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Uemployed Youg Adults W i l lDr ie Tomorrows Busi ess Succ ess
Eergized,Career-Drie
Youth
WAnTED:
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ItroductioAs a series o demographic ad ecoomic shits itesely coerge, creatig what MapowerGroupidetied the Huma Age, a rage o populatio groups are beig alieated rom workopportuities i the global ecoomy. Youg workers are most aected ad hae bee labeled a lostgeeratio o workers. (See http://mapowergroup.com/humaage/) Iroically, this same populatiois tomorrows workorce ad the key to sustaiig a competitie eterprise oer the log-term. Butcompaies worldwide must aggregate the right tools, midsets ad job traiig alliaces to esurethat youg ad promisig talet is eterprise-ready ad will succeed oer the log-term i aicreasigly complex ecoomy.
I the Huma Age, ecoomic success ad ailure is icreasigly beig determied by how compaies
ad idiiduals strategically acquire ad deelop ecoomically releat skills.
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| 1
The Youth Employmet Challege
Why They Cat Fid Jobs
High rates o youth uemploymet represet both widespread persoal misortue oridiiduals ad a lost opportuity or critical atioal ad global ecoomic deelopmet.
Uemploymet i youth has bee show to hae lielog eects o icome ad employmet
stability, because aected youg people start out with weaker early-career credetials, ad show lower codec
ad resiliece i dealig with labor market opportuities ad setbacks oer the course o their workig lies.
The recet ecoomic crisis has had a disproportioately log-term eect o youg people. Accordig to
the Iteratioal Labor Orgaizatios Global Employment Trends or Youth, 2011 Update, the global youth
uemploymet rate rose rom 11.8 to 12.7% betwee 2008 ad 2009, the largest oe-year icrease o record.
From 1998 ad 2008, youth uemploymet icreased by 0.2%, or by about 100,000 persos per year; but rom
2008 to 2009 it icreased by 5.3%, or 4.5 millio persos, i a sigle year. By the ed o 2010, a estimated
75.1 millio youg people were uemployed. (Un World Youth Report 2012)
At the same time, the labor orce participatio rate or youg people cotiues spiralig dowward: ater decliig
rom 53.8 to 50.1% betwee 1998 ad 2008, it ell to 48.8% by 2011. (ILO Global Employment Trends or
Youth 2011).
Challeges related to youth uemploymet itesiy i the deeloped world. I Spai, a majority o youth (51.4%
were uemployed late i 2011, ad the gure was early as high i Greece (46.6%). The youth uemploymet
rate i Portugal was 30.7%, ad i the UK 22%. (The Economist The Jobless Young: Let Behind2011).
The umber o youg people, who are haig diculty eterig the workorce ad establishig
themseles i sustaiable careers, is risig i early all coutries ad regios.
Today youth hae diculty i the labor market because o idetiablead remediabledecits. Theylack the skills, iormatio ad coectios that will place them i etry-leel, career-orieted jobs.
MapowerGroup oers a ramework ad ratioale or busiess iestmet ad actio, to help createioatie, eectie, ad sustaiable solutios or employig more youg workers.
Below, MapowerGroup ideties specic actios, iormed by our ow 64 years o experiece i theWorld o Work that employers ca take ow. O their ow iitiatie, ad i partership with schools,ocatioal istitutios, ad other egaged stakeholders, employers play a key role i helpig youg
people reach their ull huma potetial ad cotribute to eterprises ad societies.
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2 | W a t e d : E e r g i z e d , C a r e e r - D r i e Yo u t h
I the deelopig world, high youth uemploymet miimizes the potetial or atioal ecoomic trasormatio ad security, as
high umbers o ecoomically rustrated youth may cotribute to social istability. Deelopig regios with markedly high youth
uemploymet rates iclude north Arica, the Middle East, Southeast Europe ad the Russia regio.
For more tha a decade, eidece has bee
accumulatig to show that uemployed
youth ollow a dieret more problematic
trajectory tha uemployed adults. The
youth challege persists i good ecoomic
times ad worses durig ecoomic
dowtursas youth participatio rates i
the global ecoomy are allig relatie to adult
participatio rates, ad youth uemploymet
rates are cosistetly 24 times higher tha
adult uemploymet rates.
I cotrast to the 12.6% global youth
uemploymet rate or 2010, the Uited
natios Ecoomic ad Social Coucil
(www.uesco.org) reports that the global
adult uemploymet rate was oly 4.8% that
year. While the adult rate has already beguto declie rom its 20082009 peak, youth
uemploymet has alle oly margially,
by 0.1%. The ILO estimates that youth
uemploymet represets early 40% o total
global uemploymet.
Cosequetially, may youg people ace
sigicat obstacles to obtaiig decet work
ad thriig i starter jobs. I a dowtur,
youg people are ote the rst to be laid o,
makig it still harder or them to cosistetly
adace their skills ad experiece.
Cosequetly may youg people ed up
acig exteded periods o uemploymet, or
sigicat uder-employmet i jobs that ail
to oer career opportuities.
May actors preet ad delay youth rom eterig the workorce, icludig:
A lack o inormation, networks and connections among youth, especially
youth rom amilies lacking signifcant social capital.May youg people lack
kowledge o what the world o work is actually like, ad hae ot careully
cosidered their ow career choices. They hae ot used school time ad
resources to prepare appropriately or realistic career paths. They lack iormal
etworks ad coectios that traditioally source job leads ad career-plaig
tips. Ad they do ot kow how to aigate the workorce to idetiy ad pursue
aailable jobs or to d ad use the most releat traiig resources.
A lack o skills relevant to the workplace.Ee youg people who hae pursued
a course o study with a specic career i mid ote d themseles with
geeral or theoretical kowledge that does ot prepare them or actual tasks
they will ecouter i a job. Schoolig that doest alig with employers eeds
ad expectatios is partly at ault. Youg people also lack specic opportuities
to creatiely improe how they cooperate, commuicate ad thikskills that
will eable them to ocus o the eeds o a eterprise.
A lack o experience and credentials that build employer confdence in potential
young hires.May employers are skeptical about youg peoples ability to
apply ee releat school-based skills to the practical challeges posed by
the workplace. They also questio whether youth social skills ad work ethics
will preet them rom beig productie. As a result, they are reluctat to iest
resources i traiig youg people whe more experieced adult workers are
aailable or hire.
A lack o available jobs suited to entry-level skills. I some labor markets,
especially i the deelopig world, the umber o youg people seekig work
ad the leel o local ecoomic actiity is disproportioate. Most aailable
work may be i iormal or uderdeeloped idustry sectors. There may be
a seere shortage o locally aailable jobs that are etry-leel but that lead to
meaigul careers.
Why Youth Fare Worse tha Adults
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Cosequeces o a Lost Geeratio
The most importat cosequeces o youth uemploymet exted beyod the impact o temporary
labor market fuctuatios. The experiece leaes a permaet imprit o both idiidual lie outcomes
ad o the deelopmet o a atios workorce.
Scholars say that youg people who hae diculty itegratig ito the world o work suer
lielog psychological scarrig that dimiishes their resiliecy ad ability to thrie i a dyamic ad
demadig workplace.
