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CONTENTS
P4 Executive Summary
P5 1. Why should business invest in youth employability?
P8 2. What skills do young people need to be employable?
P10 Case study 1 Pearson and Microsoft
P11 3. How can companies take action?
P13 Case study 2 Citi and Citi Foundation
P14 A framework for creating youth skills development programmes
P15 Step 1: Identify the demand for labor
P17 Case study 3 Barclays and Per Scholas
P19 Step 2: Understand supply side gaps
P20 Step 3: Design and implement a successful programme
P21 Pillar 1: The right content
P24 Case study 4 BRAC Skills Training for Advanced Resources (STAR)
P25 Pillar 2: Appropriate marketing and delivery mechanisms
P26 Case study 5 Marks & Spencer and The Princes Trust
P27 Pillar 3: Collaboration for impact and scale
P28 Case study 6 E4D/SOGA Employment and Skills for Eastern Africa
P29 Pillar 4: A funding model that fits
P30 Case study 7 Harambee Youth Employment Accelerator
BRAC works with 9,000 SMEs in Bangladesh, using P31 Pillar 5: Results measurement rooted in employment
an apprenticeship model to provide skills training P32 Case study 8 CAP Youth Empowerment Institute (CAP-YEI)
and workplace experience to disadvantaged and P33 Suggested resources
excluded youth, and achieving a remarkable 95% P35 Acknowledgements
job placement rate. P36 Endnotes
P37 Methodology
P38 Bibliography
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 03
The business case for investing in youth employability includes expanding the pool of
qualified talent. But companies also report that investing in youth employability can
deliver the following benefits:11
3. 5.
schemes are often the most loyal with the highest
retention rates. In addition, there is evidence
CONNECTING WITH CONNECTING WITH
linking a young workforce, digital literacy and EMPLOYEES COMMUNITIES
innovation. Young people bring new ideas. They
can also optimise new media and technology to Youth employability programmes offer avenues Investing in young people strengthens a companys
reach and influence their peers. Young employees for engaging current employees, for example as connections with local communities, bolstering
help companies connect with young consumers on skills-based volunteers. This has been shown to its social license to operate. Visibly engaging with
a level they relate to. increase work satisfaction, improve performance young people can also help humanise a company,
and reduce turnover, generating recruitment and countering the anti-business sentiments that
retention cost savings. prevail in some communities.
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 07
Hard skills tend to be job-specific honesty, integrity and perseverance in to refer to them as human advantage
and can typically be acquired in a this category. skills.14
formal learning environment; they
There is widespread consensus The downside is that companies
are usually easy to identify and
that soft skills are essential for are often less inclined to invest in
measure. Sometimes known as work
young people to find and keep good these skills as they stand to lose
skills, examples of hard skills include
jobs. LinkedIns most recent Global their investment should an employee
computer programming, typing,
Recruiting Trends study found that choose to change jobs. This is
vehicle repair or pattern cutting.
more employers are rolling out therefore an area where collaboration
Soft skills are harder to define. soft skills assessments to test (with governments, donors and/or
Variously known as people skills, non- job candidates on cognitive and other businesses) to share the costs
cognitive skills, or transferable skills, personality qualities including critical of providing these skills could be
soft skills are usually understood thinking, adaptability, learning agility particularly impactful (see Framework,
to refer to interpersonal, social and and communication.13 Pillar 3 on p25 for more detail).
communication skills, including skils
Soft skills are particularly valuable Young people also need a set of
such as teamwork and leadership.
as they are seen to be transferable life skills to succeed in work, and
Critical thinking, analytical ability,
and not tied to a particular job, and many youth skills development
decision-making and problem-solving
also less vulnerable than many hard programmes make provision for this.
skills are highly sought-after soft skills
skills to becoming obsolete due to Local circumstances influence which
for many jobs. Some also include
technological advances, leading some life skills need to be prioritised. These
personal attributes such as empathy,
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 09
EMPLOYABILITY FOR
THE JOBS OF THE FUTURE
Innovation is accelerating, and rapidly
changing the nature of work. No one can
predict with any confidence what the jobs
of the future will look like, or what skills
will be needed to do them. The World Bank
suggests that only 40% of the one billion
could include financial literacy; longer looking for in entry-level recruits, people forecast to enter the job market
term career or life planning; and including which soft skills they regard in the next decade will take up jobs that
negotiating social and cultural norms as essential for advertised positions.
