal records, or financial difficulties. It also makes them more likely to take advice on board, attempt new interventions, and remain engaged with the service.
From a leadership standpoint, emphasising the importance of each contact ensures that front-line staff do not dismiss small moments as trivial. Regular team meetings can highlight examples where a brief conversation uncovered a participant’s previously unknown interest in a certain career path, leading to more tailored job search support. By celebrating these small wins, leaders reinforce the cultural value of quality over quantity.
Performance Flight Paths, Aspirational Stretch Targets, and a Just, Learning Culture
Performance management is a key aspect of leadership in the employability sector. However, performance targets must be set thoughtfully and reviewed intelligently. Using data to establish “performance flight paths”, predictive models or trajectory charts, can help teams understand where they stand against targets and what realistic stretch goals might look like.
When targets are missed, a “just and learning culture” encourages staff to reflect on what happened without fear of blame. Perhaps a particular participant group requires a different approach, or maybe the team could benefit from more training on mental health issues. Rather than punishing staff for failing to hit a number, leaders should facilitate open discussions about barriers, potential solutions, and best practice. This approach fosters innovation and continuous improvement.
In my experience working with ex-offenders under CFO3, aspirational targets were essential. We wanted to see participants not just placed into any job, but placed into roles they could realistically maintain. When targets were not met, we examined the reasons-
- Did we need better employer engagement?
- More in-house workshops on disclosure of criminal records?
By treating shortfalls as opportunities to learn, we raised overall performance quality over time.
Accountability and Ownership of Caseloads
Accountability is critical in employability. Each coach managing a caseload must feel responsible for their participants’ outcomes. This does not mean they face blame if participants struggle, participants have agency, and external circumstances can complicate matters, but it does mean coaches should actively seek solutions, try new approaches, and escalate issues when needed.
Team leaders play a crucial role here. During caseload reviews, leaders should move beyond a simple compliance check to a collaborative problem-solving session. Asking questions like “Have we considered alternative training options?” or “Is there another employer who might be willing to consider this participant?” shifts the conversation from performance checking to performance enhancing.
The 3 C’s, Competence, Confidence, Choice, also apply to accountability. Competent coaches feel equipped to handle complex cases. Confident coaches trust their judgement and are not afraid to seek help. Coaches who feel they have choices in how they approach their work are more likely to remain engaged and proactive. Ultimately, shared accountability and collective ownership of outcomes create a more effective and resilient team environment.
Understanding the Labour Market and Encouraging Rapid Matching
A deep understanding of the local and regional labour market is indispensable. Without this, it is impossible to match participants to suitable opportunities efficiently. Leaders should encourage their teams to stay abreast of changing labour market trends, skill shortages, seasonal variations, and emerging sectors.
This includes recognising not just which employers are hiring, but also which markets support small businesses, what gaps exist for start-ups, and what local enterprise schemes or grants are available. Rapid matching in the entrepreneurial context might involve quickly connecting participants with a start-up hub, a microfinance institution, or a charity like SAMEE. Even if the participant ultimately decides not to pursue self-employment, the exposure to these resources builds their understanding and confidence. Over time, as participants gain experience pitching ideas, developing business plans, or experimenting with a side enterprise, their overall employability and adaptability improve.
Rapid matching, quickly connecting participants to potential employers or work experience, can accelerate progress and build participant confidence. Even if initial attempts fail, the experience of applying, interviewing, and receiving feedback is valuable. When participants learn from these experiences, reframing failures as learning opportunities, their employability skills and resilience improve over time.
For instance, working on the CFO3 contract with ex-offenders often involved careful labour market analysis. We identified employers who were willing to consider candidates with a criminal record and sectors where skill shortages made employers more open-minded. By swiftly introducing participants to these opportunities, we helped them gain footholds in industries that might otherwise have remained closed off.
From Understanding to Implementation
A Personal Leadership Journey
In reflecting on my journey, from leading on JETS & the Work & Health Programme, through supporting ex-offenders on the CFO3 contract, to heading the reducing reoffending efforts at HMP Channings Wood, then being on the Board for the IEP, then a Trustee for SAMEE, I have seen how theory translates into practice.
On the Work & Health Programme, being an Operations Manager meant balancing contract compliance and performance targets with the duty of care owed to participants. I learned that high performance did not have to mean “fast and furious”. It could mean strategically paced interventions that acknowledged health conditions and aimed for sustainable job outcomes.
Working with ex-offenders taught me about the importance of trust, second chances, and meeting participants where they were. It reinforced the idea that employability, at its heart, is about humanity, believing people can change and helping them find a place in society.
At HMP Channings Wood, leading on reducing reoffending put the entire concept of employability in a stark light. Here, employability was not just an economic issue. It was (and remains!) a moral and social one. By equipping individuals with the skills, confidence, and choices necessary to reintegrate into society, we contributed to safer communities and better lives, not just for participants, but also for their families and the wider public.
The Legacy of Effective Leadership
Sustaining Transformation
Effective leadership in employability is about leaving a legacy of sustained transformation. It is not a box-ticking exercise or a short-term project. Leaders who approach this work with integrity, empathy, and vision can reshape organisational cultures, improve policy design, and set new standards for best practice. Over time, this leads to ripple effects that spread beyond individual participants to employers, funders, and policymakers who start to see employability as an investment in human capital and community resilience.
As the sector continues to evolve, responding to new labour market trends, technological shifts, and policy changes, leaders must remain adaptable and future-focused. They should encourage staff to adopt a growth mindset, foster networks for sharing good practice, and support the professionalisation efforts led by bodies like the IEP. By doing so, they ensure that the employability sector is not just responding to immediate pressures, but also shaping a brighter future for all stakeholders.
Reaching the Sweet Spot Between Performance and Purpose
The employability sector’s true value lies in its capacity to change lives, boost communities, and strengthen economies. Leading effectively in this environment means finding the sweet spot between performance targets and participant-centred outcomes. While meeting contractual obligations and demonstrating ROI are essential, these should never overshadow the fundamental mission of helping individuals realise their potential and move forward in their lives.
By embracing frameworks like the 3 C’s, Competence, Confidence, and Choice, leaders can equip both their staff and their participants with the resources to succeed. By encouraging a just and learning culture, they ensure that mistakes and shortfalls are gateways to improvement rather than causes for blame. By championing professional standards, as the IEP does, they recognise employability practitioners for the skilled professionals they are. By insisting that ‘every contact matters’ approach, they foster trust, engagement, and sustained progress. By leading by example and understanding the labour market, they create environments where staff are motivated, participants are empowered, and outcomes are both measurable and meaningful.
Transformative leadership in the employability sector is about more than hitting numbers. It is about being a positive force in people’s lives, enabling them to overcome barriers and seize opportunities. It is about delivering value not only to funders and policymakers but to individuals and communities. This is what makes employability such a vital and noble endeavour, and it is why effective leadership in this field deserves recognition, investment, and respect.