A 2007 study by the Prices Trust (www.prices-trust.org.uk), The Cost o Exclusion, cites eidece
o log-term impacts o youth uemploymet: eery 3 moths o uemploymet at age 22 is
associated with a additioal 1.3 moths o uemploymet betwee age 28 ad 33. Persos who
experiece 26 moths o uemploymet beore age 22 typically ear USD $1,400$1,650 less
tha their peers at age 26, ad $1,050$1,150 less at age 30. A similar study recetly cited i The
Economist suggested that me who experiece a year o uemploymet beore age 23 will ear
23% less tha their peers 10 years later, ad 16% less 20 years later.
Exteded uemploymet also cotributes to poerty ad its liestyle decitscogitie, health, utritio
ad psychological issues. Chroic uemploymet relates to crimial behaior. As youth age ad raise
amilies, their ow ailure to accumulate ecoomic ad social capital projects this icious cycle o childre.
High rates o youth uemploymet also represet a wasted resource or deelopig ecoomies.
A limited umber o employed youth restricts the iputs aailable or urgetly eeded growth ad
makes it harder or deelopig coutries to realize the beets o labor-itesie growth strategies.
Deelopig coutries pass through a uique demographic widow where the youth populatio is
maximized beore birth rates begi to all ito a more deeloped ecoomys patter. A coutrys
success or ailure i realizig the ecoomic potetial o youg people durig the low depedecy
ratio period ca make the dierece betwee sustaied ad alterig log-term deelopmet.
Uderemployed youth are a scal challege. The Prices Trust 2010 update to The Cost o Exclusion
estimates that youth uemploymet costs the UK ecoomy more tha $247 millio per week i
beets paymets ad lost productiity, ot icludig the costs o youth-associated crimeaother$37 millio per week. The study calculates that the lietime cost o educatioal uderachieemet or
todays 1724 year olds will be $35 billio.
Youg People as a Talet Resource
Todays ecoomics demad urget solutios to boost job creatio ad to improe youg peoples
access to those jobs. But the solutios deeloped must be sel-sustaiig. I this way they will add
Men who experience a year o unemployment beore age 23
will earn 23% less than their peers 10 years later, and 16% less
20 years later.
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4 | W a t e d : E e r g i z e d , C a r e e r - D r i e Yo u t h
to a growig bak o tools ad strategies that
ca help address both cyclical dowturs ad
log-term structural challeges, ad that ca
improe school-to-work trasitios ad esure
more youth are egaged i decet work.
I layig out the case or busiess iitiaties
to improe youth employmet outcomes, it is
importat to articulate a alue propositio to
employers that ca achor sustaied policy ad
sustaied iestmet.
Addressig Urget Talet Shortages
Today, relatiely high uemploymet coexists
with widespread recruitmet challeges aced
by employers, globally. With excess workers
i the aggregate, the distict labor markets or
specic skill sets are highly segmeted, ad
may employers are haig diculty dig
idiiduals with the right skill sets to implemet
their plaed outcomes ad goals.
For example, accordig to Busiess Europe
(Executie Committee, 2/16/2012, Creating
Opportunities or Youth), there were 24 millio
uemployed persos i the Europea Uio
i the rst quarter o 2011. But at the sametime, employers reported 2.2 millio acacies,
icludig more tha a millio i Germay ad
450,000 i the Uited Kigdom.
MapowerGroup udertakes periodic sureys
o busiesses across the globe, to idetiy
recruitmet treds ad challeges aced by
employers. (See Box 1, right) The results
cosistetly idicate that, ee durig seasos
o high uemploymet, sigicat umbers
o employers are haig diculty dig
employees with the skills that they eed.
Key skills shortages are distributed amog a
dierse ad sometimes surprisig rage o
occupatioal groups. Globally, i 2011, the
e hardest-to-ll positios were Techicias,
Sales Represetaties, Skilled Trades Workers,
Egieers, ad Laborers.
MAnPOWERGROUPS TALEnTSHORTAGE SURvEYI 2011, Mapower expaded its sixth aual Talet Shortage
Surey ot oly to gauge where employers are haig diculty
llig aailable positios, but also examie why orgaizatios areacig a lack o talet ad what they are doig to mitigate these
challeges. MapowerGroup sureyed early 40,000 employers
across 39 coutries ad territories durig the rst quarter o 2011.
The results reeal icreased diculty i dig the right talet
i the wake o global ecoomic recoery ad limited eort to
systematically ll the gaps. There were otable regioal ariaces.
MapowerGroup research reeals that across the globe,
oe i three employers (34%) was haig diculty dig
appropriately qualied stathe highest leel sice 2007. Ithe U.S., the proportio was 51%. I Japa, the proportio
was 80%, the highest i the world.
Employers i Idia, the U.S., Chia ad Germay report the
most dramatic surges i reported talet shortages compared
to the preious year. I Idia, the percetage o employers
idicatig diculty llig positios jumped by
51 percetage poits rom 2010 to 2011.
nearly oe i our employers say that eirometal/market
actors play a major role i the talet shortageemployers
simply aret dig ayoe aailable i their markets.
Aother 22% o employers say their applicats lack the
techical competecies or hard skills eeded or the job,
while cadidates lack o busiess kowledge or ormal
qualicatios is the mai reaso idetied by 15%
o employers.
I the rst quarter o 2011, the 10 hardest-to-llpositios globally were:
See: MapowerGroup Research Ceter (http://www.mapowergroup.com/
research/research.cm)
1 Techicias 6 Maagers/Executies2 Sales Represetaties 7 Accoutig ad Fiace Sta
3 Skilled Trades Workers 8 IT Sta
4 Egieers 9 Productio Operators
5 Laborers 10 Secretaries, Persoal &Admiistratie Assistats
Box 1
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Global demographic treds suggest that skills shortages will
cotiue to worse i the comig decade, becomig acute or
may specic idustries ad skill sets. The World Ecoomic
Forums 2011 Global Talent Risks Report idetied agig
workorces as a acute skills issue i both deeloped ad
deelopig coutries. As older, skilled workers retire, there are oteough youger, replacemet workers i the pipelie to sustai the
skills base eeded or emergig busiess opportuities.
These talet shortages represet a real ad emergig costrait o
the ability o busiesses to seize aailable ecoomic opportuities.
They represet a potetial log-term threat to the iability o may
eterprises. Ad yet, the respose by employers to this challege
is laggig: accordig to MapowerGroups 2011 Talet Shortage
Surey. Employers globally are cocered that curret cadidates
lack the employability skills eeded to ll skilled positios, yet oly
oe employer i e is usig traiig ad deelopmet to ll the
gap. Oly 6% o employers are workig with educatioal istitutios
o work-releat curricula that ca ll kowledge gaps.
More aggressie recruitmet, icludig icreasig the geographic
ad demographic diersity o recruitmet sources, is part o the
solutio, but competitie recruitmet o dimiishig talet resources
will oly raise prices or a limited pool o skilled workers. The
udametal problem is systemic, due to the rage o ew skills
cotiually beig demaded by the global ecoomy.
Busiesses ca o loger simply rely o the labor market, or
a biddig competitio, to esure access to required talet.
