Why accountancy firms are ramping up apprenticeship places

The accountancy profession is at a crucial moment. With university tuition fees in England set to rise with inflation next year, and funding changes to the Level 7 Accountancy Apprenticeship due to take effect in 2026, there is renewed pressure on firms to rethink how they attract and develop early-career talent.

For many years, graduate recruitment has been seen as the standard gateway into the profession. But today, school leaver and apprenticeship pathways are not just alternative routes – they are becoming an essential and strategic part of the talent pipeline.

The National Accountancy Salary Guide by First Intuition found that 70% of accounting employers now actively recruit through apprenticeship programmes, and 42% of firms are specifically targeting school and college leavers, compared with just 24% focusing primarily on graduates.

This reflects a significant shift in mindset – firms are widening access and developing talent earlier, rather than competing at the end of the university cycle. Crucially, this opens the profession to a broader pool of motivated, diverse young people who may not have seen accountancy as a viable or accessible choice. As a result, apprenticeships are central to building a more inclusive and sustainable workforce for the long term.

The growing case for school-leaver apprenticeships

With competition for skilled finance professionals intensifying, firms are increasingly investing in school-leaver programmes to grow talent from the ground up. Apprenticeships allow trainees to gain real client experience earlier, build confidence with the responsibility that they are given and learn in a way that feels relevant and applied.

And for firms, apprenticeships can support long-term workforce planning more effectively than relying solely on graduates. Many young professionals who join through apprentice routes develop a strong sense of belonging to the firm that invested in them from day one.

The shift is being reflected more widely across the profession, with 78% of employers now paying apprentices at the same rate as commercial trainees according to First Tuition research. As these programmes have matured, completion and progression rates have improved, showing that when structured well, apprenticeships can provide a stable and sustainable route to developing future chartered talent.

This doesn’t mean that graduate pathways are diminishing in value. Both routes are important. But what we are seeing is a shift from treating apprenticeships as a secondary option to recognising them as a core part of workforce strategy.

Retention begins with the training experience

At the same time, retention has become one of the biggest challenges in professional services. Trainees face demanding exam timetables, heavy workload, and the pressure of transitioning into the professional world. Without the right support, some do step away before qualification.

But we are also seeing how decisions around workload and reward influence that picture. Recent reports in the FT on KPMG’s decision to remove ‘busy season’ overtime pay for junior auditors has prompted wider sector conversations around how firms recognise and support younger staff during peak periods.

Whether or not overtime is part of a firm’s operating model, the reaction reinforced a clear theme. How firms handle pressure points directly affects how supported trainees feel – and whether they stay.

Creating an environment where trainees can thrive

At DSG, we have focused on building a development model that supports trainees’ wellbeing, confidence and long-term growth, whether they’ve joined us after school, college, or university. Some of the steps we have found particularly effective include:

• Buddy mentoring from day one: every new trainee is paired with a peer mentor who has recently been through the same experience. This offers a safe space to ask questions, share challenges, and feel connected early on.
• Clear progression pathways and transparent pay plans: we make it clear how training, exam progress, promotions, and pay are linked. Knowing what the future looks like reduces anxiety and builds motivation.
• Dedicated apprenticeship support through talent coaches: apprentices receive support not only internally but also through independent talent coaches who guide them through the apprenticeship journey, ensuring they stay on track and feel fully prepared.
• Protected study time and day release for college: ensuring trainees have structured time to study – without competing workload pressure – is essential for both performance and wellbeing.
• Internal learning and development beyond technical study: alongside exams, we provide training in communication, teamwork, and client-facing skills through on-the-job experience and peer support. This helps trainees feel more prepared and confident in their roles.
• Regular appraisals with managers: consistent check-ins mean trainees feel seen and supported. It also helps us identify when someone may be struggling before issues escalate.

These are not complex interventions – but they require commitment and consistency. They send a clear message: you are valued, you are supported, and there is a place for you to grow here.

Looking ahead

The rising cost of university and the shifting funding landscape for apprenticeships are prompting firms to rethink their approach to early talent. But the real opportunity goes deeper. As a profession, we have the chance to build a more sustainable pipeline – one that is flexible, diverse, and equipped to meet the needs of modern businesses.

This will only work if we look beyond recruitment and prioritise retention.

Whether a trainee comes through an apprenticeship or a graduate scheme, what matters most is the environment they step into:

• Do they feel they belong?
• Are they supported to learn without burning out?
• Can they see a future and a pathway to get there?

If we get that right, we won’t just attract the next generation of accountants, we’ll keep them, develop them, and watch them lead.