It’s a debt-free route to skilled employment that allows individuals to earn a salary while gaining industry-recognised qualifications. No wonder that the popularity of apprenticeships is surging.

For employers, apprenticeships are a valuable addition to skills development and recruitment strategies, providing a structured and sustainable way to build future capability. No longer a niche route into the profession, apprenticeships are increasingly seen as the primary option for early-career progression that can be offered to graduates, school leavers and those already in your organisation.

A ‘grow-your-own’ approach supports a deliberate and sustainable talent pipeline of people who understand your organisation and are ready to progress as the business evolves, says Dana Day, Chief Learning Officer at ICAEW. This is especially relevant in finance teams, where technical knowledge, regulatory understanding, and business context are critical and increasingly difficult to replace.

“Apprentices combine structured learning with hands-on experience from day one, contributing to your organisation while they train. As individuals grow and progress, they can follow clear progression routes within your organisation. This not only helps retention but also reduces recruitment costs,” Day says.

Funding support

Apprenticeship funding can be accessed to support training costs. Level 7 apprenticeship funding, which covers the full ACA qualification, is available to any individual under the age of 22. Meanwhile, the Level 4 apprenticeship funding cap has been increased to £12,000. For non-levy paying employers, it means the government will pay 95% of the cost of the apprenticeship to a maximum of £11,400.

Employers are also exempt from paying employer national insurance contributions for apprentices under 25. In a world of rising employment costs, this financial assistance has never been more attractive.

However, employers who get the best results view apprenticeships not as a cost-saving route, but as a strategic talent pipeline Steve Sully, Regional Director at specialist accountancy recruiter Robert Half, says: "At a time when competition for accountancy skills is intense, building skills from within isn't just good practice, it is becoming essential.”

Pathway to a profession

Dan Miller, CEO of student network Young Professionals, says the strongest accountancy apprenticeship programmes start with clarity about the end goal. Apprentices perform best, Miller says, when they understand how their role develops into a qualified professional position.

“Structured pathways help young professionals stay motivated and committed to their end goals. Employers who map this journey clearly and communicate it early tend to see higher motivation, stronger performance, and better retention,” Miller says.

Productivity and progression

Steven Hurst, Director of Corporate Learning at Arden University, says apprenticeships are a powerful engine for ROI – analysis shows that apprentices can contribute up to £49,000 in productive value annually – providing that structure is in place.

He says: “When programmes are structured well, an apprentice learns the theory, applies it to real-world tasks immediately and, therefore, instantly drives efficiency.”

For best results, design programmes around progression, not just immediate capacity, experts urge. Offering apprentices structured exposure across core areas - from bookkeeping and reconciliations to audit testing and data analysis – will help them build confidence and capability quickly, Sully says.

Design programme for pipeline success

Exposing apprentices to a breadth of work rather than limited to narrow administrative tasks is all the more important as automation handles routine tasks. “Employers who rotate apprentices across teams, involve them in real client or business activity, and encourage questions find that they develop commercial awareness earlier,” Miller says.

Line management is another decisive factor, Miller adds. “Those employers who protect study time, engage properly with training providers, and recognise that learning time is an investment consistently report better outcomes. Where apprentices are treated as a low-cost resource rather than as developing professionals, the results are unsurprisingly much weaker.”

Hurst says integration plays a huge role in success. “It’s best to embed apprentices into the business’ culture from day one, pairing them with mentors and aligning their learning with strategic business goals. If your firm is pivoting towards digital transformation, your apprenticeship programme should reflect that.”

Chris Rawlinson is Head of Learning and Development at professional services and accountancy group DJH, which currently employs 200+ apprentices at its 16 offices across England and Ireland. This commitment to growing its own workforce saw the business ranked as the top SME apprenticeship employer in England in 2024.

Rawlinson believes success hinges on having a designated learning and development (L&D) team, or persons, and taking the necessary time to work with apprentices, in conjunction with your training providers, to ensure achievement and success for everyone. “These apprentices are the future leaders of our business; therefore, high-level, top quality student support is an investment well worth making,” Rawlinson says.

Similarly, management and leadership buy-in is crucial. “Senior leaders need to value the work of the L&D team, ensuring that the students do not sense any conflict. It’s important that time in the workplace spent on apprenticeships is valued the same as time spent on chargeable work,” Rawlinson says.

To deliver immediate business impact alongside long-term pipelines, employers must be deliberate, Hurst says. “Identify needs first: Don't just tick a box. Assess your skills gaps – digital, technical, or managerial – and make sure the apprenticeships are designed to fill them.”