Employers must uderstad how mauacturig talet to their ow
requiremets is critical to sustaiig their log-term growth.
The bottom lie or youth employmet is that compaies proactie
talet maagemet strategies must iclude recruitig potetially
traiable workers, icludig youg people, ad iestig i
traiig these idiiduals i the specic skills eeded to
delier a busiess strategy.
I may cases the cost o this iestmet ca be better
leeraged i busiesses are able to work with cadidates whose
skills closely match their requiremets. MapowerGroup created
the cocept o a Teachable Fit Model (See Box 2 o page 6) as
a aalytical tool or ealuatig jobs ad idetiyig ad rakig
cadidates with skills related to, i ot precisely matchig, a
employers requiremets.
The World Economic
Forums 2011 Global
Talent Risks Report
identifed aging
workorces as an
acute skills issue in
both developed and
developing countries.
As older, skilled workers
retire, there are not
enough younger,
replacement workers in
the pipeline to sustainthe skills base needed
or emerging business
opportunities.
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MAnPOWERGROUPSTEACHABLE FIT MODELUemploymet is persistetly high, yet orgaizatios
worldwide report diculty llig key positios. So the
immediate problem or employers is ot the umber o
potetial cadidates, but a talet mismatch: there are
ot eough sucietly skilled people aailable i the right
places at the right times. As employers seek icreasigly
specic skills ad combiatios o skills, the right perso
or a particular job is becomig much harder to d.
Employers must recalibrate their midsets to cosider
cadidates who may ot meet all job specicatios, but
whose capabilities ca be lled i a timely ad cost-
eectie way. Traiig is ital. A commitmet to reskilligad up-skillig curret ad potetial employees will eable
orgaizatios to expad the aailable pools o talet,
esure that their workorces cotiue to be appropriately
skilled, ad keep employees egaged i their work.
MapowerGroup beliees that the key to success with
this ew midset is the ability to idetiy cadidates with
a teachable t or aailable positios. MapowerGroups
teachable t aalysis ocuses o our questios:
What capabilities are essetial to perormig the job?
Which skills ad competecies are teachable
i a eciet way?
Is there adequate time ad moey to deelop these
capabilities i the cadidate?
Ad do cadidates hae the capacity (both motiatio
ad capability) to deelop them?
Smart orgaizatios are already adoptig this approach,
but typically i a limited ad o-systematic way. As
ecoomies recoer ad more Baby Boomers retire, the
challeges o buildig a sustaiable talet pipelie are
oly goig to icrease.
See: MapowerGroup Research Ceter (http://www.mapowergroup.
com/research/research.cm), Teachable Fit: A New Approach to
Easing the Talent Mismatch, May 2010
Realizig the Potetial o Youg Workers
For busiesses that take a strategic approach
to buildig ad accessig youg talet, the
potetial rewards are substatial: youger
workers represet a asset to rms i
their capacities as cosumers, ifuecers,
ioators, ad tech-say employees.
Cosumers
Milleials, bor betwee 1978 ad
2000, greatly ifuece each other while
shoppig, as their opiios ad decisios
are publicized through social etworks
ad real-time messagig techology.
Opiios are shared ad collectiely
discussedbroadeig the saleability orupopularity o a particular brad, product
or serice. As employees, youg adults
proide busiesses with direct isight ito
the tastes ad preereces o their peers
ad i tur promote their employers
products ad serices.
Ifuecers
As compaies seek to more proactiely
maage their reputatios olie ad with
social media, they make themseles a
attractie ad challegig workplace or
youg people. Social ad commuicatio
etworks aect the reputatio o
compaies as milleials reportig o
their experieces with a compay are
easily spread that way. The past year has
see dramatic examples i how youth
issues ad opiios spread irally, to rally
a moemet agaist a idiidual
or istitutio.
Ioators
I the rapidly eolig global marketplace,
the ability to ioate cotiuously is a key
drier o busiess success. Fast Compay
recetly reported o the worlds 50 most
ioatie compaies. Their top three
6 | W a t e d : E e r g i z e d , C a r e e r - D r i e Yo u t h
Box 2
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THE POTEnTIAL OF YOUTHYoug people brig eergy, talet ad creatiity to
ecoomies that o oe ca aord to squader. Aroud
the world, youg wome ad me are makig importatcotributios as productie workers, etrepreeurs,
cosumersas members o ciil society ad agets o
chage. What our youg people do today will create the
oudatios or what our ecoomies will do tomorrow.
Youth Employment: A Global Goal, a National
Challenge, ILO, 2011
ioators were Apple, Facebook, ad
Google. These compaies also reported
excellet acial perormace. All three
employ youthul workorces: the aerage
age o Apple employees is 33; at Facebook
the aerage age is 26, ad at Google it
is 31.
Techology-Say Employees
new media literacy ad irtual collaboratio
are eeded i the uture workorce.
Milleials were the rst geeratio
raised with complete immersio i ew
techology. Olie ideo techology, blogs,
podcasts, ad collaboratie sotware areproductiity ehacers i used eectiely.
Creatig Busiess-Drie Solutios to the YouthEmploymet ChallegeEach geeratio has a positie resposibility to take armatie steps to prepare the ext geeratio or successul
ecoomic participatio. Employers resposes to risig youth employmet should alig with their log-term growth
ad ioatio strategies, ad i securig their access to talet or uture ecoomic eeds. Their log-term success
is cotiget o creatig ad securig uture talet resources. The oly way to build this pipelie is to parter with
goermet, educators, ciil society, ad youg people themseles.
The recommedatios outlied below ca be implemeted ow, by busiesses o their ow iitiatie to help realize
the potetial represeted by youg people. Adoptig these recommedatios will also help improe youg peoples
ability to d work ad establish digied careers.
Iestmets to Improe Iormatio Resources or Youth
May youg people stumble i their iitial career steps due to poor iormatio about the world o work, leadig to poor
choices about educatio ad careers. High quality career guidace helps youth make better-iormed decisios about
their uture, related to selectig academic/ocatioal programs, completig high school, ad educatio ad work.
Howeer, most career guidace programs suer rom poor udig, uder-qualied istructors, ad lack o access
to timely ad releat labor market iormatio. Guidace eeds to begi earlier, i the lower-secodary leel
(ages 1315).
Employers ca parter with schools to improe the quality ad deliery o career serices or youg people as they
are makig importat decisios about their uture.
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Participate i Career Guidace Programs or Youth Still i School.
Oe o the simplest ad most direct thigs that employers ca do is parter with schools ad ocatioalistitutios to icrease youg peoples exposure to the World o Work. They ca oluteer as classroom isitors
ad delier courses such as those deeloped by Juior Achieemet (www.ja.org). (See Box 3, below.) They ca
proide speakers ad participats or related actiities such as career days ad job shadowig. For may youth,
busiess leaders ca sere as role models ad as a ispiratio to set more ambitious goals or themseles.
Without waitig or the implemetatio o more ambitious curricula reorm agedas, employers ca use their
ifuece to ecourage schools to adopt courses that help youg people aigate the job-search process ad
build key employability skills releat to the workplace. They ca adise o the importace o these programs i
cotributig to the success o etry-leel workers, cosult o the selectio o o-the-shel curricula, ad assist i
desigig ew curriculum cotet.
