Artswork’s youngest Trustee inspires Southampton businesses to empower young employees

“Hello everyone, and thank you for having me here today. My name is Lisa, and I’m proud to be the youngest trustee at Artswork. I’m quite new to the Board and learning a lot. My role means there’s a young person involved at Board level, feeding into the decisions about how the charity meets its mission. Artswork is an organisation dedicated to championing creativity and unlocking opportunities for young people, and has been a huge part of my life from a young age up to now. I first joined Artswork as an apprentice and later worked in the charity’s Marketing team. I’m now Creative Lead at Wightlink.

I wanted to use this time to talk about what it’s actually like being a young person trying to make their way in the workplace — and to be really honest about what helps us thrive, what sends us running for the door, and how organisations can do better if they actually want to keep us.

Let’s start with the big one — feeling heard. I’ve been in places (not Artswork, I should say!) where I was invited into a meeting purely because they wanted a young person in the room. Box ticked. But once I was there, it was like my ideas didn’t really count. There’s nothing more deflating than building up the courage to speak, only to get that polite smile and a ​‘moving on…’

Compare that to my experience when I was working at Artswork, where my ideas are actually part of the conversation — even the slightly out-there ones! That feeling — knowing your voice matters — it changes everything. When you know your opinion is valued, you don’t just turn up, you lean in. You care more. You want to stay.

Young employees don’t want to just be another name on a list — we want to be heard, and Youth Voice is a powerful thing. We bring fresh ideas, new perspectives, and a natural fluency in digital communication. But to unlock this potential, workplaces need to create genuine opportunities for us to contribute.

This means inviting us into real conversations and decision-making, not just for the sake of inclusivity but because we have something valuable to offer. It means encouraging open dialogue where ideas — regardless of seniority — are listened to and acted on. And it means recognizing that mentorship works both ways. Young employees benefit from guidance, but they also have a lot to teach. Reverse mentoring, where knowledge flows in both directions, can be an incredibly effective way to bridge generational gaps and create a culture of mutual learning.

The transition from education to work is a huge leap — and honestly, no one prepares you for how awkward and confusing it can be. School teaches you how to write a CV, but not how to speak up when you disagree with someone who’s been in the job for 20 years. No one teaches you that asking for help is okay — or that sometimes you’ll get it wrong, and that doesn’t mean you’re a failure.

Early on in my career, if I got something wrong, my immediate reaction was to panic — ​‘that’s it, I’m rubbish, they’re going to think I’m useless.’ In some places, that fear was reinforced because instead of being supported to work through it, the task would just get taken off me. It made me feel like they’d already decided I wasn’t capable. When you’re young, that stuff sticks.

And that’s why respect matters so much. There’s this stereotype that young people don’t respect authority — but honestly? We do, when that respect is mutual. Talk to us like adults, not kids who’ve wandered into the office by mistake. Ask for our opinions and actually listen to the answers. Treat us like we have something to offer — because we do. We want recognition and feedback, because knowing that our work contributes to something bigger gives us a sense of belonging and motivation.

But feeling valued and respected isn’t just about performance reviews and promotions. It’s about being in a workplace culture that feels inclusive, dynamic, and people-focused. A simple ​“thank you” or an acknowledgment of a job well done can be incredibly powerful.

At Artswork, I’ve been trusted to lead on projects and even represent the organisation at events like this. That trust has done more for my confidence than any training course ever could. It’s not about having all the answers — it’s about being given the chance to figure things out and knowing someone’s got your back while you do.

And here’s the reality — sometimes, young employees will leave. That’s not failure, that’s life. Most of us don’t know exactly what we want to do when we start out, and a lot of the time, we’re just trying to work that out. If someone leaves your organisation knowing themselves a bit better, with new skills and confidence, that’s not a waste. That’s a win. They might even become your biggest cheerleader down the line.

Flexibility is a big one too — and I don’t just mean working from home in your pyjamas (though I’m not against that). The pandemic reshaped the way we think about work, and for younger generations, flexibility is essential. Real flexibility is about trust — trusting us to manage our own time and work in a way that makes sense to us. But, and this is important, flexibility only works if it comes with the right support. Sometimes I’ll need to ask the same question more than once — not because I’m not paying attention, but because I’m still learning. That’s not a weakness, it’s part of the process. We need the reassurance that asking for help won’t make us seem incapable, and when we have the confidence to take full ownership of our workload, that’s when flexibility truly works.

In my experience, one of the best ways to strike this balance is through a buddy system. Pairing younger employees with a more experienced colleague gives them a go-to person for advice, reassurance, and practical support without feeling like they’re constantly bothering a manager. It makes a huge difference, not just in productivity, but in confidence and workplace integration.

And lastly — mental health and wellbeing. Starting your career is exciting, but it’s also overwhelming. We’re constantly told we need to prove ourselves, stand out, and climb the ladder — and that pressure can be a lot. Knowing your workplace genuinely cares about your wellbeing —not just through policies, but through real action— makes a huge difference in attracting and retaining young people. This means creating environments where mental health is openly talked about, where wellbeing resources are accessible, and where work-life balance isn’t just encouraged but genuinely supported.

At the end of the day, attracting and retaining young employees isn’t about trendy perks or office gimmicks. It’s about respect, opportunity, and creating space for us to have a voice and evolve. As the youngest Trustee at Artswork, I know first-hand the value of being given a seat at the table and the power of having my voice heard. If organisations can embrace youth voice, invest in young talent, and build a culture of support and flexibility, they won’t just attract young people — they’ll keep them.

And trust me — we’re worth keeping.” - Lisa Thurbon