currently exist.17
and stereotypes, such as pressure
In addition to skills, workplace
to enter into early marriage or leave The digital revolution is already transforming many
experience is an important factor
education for other reasons. workplaces, with digital literacy and confidence and
in employability. In a recent survey
more specialised skills like web development and
Whilst the importance of soft skills of British employers, for example,
cyber security, along with adaptability, problem
is widely recognised, less is known over 75% indicated that they expect
solving, resilience and decision making skills becoming
about how to signal or measure these entry-level candidates to have some
increasingly in demand.
skills, and how they are acquired work experience though less than
and transferred. Research into half provide opportunities for young This rapid change is contributing to a growing
these questions is ongoing, with people to acquire such experience.16 focus on the ability to learn new skills what some
mobile communications technology Opportunities to acquire workplace term learnability. Many youth skills development
offering some potentially exciting new experience are especially important organisations urge recruiters to focus on young
solutions to the challenge of soft skills for young people in rural or peoples attributes and capacity, rather than purely on
assessment and signalling.15 agricultural communities where there their capability or pre-existing skills. A lot of research
may be few role models from the currently being undertaken is aimed at improving
For their part, young people want
world of business and little exposure understanding of what constitutes learnability and
companies to be more transparent
to typical work environments or larger how it can be signaled, measured and valued.18
about exactly what skills they are
market transactions.
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 10
CASE STUDY:
TRANSFORMING LEARNERS INTO EARNERS:
THE PEARSON AND MICROSOFT PARTNERSHIP
Billions of people do not have access to the For refugees who have had limited to no solution which shows promise in addressing
fundamental technology skills required to enter engagement with computing, Pearsons IC3 the specific needs of refugees and displaced
the workforce creating a massive opportunity program provides a foundation of digital literacy. populations. Unlike traditional certificates, an
divide between those who have means and Building on that bedrock, students then gain the Acclaim credential provides a digital, portable
those in poor and marginalised communities. skills demanded by employers, through Microsoft record of a learners skills that cannot be
Office Specialist (MOS) certification. destroyed. It reflects a third-party, independently
Sadly this opportunity divide is often exacerbated
verified qualification that demonstrates job-
during times of conflict - such as is the case in In addition, after being displaced by conflict,
readiness. Acclaim also provides learners with
Syria, the worst humanitarian crisis since the many refugees want to start or continue a
insight into the market value of their skills;
Second World War. There are more than 5 small business or micro-enterprise, but lack the
provides hiring organisations, customers and
million registered Syrian refugees, half of whom required skills. To serve this demand, Pearson
partners with verified skills history on employees
are school-aged children. introduced the Entrepreneurship and Small
and potential hires; and facilitates the tracking
Business (ESB) certification program.
For nearly two decades, Pearson and Microsoft of skills earned to help organisations determine
have partnered together to provide technology For refugees seeking to create software the effectiveness of badges issued. This service
skills training and certification to learners around applications, coding and software development is available today for all learners who earn one of
the globe. In 2016, the companies announced skills are integrated as a fundamental component the above credentials.
an expanded global partnership to empower for learners across elementary, secondary,
These activities complement Pearsons other
thousands of secondary, tertiary and continuing and tertiary education as part of the Microsoft
work to help address the Syrian refugee crisis,
education refugee students to learn, practice, Technology Associate (MTA) program. And for
including our Every Child Learning partnership
certify, and showcase their employable skills. those aspiring to pursue a career in technology,
with Save the Children, which seeks to leverage
This project is just getting started and currently there are options to help them continue down
mobile technology in combination with a
in the piloting stage. As it progresses, we will be that path, via Microsoft Certified Professional
holistic school programme to improve learning
measuring its outcomes via the credentialing (MCP) certification.
outcomes, retention rates and the overall school
solutions outlined below.
As part of our monitoring and evaluation model, environment for Syrian and Jordanian students.
Pearson has launched Acclaim, a credentialing
A longer version of this case study is available on the Challenge wiki at: http://snipbfp.org/2rMuyao
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 11
B. THROUGH
C. THROUGH Advocate for increased investment in
STRATEGIC ADVOCACY high-quality and relevant secondary
PHILANTHROPHY AND ENGAGEMENT education and technical and
vocational education and training
5. INVEST IN YOUTH SKILLS 7. ENGAGE WITH (TVET) at national and local level.
DEVELOPMENT GOVERNMENT TO
STRENGTHEN THE Support business associations in your
Partner with other businesses, specialist EDUCATION SYSTEM sector and ensure their advocacy
providers, civil society groups, government agendas include working for long-
Work closely with education and
agencies and/or donors skills to create or term, systemic and sustainable
vocational training institutions (both
support wider youth skills development improvements in education and
public and private) to shape curricula
programmes. Target skills development training policy.
that prepare students to get good jobs
relevant to the long-term growth of the
for example, by joining boards and
industry or sector.
participating in business needs surveys.