SOLUTIOn OnE
8 | W a t e d : E e r g i z e d , C a r e e r - D r i e Yo u t h
JUnIOR ACHIEvEMEnT AnD MAnPOWERGROUPJuior Achieemet is the worlds largest orgaizatio dedicated to educatig studets about workorce readiess,
etrepreeurship ad acial literacy through experietial, hads-o programs.
Juior Achieemet programs are deliered by oluteers who iclude busiess leaders i their local commuities.
I the Uited States, Juior Achieemet programs reach more tha 4 millio studets per year i more tha
176,000 classrooms, thaks to 178,000 oluteers.
MapowerGroup is a logstadig parter with Juior Achieemet i promotig etrepreeurship, work readiess,
ad acial literacy skills amog youg people. Joas Prisig, MapowerGroups Presidet o the Americas, is
chairma o the Juior Achieemet USA board o directors.
Durig the 2010-2011 school year, 227 MapowerGroup classroom oluteers preseted Juior Achieemet
programs to 7,000 studets i the Uited States. Oer the past three years Juior Achieemets work-readiess
Success Skills curriculum has bee gie to more tha 45,000 studets i 20 coutries.
For more inormation, see: www.ja.org
One o the simplest and most direct things that employers can do
is partner with schools and vocational institutions to increase young
peoples exposure to the world o work.
Box 3
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Support Iormatio Projects That Proide
Career ad Labor Market Iormatio or
Youg Job Seekers.
Iteret, mobile deices, ad social etworkig
techology proides youg people with
more trasparet access to labor market
iormatio while it maximizes the recruitmet
reach o employers. Accordig to the 2011
Source o Hire Report by CareerXroads (www.
careerxroads.com), Iteret job boards are
the source o about 25% o ew hires amog
sureyed busiesses (pricipally U.S.-based
large ad multiatioal corporatios). Most
job board hires result rom resposes to
posted opeigs rather tha resume searches.
Accordig to a separate CareerXroads report,
a leadig goal o hirig maagers sureyed is
to migrate Iteret-based recruitmet rom job
boards to social etworkig or more structured
pools o potetial applicats.
Employers hae a opportuity to reach
beyod the job-board model while still workig
proactiely with emergig job iormatio
serices ad platorms popular with youth,
such as mobile phoes/textig ad smart
phoe-based applicatios, i order to coect
with youg people more ecietly. Employers
ca also cooperate with special programs ad
iitiaties that are desiged to gie youth a
deeper uderstadig o oerall career treds
ad opportuities. (See Box #4, right, to lear
about a sophisticated iormatio project ithe Arab world). By usig these chaels
ad trasparetly speciyig the qualicatios
required or their positios, employers ca
help youth lear about job optios i the local
ecoomy, the aeues or pursuig those jobs,
ad the skills ad experiece ecessary or
obtaiig them.
SOLUTIOn TWO
InJAZ AL-ARABSARAB YOUTHPORTALInJAZ al-Arab (www.ijazalarab.org)
is the Arab-world aliate o Juior
Achieemet. Its goal is to help ispire
a culture o etrepreeurialism ad
busiess ioatio amog Arab youth.
MapowerGroup is curretly
collaboratig with InJAZ to help
build a Arab Youth Portal (AYP), a
uture olie platorm or the deliery
o e-learig ad job matchig to
promote youth employability ad
etrepreeurship. The AYP will also
sere as a powerul social etwork to
coect youth with each other, with
metors, ad with potetial sources
o capital, i order to combat youth
exclusio i the Arab World.
InJAZ operates i 14 coutries i theArab World, reachig 200,000 Arab
youth aually. Thousads o priate
sector oluteers, icludig hudreds
o CEOs rom leadig Arab compaies,
hae worked with uiersity ad high-
school studets to help them deelop
21st cetury skill sets.
Box 4
www.injazalarab.org
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1 0 | W a t e d : E e r g i z e d , C a r e e r - D r i e Yo u t h
Promote a More Positie Image or vocatioal Educatio.
A major ad specialized ew messagig iitiatie, with the credibility o
employers behid it, is eeded i the area o ocatioal educatio.
MapowerGroups Talet Shortage Sureys cosistetly iclude techicias
ad skilled trades positios amog the most acute skills shortages aroud
the globe. Yet i coutries as dierse as Idia, Mexico, ad the Uited States,
ocatioal educatio programs sere oly a small miority o secodary
studets ad are ote perceied as a ierior ad low-status alteratie to
a academic educatio.
Youg people, especially those disechated with a academic educatio
ad i dager o droppig out o school, eed to uderstad the high
demad that exists, ad the competitie salaries aailable, or skilled ad
well-prepared ocatioal ad techical persoel. Youg people ca be
ispired by a isio o ocatioal career paths that iclude etrepreeurship
ad small busiess ormatio based o techical ad trades expertise, as
well as the possibilities or academic re-etry i techical, egieerig, ad
other Sciece, Techology, Egieerig ad Math (STEM) programs at a later
career stage.
Employers hae a importat role to play i improig the prole o ocatioal
educatio or youg people. They ca cultiate as speakers ad school
isitors those employees whose careers illustrate the positie possibilities oocatioal ad techical work. They should adopt HR policies that proactiely
adace ad promote ocatioal ad trades positios. Suggested policies
iclude: buildig ocatioal ad techical workers ito leaders through
metorig; promotig cotiuig educatio with certied credetials; usig
ormer eectie employees as cosultig metors.
There are ery large diereces betwee coutries i the percetage
o secodary studets who are o a ocatioal track. I Australia ad
Germay, ocatioal studets make up the majority o secodary studets;
ot coicidetally, these coutries hae extesie curriculum oerigs well
aliged with the eeds o the busiess commuity, ad are ery successul i
moig youg people rom school to work.
By ecouragig more studets to eter ocatioal educatio i coutries
where it is ot a widespread choice, employers ca expad career
opportuities or a more dierse rage o youg people, help address their
ow skills shortages, ad stimulate greater attetio ad improemet to the
ocatioal educatio system.
Iestmets to ImproeYouth Access to Work-Releat Skills Traiig
The proisio o skills has bee the
resposibility o educatioal ad
ocatioal traiig istitutios ad
is too ote detached rom practical
applicatios i the workplace. While
employers hae a role to play as
curriculum adisers ad adocates
or better work preparatio i
schools, aligig skills traiig
iitiaties with real work opportuities
is expedited through the creatio
o demad-drie, traiig-to-
employmet programs.
Parter with Demad-Drie,Traiig-to-EmploymetPrograms
Traiig-to-employmet programs
ocus traiig arrowly ad
itesiely o the requiremets
o specic, aailable jobs, ad
iclude a post-traiig placemet
compoet based o prior hirig
commitmets rom employers.
These programs ca help employers
rapidly address skills shortages ad
ecietly expad access to work
opportuities or idiiduals uable
to obtai these jobs o their ow.
Traiig-to-employmet programs
ca be orgaized ad maaged
by workorce itermediaries like
MapowerGroup, by goermets
or nGOs, or by employers
themseles. The model is ot limited
to disadataged or otraditioal
workers, but has bee eectie i
reskillig experieced workers who
may eed help i moig to related
elds i respose to chages
i a idustry.
