Work-from-home policies implemented during the Covid-19 pandemic have unintentionally hindered career progression for young people in Britain, according to Marco Amitrano, chief executive of PwC UK. Amitrano, who leads the £4.4 billion accounting and professional services firm, said that while mental health initiatives and flexible working were introduced with good intentions, they have sometimes produced adverse effects for younger employees.

“Covid didn’t help and in this country in particular, post-Covid, some of the policies that the public sector — or the private sector — implemented focused on wellbeing, all with good intention, but like everything with good intention, has had some adverse consequences,” Amitrano said. He pointed to well-meaning directives encouraging staff to go home if they felt unwell as contributing to a lack of visibility and control over employees, particularly younger workers who benefit from in-person mentoring and direct support.

Many large organizations, including PwC, have moved to bring employees back to offices amid concerns that extended remote work is affecting productivity and limiting opportunities for early-career staff. PwC requires its employees to work at least three days per week in the office or at client locations. However, the UK government is considering legislation that would make it more difficult for employers to refuse home-working requests, potentially requiring employers to meet employees face-to-face and provide a justifiable reason to deny remote work.

Amitrano’s remarks come against a backdrop of growing concern about youth disengagement from the labour market. Approximately one million people aged 16 to 24 in Britain are classified as NEET — not in employment, education, or training. This ongoing challenge has prompted PwC to collaborate with Labour adviser Alan Milburn on a review of support systems aimed at encouraging young people into work.

“You have to recognise that success… is not reducing it to zero, because there are different reasons why someone might be in a position that you call NEET. But… it’s got to a point where it’s too high,” Amitrano said.

Despite these challenges, PwC asserts its commitment to recruiting young talent, having hired 1,300 graduates this year. The firm is also adapting its training methods in response to technological shifts, including the rise of artificial intelligence. Training now emphasizes resilience and “human skills” to complement automation of routine tasks, preparing younger staff for evolving roles in the workplace.