Ensure adequate internal capacity exists to Where possible, engage directly with
8. SHARE GOOD PRACTICE
lead and manage youth skills programmes, and support TVET trainers. Share success stories and lessons
especially multi-stakeholder initiatives; learnt in your youth employability
Support teachers in preparing their programmes; contribute to the body of
and that different business units are
students for the world of work. evidence on what works.
aligned internally to enable common
measurement, reporting and data sharing. Engage with government to identify Share the cost and benefits of your
future demand and encourage them to programmes to make it even easier for
tailor education and training priorities others to decide to take action.
6. FOCUS EMPLOYEE accordingly.
ENGAGEMENT ON BUILDING
YOUTH SKILLS Engage with government to ensure that
Focus employee engagement on supporting young people receiving training attain a
skills-based volunteering and mentoring recognised qualification.
that helps build the hard and soft skills of
young people.
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 13
CASE STUDY:
PATHWAYS TO PROGRESS Citi and Citi Foundations Pathways to Progress initiative
provides a good illustration of the wide range of activities
companies can engage in to help young people hone their
employability skills
Pathways to Progress is Citi and the Citi development of positive financial behaviors. job opportunities for themselves. For
Foundations response to the persistent Launched in 2014, SJC builds on the success of instance, in 2015 Citi partnered with Youth
issue of global youth unemployment. existing municipal Summer Youth Employment Business International (YBI) to launch Youth
Programs (SYEPs) and partners with city leaders Business Europe, which is providing aspiring
Led by the philanthropic efforts of the
to integrate financial education with career youth entrepreneurs across Europe with
Citi Foundation, Pathways to Progress skills training. entrepreneurship training, access to capital,
supports programs that are aimed mentoring and other business development
at reducing youth unemployment by While summer jobs give young people work
services. To date this program has trained
experience and regular (albeit short-term)
helping young people, ages 16-24, over 5,000 young people and helped them
paychecks, research shows that young people
prepare for todays competitive start or develop 1,760 businesses.
are also ill-prepared to manage their new
job market. financial situations. SJC leverages participants Beyond Citi Foundations philanthropic
In February 2017, the Citi Foundation first-job experience to embed targeted efforts, Citi employees play a critical role in
announced a global expansion of the initiative financial education into the curriculum to the implementation of Pathways to Progress.
with a $100 million, three-year commitment develop a lasting financial empowerment Citi will mobilise 10,000 employee volunteers
to prepare 500,000 young people for todays infrastructure. to offer their time and expertise as mentors,
competitive job market. A key component coaches and role models to young people
Since the launch of SJC in 2014, the Citi
of Pathways to Progress is the programs to help support their career progress and
Foundation has invested over $13 million
that the Citi Foundation invests in that are aspirations.
in this initiative, which has provided nearly
helping connect young people to employment 6,200 low-income youth with summer work Additionally, Citi businesses and functions will
opportunities. For example, Summer Jobs experience and access to financial education. be working in partnership with community
Connect (SJC), co-created by the Citi Foundation and civic leaders to facilitate the sharing of
and the Cities for Financial Empowerment Another important programmatic element
best practices and supporting on-site learning
Fund (CFE), gives young people the first- of Pathways to Progress is entrepreneurship
opportunities for young people.
job experience while delivering targeted training that fosters the entrepreneurial
financial education curriculum to promote the spirit of youth and enables them to create
A longer version of this case study is available on the Challenge wiki at: http://snipbfp.org/2rMuyao
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 14
As we have seen, companies have a range As part of their approach, some skilled young people and designing
of options for action to enhance youth companies are increasingly interested a programme to bridge the gaps.
employability. They choose among them based in skills training programmes There is no one-size-fits-all solution.
that reach beyond their current There are, however, many inspiring
on needs ranging from hiring and workforce
workforces yet many consider examples, which we feature here
development to corporate reputation and developing such programmes outside to illustrate different aspects of the
relationship-building. their comfort zones. approach. Resources for further
information are included at the end.