SOLUTIOn THREE
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MAnPOWERGROUPSTECHREACH PROGRAMOer the past decade, MapowerGroup has udertake a
iitiatie across north America to create ad successully
implemet best-practice examples o demad-drie traiig-to-employmet iitiaties. Oe program, TechReach, has bee
replicated i more tha 50 north America metropolita areas.
A typical TechReach project ideties a idustry sector
with a real skills shortage, a group o aailable, potetial job
cadidates, ad a eectie traiig ad support program that
will help these cadidates make the trasitio to rewardig
careers with a uture. MapowerGroup acts as the project
maager, workig with employers to idetiy ad aalyze job
opportuities, with recruitmet sources to idetiy ad assesscadidates, ad with additioal parters, as eeded, to
create ad delier appropriate traiig ad proide couselig
support or participats.
Graduates are placed ito etry-leel positios with local
employers ad proided with post-placemet support,
coachig ad couselig to help them succeed, ad to esure
retetio o the job.
TechReach combies all the ecessary elemets to
assist those idiiduals most i eed o dig rewardig
employmet, icludig coachig, couselig, ad metorig
to help ew workers uderstad ad adjust to the
requiremets o the workplace.
TechReach bega as a ocused program to help employers
address the IT skill shortages o the 1990s. Oer time
MapowerGroup expaded the program to other sectors
where employers were haig diculty meetig specic
recruitmet goals. The program has impacted more tha
25,000 people ad placed more tha 16,000 o them isustaiable jobs.
A early study o TechReach by the Ceter or Corporate
Citizeship at Bosto College discusses the ioatie desig
o the program, ad some o the hads-o aspects o buildig
parterships ad improig cadidates employability.
http://www.caseplace.org/d.asp?d=567
MapowerGroup has extesie
experiece i creatig ad parterig
with successul traiig-to-employmet
programs. (See Box 5 right, o our
TechReach iitiatie.) Seeral key
actors determie the success othese programs:
They must be demad-drie, i.e.
orieted to llig specic eeds ad
actual acacies or local employers,
ad must prepare idiiduals or
those specic, aailable jobs.
They must be based o a rm
employer commitmet to articulate
its skills requiremets to traiers adto work with program graduates.
Post-employmet couselig ad
metorig are importat to help
ew workorce etrats retai
jobs acquired through traiig-to-
employmet programs.
Programs beet rom repeated
egagemet with experieced
employer parters who ca
participate i program desig ad the
specicatio o skills requiremets,
ad who hae acquired codece i
this recruitmet chael.
The demad-drie, traiig-to-
employmet model is also releat
globally ad has succeeded i may
deelopig coutries.
I the Middle East ad north Arica,
regios whose youth uemploymetrates are amog the highest i the world,
MapowerGroup is workig closely
with the Educatio or Employmet
Foudatio (www.eeoudatio.org ), a
regioal nGO with a proe ad eectie
traiig-to-employmet model or youth.
(See Box 6 o page 12.)
Box 5
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Box 6
1 2 | W a t e d : E e r g i z e d , C a r e e r - D r i e Yo u t h
THE EDUCATIOn FOR EMPLOYMEnT FOUnDATIOnThe Educatio or Employmet Foudatio (EFE) is a highly respected nGO that deelops tai lored
traiig programs or uemployed youth i the Middle East ad north Arica, directly liked to local
job opportuities. It operates i Morocco, Tuisia, Egypt, West Bak/Gaza, Jorda, ad Yeme ad is
explorig expasio ito other coutries i the regio.
EFE works with its employer-parters to secure job commitmets ahead o traiig. They ocus o sectors
o the ecoomy that oer solid growth potetial but lack appropriately qualied persoel. EFE works
alogside employer-parters to recruit uemployed youth ad trai them i the specic skills they eed to
succeed i that job.
EFE recruits studets through local nGOs, proessioal ad commuity orgaizatios, adertisemets ad
postigs at uiersity campuses. EFE starts with state-o-the-art curricula ad the tailors their programs
to local eeds. Courses are highly iteractie to ecourage learig by doig, ad most ru or oe to three
moths. Program graduates are placed directly ito jobs or which they were traied.
EFEs traiig programs iclude:
Accounting Banking
ConstructionProjectManagement LandSurveying
Sales TextileMerchandising
Teaching WorkplaceSuccessProfessionalSkills
Etrepreeurship Traiig
MapowerGroup is workig with EFE to build its orgaizatioal capacity ad scale its operatios.
MapowerGroup has supported EFEs iitiaties by proidig additioal assessmet ad traiig resources,
IT irastructure or project maagemet, ad support or seior sta deelopmet. We hae proided
media ad brad-buildig serices ad helped seior sta etwork i global orums, i order to expad
EFEs access to doors, uders, ad potetial employer-parters.
EFE is curretly scalig up to sere tes o thousads o youg people i Morocco ad Tuisia uder
grats rom the MasterCard Foudatio, the World Bak, the U.S. State Departmet, ad other global ad
regioal doors.
For more inormation, visit: www.eeoundation.org
ManpowerGroup is working with EFE to build its organizational capacity
and scale its operations. ManpowerGroup has supported EFEs initiatives
by providing additional assessment and training resources, IT inrastructure
or project management, and support or senior sta development.
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MapowerGroup has made a sigicat
iestmet i traiig tools that we
use with our associates ad withi our
traiig-to-employmet programs. These
iclude more tha 6,000 olie courses
i our Traiig ad Deelopmet Ceter
(See Box 7, right) ad a ariety o
work-readiess curricula such as
our Fidig a Job is a Job course
(See Box 8, right).
Demad-drie, traiig-to-employmet is
a proe ad eectie model or assistig
workorce etry ad helpig youg people
acquire releat credetials. Employers
ca help expad opportuities or youth,ad icrease their ow access to qualied
recruits, by idetiyig ad participatig
i traiig-to-employmet iitiaties
udertake by goermets, educators,
ad nGOs. By doig so they ca:
Build capacity or orgaizatios
maagig traiig-to-employmet
programs, by sharig executie
experiece ad adice
Cotribute to their ow traiig ad
other resources, ad improe the
aligmet o traiig with their ow
specic job requiremets
Proide clear, skills-based
specicatios o the requiremets
o their aailable positios, ad
iormatio o the umber ad timig
o aailable opeigs
Commit to hirig program graduates,
either directly, uder a temp-to-hire
arragemet, or as iters
Make traiig-to-hire parterships
a ormal ad ogoig part o their
recruitmet strategy
MAnPOWERGROUPS TRAInInGAnD DEvELOPMEnT CEnTERAs the skills required to succeed i the world o work chage aster
tha eer beore, people eed quick ad easy access to traiig
whe ad where they eed it.
MapowerGroups Traiig ad Deelopmet Ceter (TDC) proides:
Access to more tha 6,000 olie courses coerig computer,
busiess, leadership, ad techical skills demaded by employers
A coeiet way or ayoe to update ad icrease their skills
olie24/7.
Free traiig ad deelopmet or all MapowerGroup associates,
cosultats, ad employees.
