What is the most effective route into surveying?

The administration put apprenticeships front and centre by announcing plans to scrap the 50% target for young people to go to university. Instead, they put the emphasis on getting two-thirds of that age group to go to university or do an apprenticeship.  

This political change of tactic only confirmed what the built environment sector has been advocating for decades – more skilled employees. With increasing industry skills shortages, upping the number of apprentices is seen as key to solving the issue. 

While the trades-based construction sector has long attracted apprentices, that is now being expanded to encompass white-collar apprenticeship opportunities. The result is that today nearly 70% of occupations can be entered through an apprenticeship, according to the Department for Education’s March 2024 report on apprenticeship achievements. “Supporting apprentices at all levels [gives] the country a highly skilled workforce for the future,” stated the report.

But what does that mean for graduates, traditionally the main area where the surveying world finds most of its new recruits? Will it be a case of graduates versus apprentices, especially as a 2025 survey by the Institute of Student Employers found graduate hiring dropped 8% on last year, with apprentice hiring increasing by the same percentage. 

Sue Brown, managing director at Real Estate Balance, the member body campaigning for equity, diversity and inclusion, says there should not be any generalisation that either apprentices or graduates are better. Which is a sentiment echoed by Naomi Fearnett, head of early careers at Knight Frank, who says the two “are simply different”. 

Graduates bring strong theoretical grounding from further study, says Fearnett, while apprentices offer hands-on, business-ready skills with the most successful early careers strategies combining both pathways.

These routes are becoming increasingly attractive as they offer a direct pathway to professional status, such as MRICS, says Davies, who adds that over 70% of apprentice learners studying with BCU are aged 24 and above.

There are currently around 26 UK training providers offering chartered surveyor (degree) apprentice courses. The latest government apprenticeship and trainee figures show 28,740 apprentices started degree apprenticeships to Bachelors (Level 6) and Masters (Level 7) standards in England during 2024/25, a leap of 12.8% on the previous year. 

And they are warmly welcomed by the industry. 

Nick Knight MRICS, managing director at CBRE says those choosing a degree apprenticeship feels “like a more intentional decision” to join a company as opposed to going to university and doing a graduate scheme and that being the start of their career. He adds there is “a real commitment from day one… and a hunger to learn”.

Brown adds that many of her member CEOs “sing the praises of their apprentices and highlight their level of loyalty, diligence and dedication”.

Degree apprentice courses also mean students can be earning while learning, which removes financial barriers to entry created by student debt, and bolsters the chances of greater diversity in the industry.

David Browne is currently in his last year of a five-year Level 7 chartered surveyor degree apprenticeship. It started with two years at Wolverhampton University, then moved to BCU while working for Baily Garner. The 23-year-old says getting a salary while studying was crucial: “By the time I was 19 I was keen to get my career started. Having a salary as well as learning allows me to enjoy that.

“Once I have my chartership, which is my prime driver, I want to work more on the work-life balance and then get that equilibrium back. There is no point working your way up to director and not particularly enjoying it.”

So passionate is Browne about being a degree apprentice, he says: “I would be quite offended if my job title was changed to graduate building surveyor.” 

Degree apprenticeships come with complications, however. Dr Florence Phua FRICS, associate professor at the University of Reading’s school of the built environment says they can lack support due to there being inadequate coordination between employers and universities. Improving this would bring out the best in the curriculum to assist the apprentices.

“We are committed to delivering provision that is market-led and meets real industry needs, so collaboration with employers and industry is a non-negotiable for us,” says Dr Vireen Limbachiya, associate professor at BCU.

But Charlotte Bradley, group HR manager at Workman, admits the company’s relationships with universities in general “could always be stronger," and says there is a desire to work more closely with higher education in the future, with “opportunities there to strengthen that relationship... it will help not only apprentices, but the business, and the sector."

For over 20 years, Workman has been involved with the University of the Built Environment, which rebranded in June 2025 from the University College of Estate Management. Bradley says the long-standing relationship is “very positive”.

This year Workman took on 18 apprentices, providing a Level 6 – the BSc in Real Estate, while assisting them through their APCs. This was in addition to taking on 18 graduates. Look back 10 years ago and it was 15 graduates and no apprentices.

The company recently hired a learning and development manager to support the graduates and apprentices through their time at Workman. “A key aspect of the L&D manager’s role is to check in with everybody through all the different years of their early careers,” says Bradley. Checking-in also identifies any issues with the apprentices, and prevent dropouts, that can cost companies in terms of time and money invested in people.

“If anything is not going quite right, we would rather know as quickly as possible, so we can help. These things are normally fixable and saveable in my experience,” says Bradley.

But it all starts with the right recruitment process. In 2023, the company invested in its careers website, boosting the applicant tracking system to make the application process as smooth as possible for the apprentices.

Previous hiring channels used by Workman were limited to an advert on the government apprenticeships website. This has now been widened to other channels, some of which were already there like LinkedIn. Other avenues include networking or utilising the Workman team – the partners and line managers – to use word of mouth. The company is recruiting and implementing work experience that is increasingly offered through schools’ outreach relationships.

Initiatives like the recently announced “gold standard” apprenticeships will raise the profile and credibility of apprenticeships, says Danielle Holton, early careers talent & development manager at Cushman & Wakefield, although she adds, it is unlikely they will ever fully replace traditional degrees. 

“Both routes serve different purposes and appeal to different types of learners,” says Holton. “Rather than replacing degrees, apprenticeships are more likely to continue growing as a complementary pathway, giving employers access to a wider and more diverse talent pool and giving individuals genuine choice in how they build their careers.” 

The ultimate hope is that, particularly with apprentices, promises are followed through. Phua says whether it's Starmer's government or another administration, “if they are really talking about addressing the skill shortage problems, they must think about apprenticeships and put their money where their mouth is.

“Don't just keep talking about it, because employers are now saying that we would like to have a bigger pool of talent, both graduate and apprentice, to draw from.”