In his conference speech last week, Sir Keir Starmer laid out his view of what it means to be British, focusing on what brings us together rather than what divides us. At a time when political polarisation dominates headlines, this reminder matters. Our strength has always stemmed from togetherness – building a society in which shared values and a sense of collective endeavour underpin progress.
The PM said on Tuesday that “Britain needs an economy that unites”. One of the most powerful expressions of that unity is our Service Nation. But service is not just an economic driver; it is a social and moral one too. Every day, across every sector, service interactions shape how people feel about businesses, their community, and their country as a whole.
Putting skills at the heart of service
A strong Service Nation cannot exist without a skilled workforce – not only in technical capabilities, but in qualities that are fundamental to service excellence: empathy, fairness, and doing the right thing. In an increasingly tech-driven world, these human attributes – and the ability to make strong, ethical decisions – will only grow in importance. And that is why skills must sit at the heart of any conversation about Britain’s future.
As our latest research into employee engagement highlights, focusing on the training and development of employees is critical in fostering ongoing engagement and connection to their organisation, and a key driver of both productivity and customer satisfaction: 95% of consumers who experienced excellent service said the person they dealt with was highly engaged.
There are encouraging signs that this is being recognised. Two announcements at this year’s Labour conference highlighted skills as a priority for national renewal. Firstly, there was the pledge to guarantee work or training placements for young people out of work for 18 months or more. This was followed by the PM’s announcement that the target for 50% of school leavers to go to university will be replaced by one aiming to place two-thirds on either a university course or ‘gold standard’ apprenticeship.
This is potentially a critical moment, providing greater flexibility and recognising that a broader range of skills is necessary in our Service Nation – but it will only succeed if service skills are part of the plan, and if the voices of service-led businesses are heard.
The service of national renewal
We also need to acknowledge the pressures many organisations face. Investing in skills comes with costs at a time when margins are tight. But the return on these investments is clear and well-documented: improved customer satisfaction, stronger employee retention, and a more competitive economy in the global market. This is not a “nice-to-have”, but a necessity for growth.
If we want to build a Britain that is united, morally strong, and successful, we need to value and invest in the skills that underpin the service economy. This requires a combination of businesses committing to training and development, and the Government providing the framework and support for a robust, modern skills programme.
Done right, this will boost growth, strengthen our economy, and just as significantly, reinforce the ties that bind us together. Service has always been at the heart of our society. Now, it can be at the heart of our renewal.
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