May courses are aliged with recogized idustry certicatioexamiatios ad are eligible or college or cotiuig proessioal
educatio credit.
The eciecy ad work-releace o TDC courses makes it easier to
alig traiig with a employers specic, emergig task requiremets.
TDC courses ca be used i traiig-to-employmet, metorig, ad
other youth deelopmet programs to rapidly up-skill cadidates ad
build bridges to specic employmet opportuities.
MapowerGroup has proided TDC traiig to more tha 11 millio
people worldwide.
See: www.manpowertdc.com
MAnPOWERGROUPS FInDInG AJOB IS A JOB CURRICULUMMapowerGroup has created a workshop called Fidig a Job is
a Job, which teaches youg people how to assess their ow skills
ad iterests, use a ariety o resources to idetiy potetial job
opportuities, ad pursue a job search rom eectie etworkig to a
successul iteriew.
MapowerGroup proides the curriculum ad trais local istructors
to delier workshops i a ariety o youth employability projects across
the globe.
Box 7
Box 8
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To succeed i the workplace, youg people eed
to acquire ot oly skills, but the experiece that
demostrates to employers that they are capable o
applyig those skills to practical busiess tasks.
Create ad Egage With Programs that Build
Youg Peoples Work Experiece
Prior work experiece is positiely associated with a
idiiduals ability to obtai permaet work at a later
date. Oe study oud a 1013% improemet i log-
term employmet outcomes ater 2 years or idiiduals
who accepted short-term jobs as a steppig stoe out o
uemploymet. Aother study oud that temporary work
was a especially eectie tool i improig labor market
outcomes or log-term uemployed persos ad others
see by employers as bad risks.
Such work is a superior alteratie, to acceptig
a exteded period o uemploymet. A series o
iterships, project work, temporary work, etc., ca be
structured i a low-risk, low-stakes way, giig youg
people easy access to these opportuities without
requirig log-term commitmets rom employers orcreatig dead-ed jobs.
A 2012 report by Cade Co. to the Europea
Commissio highlights a potetial role o priate
employmet serices i dig iitial work experieces
or youg people with limited skills ad experiece.
These serices ca broker a series o short-term work
experieces that icrease youg peoples chace o
dig a ull-time job.
These short-term experieces also t well ito summeror semester-log iterals i a youg persos ogoig
educatio, so that work experiece ca be combied with
or alterate with educatio, ad ca ifuece study ad
traiig choices.
MapowerGroup has oud that helpig youg people
build a portolio o progressiely challegig work
experieces is a highly eectie way o buildig their skills
ad employability oer time. Our Summer Youth Programs
(see Box 9, o page 15) help disadataged youth get o
to a good start i the workplace, while a similar strategy
o exposure to work has proe eectie i workorce re-
itegratio o people who are chroically uemployed (see
Box 10, o page 15).
A study by the stag idustry trade associatio
(CIETT) ad the Bosto Cosultig Group, ocusig o
Europea labor markets, idetied clear impacts rom
temporary work experieces o idiiduals log-term
re-employmet prospects. Beore egagig i agecy
work, 34% o applicats i Swede had prior ull-time
work experiece; ater completio o agecy work 85%
obtaied ull-time jobs. I Switzerlad, the pre- ad post-
agecy work employmet umbers were 47% ad 71%
respectiely. Ad i Frace, the experiece o agecy
work raised participatio i ull-time work rom 11%
to 66%.
The implicat io or employers is that ee i they are
ot prepared to hire additioal ull-time persoel, theyca substatially cotribute to the employability o
youg people by pro-actiely participatig i iitiaties
that proide them with short-term employmet
experieces ad credetials. These may iclude
summer or term-time iterships, ad the ideticatio
o appropriate project work or seasoal work or short-
term employmet.
Iestmets to Improe Youth Access to Work Experiece
ManpowerGroup has ound that
helping young people build a
portolio o progressively challengingwork experiences is a highly eective
way o building their skills and
employability over time.
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| 1 5
MAnPOWERGROUP SUMMER JOBS PROGRAMFor early a decade, the Departmet o City Deelopmet i Milwaukee, WI has egaged
MapowerGroup to iteriew ad select cadidates or iterships with city goermet departmets.
Our Milwaukee program proides cadidates with coachig durig their itership, ad istructio
o topics such as acial literacy, eectie resume writig, ad dig ad obtaiig their rst
ull-time job.
The itership itsel seres as a importat credetial or the cadidates subsequet job search.
Itership graduates are prepared to successully eter the World o Work with, amog other
assets, a letter o recommedatio, a well-writte resume, marketable job skills ad
proessioal reereces.
The itership program seres more tha 170 disadataged youth i Milwaukee each summer.
MapowerGroups summer jobs program i Milwaukee is typical o may such programs
udertake by idiidual MapowerGroup regios across north America ad the globe.
MAnPOWERGROUP PLACEMEnT PROGRAMFOR FREnCH GOvERnMEnT EMPLOYMEnTSERvICESMapowerGroups assistace to the Frech goermets uemploymet program ocuses o
hard-to-sere cadidates icludig log-term uemployed persos ad discoected youth.
May o these idiiduals lack the skills ad basic codece eeded to preset themseles to
a employer.
This placemet program eisios the path to durable employmet as a series o progressie
steps. The rst, essetial step i the program is to secure a rapid retur to some-ay-kid o
work. This may iclude a ery basic, short-term temporary assigmet. This is a key step i
improig cadidates codece ad motiatio ad, i the begiig, to establish a portolio o
releat work experiece or them.
But this rst step is ollowed by ogoig support as the idiidual makes a deitie trasitio tocareer-orieted work. This placemet program coects log-term uemployed persos with a
persoal Mapower Employmet Adisor. The Employmet Adisor works with the cadidate
through seeral short-term jobs ad trasitios. They proide the cadidate with access to labor
market iormatio ad help them research job optios ad costruct a realistic career pla.
The program seres about 5,000 persos per year, ad more tha 65% are successully placed i
log-term employmet.
Box 9
Box 10
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Uder the best circumstaces, it is possible to itegrate both skills-buildig
ad experiece-buildig compoets simultaeously ito employmet
programs or youg people. The classic examples are dual-track
appreticeship systems that diide a studets week betwee classroom
learig ad time i the workplace. These programs ted to deped o
goermet policy ad a well-deeloped school-to-work system, but their
powerul lessos ca also be applied to the desig o o-the-job traiig ad
metorig programs or youg ew hires.
Egage With Dual Traiig ad Work-Experiece Programs
Fie coutries i Europe hae youth uemploymet rates markedly below
Europea ad global aerages. While most Europea coutries hae youth
uemploymet rates i the 2030% rage, Austrias rate i the 3rd quarter o2011 was 7.3%; Germays was 8.6%; the netherlads 7.6%; norway 8.8%;
ad Switzerlad 7.2%. (Busiess Europe, 2012) These coutries seem to
hae essetially escaped the global patter o high youth uemploymet. It is
worth idetiyig what they do ad whether it ca be emulated.
These coutries share a strog ocatioal educatio system that seres a
majority o secodary studets (ad thereore aoids the stigma o ocatioal
trackig i may coutries) ad that combies classroom-based traiig with
workplace-based appreticeships oer a period o seeral years.
