I've been running Urban Calm, a chain of city salons in Liverpool, for nearly 25 years. Almost from the outset, apprenticeships have been at the heart of our business. We took on our first apprentice within 18 months, and every year since, we’ve had young women and girls coming to work with us. Not many small businesses maintain that commitment over the decades, and I’ve seen apprenticeships evolve a lot during that time. The balance has shifted between college learning and on-the-job training, and increasingly, there’s a need to support young people with broader life skills and self-confidence.
Apprentices are our pipeline, our currency – we get to develop the skills we need from day one. My background as a trade unionist and in skills education means that I understand the value of apprenticeships, but also that everyone learns differently. Sometimes supporting an apprentice involves coaching, sometimes counselling, sometimes managing conflict. It’s considerable work, but it’s all part of helping young people grow while keeping the business running smoothly.
As a small business, having a background in holistic coaching has been a huge help. Most small businesses lack resources to commit to this level of personal development. My approach also informs Girls with Dreams Club, a social enterprise I launched in 2023 to support young women in Liverpool with mental health and empowerment, building their confidence and practical life skills. Bringing that mindset into the salon helps apprentices too, allowing them to thrive beyond just vocational skills. While apprenticeships are core to our business approach, the reality is they are also the only effective way of accessing the talent we need. Over the years, hair and beauty has evolved into a largely freelance sector, making it difficult for young people to develop skills unless businesses like mine provide support
College courses can help, but they rarely prepare students for the realities of work. In our salons, apprentices work four days on the job and attend college once a week. This is challenging for us to manage, but it's much more practical for skills development. There are financial tensions, too. A second-year beauty apprentice may still be learning treatments, but we must pay them the national minimum wage. This means businesses have to invest before apprentices fully contribute back. Patience and perseverance are key. But I wouldn't change my approach for anything. Many SMEs probably think apprentices aren't worth the effort. I see it differently. It’s tough, yes, but I’m pragmatic about what we need – and the business needs apprentices to thrive. And beyond the challenges, apprentices contribute in unexpected ways.
For example, beyond a pipeline of new employees, we also need new customers. Gen Z apprentices offer fantastic insights into how people shop, who they choose, and how social media works. We’re definitely tapping into their strengths while training them up! More broadly, we’re supporting young women in a sector where jobs and training aren’t easy to come by. I’ve seen apprentices grow professionally, buy first cars, move into their own homes, start families, and remain part of our community. That’s a great thing.
For any small business considering apprenticeships, I’d absolutely encourage it. But you must focus on the person as well as the role, especially for young apprentices.
Give them space to learn, provide guidance and coaching – in life as well as work – and let them contribute what they can. Structured, hands-on training benefits both apprentice and business, and with the right support, they can become capable, reliable team members who bring loyalty and fresh ideas. That’s the value you have to invest in.
Written by
Nicola Byrne, founder of Urban Calm in Liverpool