This section of the guide provides a
Companies may also combine framework that human resources, Finally, remember that employability
actions as part of an overall strategy corporate sustainability, and is only one side of the coin when it
for enhancing youth employability community investment professionals comes to youth employment. The
for example, supporting science, can use to strengthen existing youth other is availability of suitable jobs.
technology, engineering, and math skills development programmes Youth skills development programmes
(STEM) programmes for university and design new ones on their will only have an impact where jobs
students, recruiting junior associates own or with partners in civil society, are available for young people to fill.
from those programmes and more government, corporate peers and/or
broadly, and at the same time the donor community.
participating in local and national
dialogues on education and training Because employability is context-
policy. In this way, they aim to create specific, depending on industry,
both business benefit and social culture, and other factors, the
impact with an eye to long-term, framework provides an approach for
systemic change. assessing demand and supply for
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 15
PILLAR 2: APPROPRIATE
MARKETING AND DELIVERY
MECHANISMS
STEP 1:
IDENTIFY THE DEMAND FOR LABOUR
The purpose of enhancing IS THE COMPANY HOPING TO IS THE COMPANY LOOKING What do entry-level opportunities
employability is ultimately MEET ITS OWN HIRING NEEDS? INSTEAD TO STRENGTHEN THE look like, and how are they likely to
MARKETS AND SOCIETIES IN evolve?
to increase employment. IF SO, START WITH ASSESSING
WHICH IT OPERATES, IN ORDER
That means starting with YOUR INTERNAL DEMAND FOR What skills do candidates need to
TO STRENGTHEN CORPORATE
the demand for labour and SKILLED YOUNG PEOPLE. FOR
REPUTATION OR BUILD
have hard skills, soft skills and
designing a programme with EXAMPLE: attributes?
POSITIVE RELATIONSHIPS WITH
the explicit aim of filling it, KEY STAKEHOLDER GROUPS? What kind of work experience is
measuring success by the What are your current and future required?
IF SO, ASSESS DEMAND IN
number of young people who labour needs? Which parts of your
INDUSTRIES THAT MATTER TO
find jobs after participating. business are most likely to grow?
THOSE STAKEHOLDER GROUPS.
Too many youth employability Where is the greatest risk of a skills
FOR EXAMPLE:
shortage?
programmes today focus on
the supply side, and measure What kinds of opportunities are
Which stakeholder groups, in what
their success by the number of or will be available to entry-level
places, matter the most?
young people they have trained. candidates?
What industries do they care
Which ones are young people
It will not be possible to address about? These might be industries
especially well-suited for?
the demand for labour across all along your value chain, for
If you find little to no
industries or geographies. To bound What skills do candidates need to example, or priority sectors
unmet demand for young
the exercise, start by understanding have hard skills, soft skills and identified in national development
workers, reassess the
the business case for your company attributes? plans.
need for a youth skills
to engage in the programme.
What kind of work experience is Of the industries key stakeholders development programme.
required? care about, which are most likely to
absorb entry-level workers?
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 17
CASE STUDY:
BARCLAYS/PER SCHOLAS Barclays partnership with specialist skills provider Per Scholas aims to
PARTNERSHIP meet a clearly identified recruitment demand for technology skills in the
United States.
A longer version of this case study is available on the Challenge wiki at: http://snipbfp.org/2rMuyao
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 18
A longer version of this case study is available on the Challenge wiki at: http://snipbfp.org/2rMuyao
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 19
STEP 2:
UNDERSTAND SUPPLY SIDE GAPS
The next step is to determine what is keeping young people from fulfilling the demand you have identified.
FIRST, IDENTIFY NEXT, CONDUCT Do they have the necessary skills and/or work
THE TARGET POPULATION MARKET RESEARCH experience? Why or why not?
ACCESS TO SUPPORT
Establish whether you are interested in To understand your target population,
Do they participate in any existing education
young people in general or a particular their aspirations, needs, and the context
and training programmes, and how do those
group of young people. Revisit the in which they live, you might cover programmes rank in terms of accessibility,
business case for your company to questions such as: quality, and cost?
engage. Cross-cutting business objectives,
EXPERIENCE IN THE JOB MARKET Are poverty, social and cultural norms, racial,
particular brand strategies, and/or
class, or gender stereotypes, or other factors
stakeholder needs the company aims to How often are young people from the target keeping kids out of education and training or
address may all provide reasons to focus population currently being hired for the types of affecting their ability to learn and perform?
on specific segments, such as young jobs identified in Step 1, and what distinguishes a
Are curricula geared toward labour market needs?
women or low-income youth. successful candidate from an unsuccessful one?