Dual-track systems iole close coordiatio betwee employers ad
schools ad a ocus o releat skills, sice classroom traiig durig part
o each week is directly related to studets workplace appreticeships
durig the rest o the week. Studets hae access to a wide rage o
programs refectig the actual eeds ad opportuities i the ecoomy.
Their appreticeships gie them direct exposure to the requiremets o the
workplace ad a certicatio that is respected by employers.
At the coclusio o the program, ee i participats are ot directly hired
to ull-time status rom their appreticeship, they brig idustry experiece
ad a alued credetial to their job search. Ad i the loger term,
completio o a ocatioal secodary educatio track does ot aect their
eligibility or admissio to a uiersity.
Accordig to a ILO study youg people who go through combied
classroom ad workplace traiig are 30% more likely to get a job tha those
who hae oly a classroom educatio; those who take part i programs that
combie i-classroom ad workplace
traiig ad other serices are 53%
more likely to d work tha those with
classroom-based traiig aloe.
Although these programs represet
the gold stadard or helpig youg
people trasitio ito careers, it may
be urealistic or employers i other
coutries to replicate the Germa/
Austria/Swiss appreticeship system
atiowide, ad ot all careers are
suitable or a ormal appreticeshipmodel. Howeer, the sigicat
success o that model i reducig youth
uemploymet ad acilitatig workorce
etry should ispire employers to create
ad egage with similar dual-traiig
iitiaties whereer easible.
Commit to Hirig, Traiig, ad
Metorig Youth
Compaies that iest i traiig admetorig youg people o the job will
make better use o cadidates that are
realistically aailable ad will beet
rom a base o loyal employees with
career ad promotio potetial. O-the-
job traiig ad metorig ca also be
oe elemet i a more comprehesie
strategy or better respodig to
emergig talet shortages ad dig
ioatie ways to source, deelop,
ad maage the talet ecessary or
sustaiig log-term busiess objecties.
Compaies eed to lea orward,
take a calculated risk, ad ope their
doors to iexperieced youg job
cadidates. They eed to iest time
Iestmets to Improe Both Skills Deelopmet ad Work Experiece or Youth
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THE WORLD ECOnOMIC FORUMSTEn YOUTH PROGRAMThe TEn Youth Program emerged rom a collaboratio betwee the
WEF Global Ageda Coucils o Emergig Multiatioals ad o Youth
Uemploymet. The cocept is ituitie but powerul: i each o the majorcities where they hae operatios, leadig ad emergig multiatioal
compaies commit to hire, trai, ad metor 10 uemployed youg people.
Eligible TEn Youth cadidates are rst-time job seekers, high school or
college graduates betwee the ages o 1824, who are reliable, hard-
workig, adaptie, ad hae demostrated ability as a sel-starter.
Cadidates hae a iterest i deelopig a specic ad marketable
proessioal busiess competece. Compaies commit to hirig
these youg people as ull-time employees i career-track positios,
proidig them with 3- to 6-moths o traiig ad at least 2 years o
ormal metorig.
These youg people are to be employed i specic uctioal areas o the
compay where they ca acquire aluable corporate-world skills ad build
log-term careers. The goal is or these youg people to cotiue their
careers i the compaies that hae metored them. The program has set a
target o a 80+% retetio rate. Ee i they leae or aother rm, they will
leae with a marketable busiess competece that ehaces their career
prospects elsewhere.
The TEn Youth iitiatie is a opportuity or multiatioal corporatios to
leerage their ast capabilities ad resources to meet the global challege
o youth uemploymet. The program will help participatig eterprises
acquire loyal ad productie youg employees at a air wage, deelop
a o-traditioal approach to recruitmet, ad improe their capacity to
systematically metor ad trai talet.
It will expad opportuities ad acilitate career deelopmet or youth.
Ad i emergig ad established multiatioals ca lea orward
o this challege, their supply chai ad chael parters
might well be ispired to ollow.
With this program, MapowerGroup acts as a trusted adisor, helps with
outreach to ew compaies, explaiig the program, the commitmets
ioled, ad the expected beets or all participats.
For more inormation, or to join the TEN Youth pilot initiative, please contact
Global Agenda Council managers Lyuba Nazaruk at lyuba.nazaruk@
weorum.org or Tanya Milberg at [email protected].
Box 11
| 1 7
Five countries in
Europe have youth
unemployment rates
markedly below
European and global
averages. While
most European
countries have youth
unemployment
rates in the 2030%
range, Austrias
rate in the 3rd
quarter o 2011 was7.3%; Germanys
was 8.6%; the
Netherlands 7.6%;
Norway 8.8%; and
Switzerland 7.2%.
Business Europe, 2012
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ad eort to deelop ad trai these youg people, ad to make the log-term commitmet to deelop
both geeral workplace competecies ad specic eterprise skills. They eed to egage their best
employees as metors to youg talet.
Most metorig research has ocused o career outcomes or the metee ad has oud a positie
relatioship betwee the presece o a metor ad career outcomes. Metored idiiduals receie more
promotios ad ear higher salaries tha their o-metored couterparts. I additio to these istrumetal
outcomes, metees report more job ad career satisactio, career commitmet, ad greater expectatios or
adacemet tha those without metors.
A key beet o metorig is retetio, which is key as turoer costs ca be sigicatly high. Thats
oe reaso why orgaizatios iclude metorig programs as part o their busiess objecties.
Whe metorig programs are coupled with good traiig programs that deelop eterprise-leel skills
ad work experiece, youg people hae the strogest possible platorm or lauchig successul careers.
(See Box 11) MapowerGroup, through its egagemet i the WEF, is proidig adice ad implemetatio
support to the program, ad reachig out to potetial corporate participats.
Iestmets to Address a Shortage o Career-Orieted, Etry-Leel Jobs.
I certai labor markets, the preailig leel o ecoomic actiity is simply ot suciet to geerate eough
etry-leel, career-orieted jobs or youg people. I Egypt, more tha 1 millio youg people eter the
workorce eery year. I these circumstaces, employers ca egage i iestmets ad adaptie strategies
that will help improe the labor market eiromet or youg people.
Iest i Etrepreeurship Educatio i Schools, Colleges, ad vocatioal Istitutios.
Oe importat strategy or expadig the umber o aailable jobs is to expad the umber o job creators.
Promotio o etrepreeurship is a idispesable compoet o regioal ecoomic deelopmet. Promotio
o youth etrepreeurship i particular ca directly impact potetial youg busiess-starters themseles, while
spreadig positie employmet impacts amog their peers ad their commuities.
Accordig to data rom The World Baks Eterprise Sureys (http://www.eterprisesureys.org), small scale
etrepreeurs (519 employees) are the primary egies o job growth i deelopig coutries. I the 106
coutries studied, small busiesses, which represeted 55% o all busiesses, had a aual employmet
growth rate o 18.6%, compared to a rate o 8.1% or medium busiesses (2099 employees), ad -0.1% or
large busiesses (more tha 100 employees). (Iteratioal Fiace Corporatio,Assessing Private Sector
Contributions to Job Creation, 2012.) Small busiesses geerate sigicatly higher rates o employmet growth
tha larger busiesses i may key emergig ecoomies, icludig Idoesia, nigeria, South Arica, ad Mexico.
