How do you challenge the notion that some people can be allowed to squander their lives, unemployed for years, at public expense? That is the question that the Government and its agency Jobcentre Plus have been trying to address as the statistics become ever more stark: hundreds of thousands of jobs go unfilled while the long-term unemployed eke out an existence on government benefits.

Surely there must be some way of connecting the two? For decades the easy way out has been to turn a blind eye to the scale and nature of the problem. After all, more than 2.5 million people have been on incapacity benefits, and therefore could be excused from actively seeking work.

What we are seeing, however, is a marked change in the Government’s philosophy. Long-term unemployment for those with health problems is now seen as making their situation worse. The same applies to those who are unemployed because they lack skills or confidence. Rather than condoning these conditions, the Government is setting out to change them.

Of course this cannot be achieved overnight. It needs time, resources and, above all, the support of employers to ease the transition into employment. That is where local employment partnerships (LEPs) – negotiated by Jobcentre Plus – are starting to make a difference. By mobilising employers to offer work trials and work experience, and by encouraging organisations to be more flexible and supportive, Jobcentre Plus is proving that even the very long-term unemployed can get back to work.

Stephen Timms is the minister in the Department for Work and Pensions who oversees this initiative. His recent visits to employers such as Nissan in the North East demonstrated that with the right structure great things can be achieved. “We need to move people on from the addiction to being unemployed,” he said. “They may need a lot of support initially but once they have got over the hurdle of adjusting to the demands of work they can prove good and loyal employees.”

As Nissan has found, having a long-standing culture of teamwork can make a difference. “If people are facing problems and anxieties in their early days it is important they have someone supportive they can turn to for help,” Timms said. “And if it is someone who has been in similar circumstances then it works even better.”

The employer too must be realistic that people with years – and maybe generations – of unemployment behind them may find it difficult to adapt to the discipline of the work-place. “For example, in the early stage an individual may turn up late or be absent without good reason. In normal circumstances that could be a disciplinary offence. However, allowances will be made initially for someone on a work trial.” This approach works because the individual continues to collect state benefit while on an LEP work placement so there is no loss to the employer. Once the recruit has proved himself or herself (normally within a month), they can expect to be offered a permanent job.

At Nissan, which is hungry for staff, people who previously would not have immediately met its high standards are now doing so over time. As Danny Griffiths, the company’s human resources director, explained: “We are working with Jobcentre Plus to recruit 800 staff to support a third production shift. By joining the local employment partnership, I believe that we will gain a framework for the recruitment of a diverse and motivated workforce.”

To prepare people for the demands of Nissan, the Gateshead College Skills Academy for automotive, engineering, manufacturing and logistics courses runs a “Nissan Gateway” training scheme to upgrade applicants’ skills. Timms said: “The biggest barrier to full employment is not the shortage of jobs but the shortage of skills among the unemployed. It is a question of supporting people to overcome their barriers to work.”

For those with disabilities the need for support and understanding can be even greater. An organisation such as Marriott Hotels sees it as part of its corporate social responsibility to make the effort. As a public-facing organisation where high standards of service are vital the company recognises that it could be risky to take on people with a poor – or nonexistent – job record. However, Patricia Rainey, a human resources executive for Marriott in Scotland, pointed out that many of the people joining will have arrived via a training programme that helps them to become “job-ready”.

“I understand why an employer might feel nervous,” she said. “During the first three to four months there may be a range of problems. That is why we have buddies – or mentors – to give support. Once you have got through that period, the rewards can be tremendous.”

Businesses such as Nissan and Marriott, and many other household names, are prepared to invest time and take a small risk because, bluntly, they need the workers. It is expected that LEPs will be part of their recruitment strategies for some time to come.

In the light of this there is growing interest in the LEP awards launched by the Government to compare examples of innovation and best practice, as well as individual awards for those who have made most progress. The closing date for entries is May 2.

www.jobcentreplus.gov.uk/up