MapowerGroup is egaged i multiple projects to promote etrepreeurship educatio (See Box 12, o
page 19) ad to implemet eectie etrepreeurship programs (See Box 13, page 20).
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Box 12
MAnPOWERGROUP AnD MICROSOFTBUILD YOUROWn BUSInESS CURRICULUM
MapowerGroup ad Microsot Corporatio are collaboratig to support youth employability ad etrepreeurshipglobally, with a iitial ocus o joit projects i the Middle East ad Arica.
MapowerGroup is participatig i the deelopmet ad deploymet o a sigicat ew etrepreeurship traiig
tool by Microsot, the Build Your Ow Busiess traiig course.
The program, deeloped i partership with the Iteratioal Youth Foudatio, is specically desiged or micro
ad small eterprises; aimed at potetial youg busiess-starters, it is a iteractie, DvD-based traiig course
that icludes a itroductory module o sel-assessmet to help studets target the skills they most eed to build.
Substatie traiig modules iclude market research, busiess plaig, marketig, accoutig, lie skills ad
goerace ad ethical busiess practices.
The traiig is aailable i multiple laguages ad is ree o charge to youth-supportig nGOs i order to ecourage
the creatio ad replicatio o etrepreeurship traiig projects.
For more inormation, see a description o the Microsot entrepreneurship curriculum and program by William S. Reese,
President and CEO o the International Youth Foundation: http://blogs.technet.com/b/microsot_on_the_issues_arica/
archive/2012/02/13/building-your-own-business-a-new-curriculum-helps-young-people-fnd-success.aspx
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Istructio i etrepreeurial skills oers a potetially trasormatie impact o the work ad career ocus o
youg people. Most obiously, it ca help etrepreeurial-mided youg people to start ad succeed i their
ow busiesses, cotributig to employmet solutios or the commuity as a whole. But ee those workers
ot destied to start their ow busiess will acquire a deeper uderstadig o what it takes to make a busiess
succeed. Youg people will hae more to oer i the workplace i etrepreeurial traiig ca proide them with
greater acial ad busiess literacy, a stroger ocus o the eeds o the eterprise, ad a uderstadig o
the eed or iitiatie ad creatie problem solig disciplied by teamwork ad cooperatio. Ad may idiiduals
who are ot ready to lauch their ow busiess right out o school may be ispired by this traiig to explore
etrepreeurship opportuities later i their career, based o additioal skills acquired o the job.
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SHAnGHAI nBSMapowerGroup has created a assessmet or
etrepreeurial skills ad aptitudes that is a key
compoet o the Shaghai goermets new
Busiess Starters program.
The Shaghai muicipality makes a substatial
iestmet i traiig, access to capital, ad tax
beets to promote busiess startups by ew
etrepreeurs. To maximize the retur o these
limited resources, the muicipality sought a reliable
way to idetiy which applicats had the most
promise as potetial etrepreeurs.
I respose, MapowerGroup deeloped its
New Business Starters assessmet. The nBSassessmet proles releat cogitie skills,
persoality traits, ad lie experieces to accurately
select idiiduals with the highest potetial to
succeed i the traiig ad i busiess, ad to
idetiy requiremets or remedial traiig. validatio
o the assessmet showed that high-scorers are
23 times more likely tha low scorers to succeed i
the program.
The success o the program i Shaghai led to its
replicatio i Tiajia. To date 45,990 cadidates
hae bee assessed i Shaghai, ad 22,660 i
Tiajia. I 2011 aloe, about 33,640 cadidates
were assessed i both cities, ad that olume o
actiity is expected to cotiue i the uture.
The assessmet is a lso beig cosidered or other
Chiese cities ad or icorporatio ito other
MapowerGroup youth etrepreeurship programs
aroud the globe, both to idetiy cadidates or
limited etrepreeurship traiig ad to diagoseremedial traiig eeds or etrepreeurial
cadidates.
For more inormation, go to http://www.
careerharmony.com/Resources01.html and
download the .pd or the Shanghai Municipal
Bureau o Labor and Social Security
Box 13
2 0 | W a t e d : E e r g i z e d , C a r e e r - D r i e Yo u t h
While busiess hard-skill requiremets are dierse
ad eolig, the promotio o key attitudes
associated with high-perormace i the workplace
proides a clear ad uiersal beet, both to
youg people themseles who will be more able to
cotribute o the job, ad to employers lookig or
stroger perormace by ew hires.
Employers ca ecourage the adoptio o
etrepreeurial curricula i schools, cosult o the
deelopmet o curricula, articulate the beets or
work-readiess, sere as istructors ad isitors
i etrepreeurship courses, ad icorporate this
cotet ito their ow i-house traiig.
Employers ca support youg etrepreeurs i a
ariety o ways. They ca commit to purchasig
goods ad serices rom smallad mediumsize
eterprises icludig youth-owed busiesses. They
ca proide metorig serices ad busiess adice
to youth-owed busiesses. Ad they ca edorse
etrepreeurial iitiaties by their ow employees
whe their career deelopmet makes them
ready to go out o their ow, proidig marketig
opportuities ad metorig support as appropriate.
Young people will have more
to oer in the workplace i
entrepreneurial training can
provide them with greater
fnancial and business literacy,
a stronger ocus on the needs
o the enterprise, and anunderstanding o the need or
initiative and creative problem
solving disciplined by teamwork
and cooperation.
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CoclusioThe ratioale or employer iitiaties to promote youth employability is simple: busiesses that ca
strategically source, maage, ad create eeded talet or the log-term will be able to seize emergig
ecoomic opportuities, while those that ail to address this challege will be outperormed by theircompetitors. Idiiduals who are gie access to learig opportuities ad who ca cultiate the right skills
will thrie i the labor market ad cotribute to employers.
Employers hae a direct iterest i makig iestmets that will improe youg peoples ability to succeed
i the World o Work. These iestmets ca take may orms, ragig rom oluteerig i schools by
idiidual executies to egagemet o the rm i traiig-to-employmet or work experiece programs.
MapowerGroup has idetied our key barriers to youth employability:
Lack o iormatio, etworks, ad coectios
Lack o releat employability skills
Lack o experiece credetials, ad
Lack o aailable etry-leel jobs with career potetial
We also idetied e groups o solutios that ca be adopted by employers:
Proide career guidace to youth ad participate i iormatio systems adprograms
Egage with traiig-to-employmet programs or youth
Egage with appreticeship ad experiece programs
Commit to hirig, traiig ad metorig youg people
Promote youth etrepreeurship ad etrepreeurship educatio
Ad we oered a umber o examples o these solutios i actio.
This Isight paper presets a rage o itegrated public-priate sector iitiaties ocused o improig the
employability skills o youth. I all world regios its clear that employers are eeded to lead iitiaties
that uleash youth potetial i the workplace. MapowerGroup urges all employers to step up ad make
a dierece.
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MapowerGroup
100 Mapower Place
Mi lwaukee, WI 53212
USA
www.mapowergroup.com
2012 MapowerGroup. Al l r ights resered.