How often are young people from the target What barriers do young people face in accessing
Identifying a clear target population will help
population applying for the types of jobs available work, such as lack of information about
bound the market research you need to do in
identified in Step 1? where the jobs are, money for transport, etc.?
order to design a programme those young people
will respond to. For example, if you find that Who are the influential people in young peoples
PERSONAL ASPIRATIONS AND ASSETS
disadvantages linked to poverty are keeping young lives, and to what extent do they encourage and
people out of work, it will be essential to minimise What drives young people to apply for available support education and training? These might
the costs of participating in your programme jobs, or prevents them from doing so? include parents, community leaders, and other
including travel costs and the opportunity cost of role models.
For example, do those young people have
time away from any income-generating pursuits. If
information about available opportunities? What support does the government provide
you find that social norms and gender stereotypes
are discouraging young women from joining for these young people to enhance their
Are available opportunities attractive to them?
existing education and training programmes, you employability?
Why or why not? What are young people from
might consider offering single-sex workshops. the target population looking for in their careers?
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 20
CITI FOUNDATIONS There is a mismatch between the Youth have the entrepreneurial
LISTENING TO GLOBAL YOUTH jobs youth have and the jobs they spirit but are not starting
YOUNG PEOPLE SURVEY 2017 want. Globally, 55% of young people businesses. Nearly 70% of those
with jobs are working in industries surveyed aspire to start businesses,
Research about young peoples in which they dont aspire to work. but only 6% have done so.
In 2017, Citi Foundation
needs can be conducted via Young people crave on-the-job
commissioned a survey with Ipsos to Three out of four young people
surveys, focus groups, and one- experience and professional and
gauge the economic prospects and are willing to work long hours and
on-one interviews with young social connections to help them
pursuits of 7,000 young people in take risks to achieve their career
people themselves, hiring find new opportunities.
45 cities in 32 countries around the aspirations.
managers in your company or world. Some key messages emerged: 78% of young people believe that
others, if relevant, and local Full results can be found here:
internships and apprenticeships are
stakeholder organisations and Despite uncertainty and change
critical for success; however, 60% http://bit.ly/2l5BQYb
experts. You may choose to across the globe, 70% of young
say there arent enough of these
do the research in-house, or people are optimistic about their
opportunities.
work through local partners career prospects. Optimism is even
with on-the-ground access and higher in cities in developing markets.
know-how. Make sure to spend
sufficient time engaging with
IN RESPONSE TO THE More professional connections If I knew where to learn about
young people directly to fully QUESTION WHAT WOULD job opportunities
41%
understand their aspirations MAKE IT EASIER TO FIND A 33%
JOB?
42%
constraints that they face. respondents to the 2017 Citi Youth More social connections
31%
This research will not only be Survey answered as follows: 35% More jobs in my city
useful in assessing supply side 36% 31%
35%
STEP 3:
DESIGN AND IMPLEMENT
A SUCCESSFUL PROGRAMME
Now you have the information you need to design a programme that bridges supply and demand
and supports young people into work.
The successful programmes we reviewed for this guide are built upon five pillars:
The following pages explain why these five pillars are important. We do not provide comprehensive,
step-by-step instructions for putting them in place but rather offer a collection of practical tips and
examples gathered through the research and engagement process.
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 22
PILLAR 1:
THE RIGHT CONTENT
To support young people into work, programmes must target the reasons that Completing tasks and projects have
young people arent applying or being hired for available jobs already. The right the added benefit of strengthening
content might cover a mix of skills, depending on job requirements and young self-belief. It is very powerful when
young people recognise that they
peoples existing capabilities, in different formats from classroom training
have achieved something and
to experiential learning, from team projects to internships or apprenticeships observe their own progression.
in real workplaces. The right content might also include a focus on critical
intangibles like confidence and self-belief, and/or life skills like developing External recognition can also
strengthen self-belief for
a personal vision and long-term plan. The key is to be learner-centric,
example, a celebration event on
responding to young peoples aspirations and needs and the contexts they live
course completion hosted by the
in as explored in your market research. CEO of the company sponsoring or
hosting the training.
CASE STUDY
BRAC SKILLS DEVELOPMENT PROGRAMME:
SKILLS TRAINING FOR ADVANCING RESOURCES (STAR), BANGLADESH
Bangladesh has a young, growing workforce, BRAC works with 10,400 SMEs in Bangladesh, using an apprenticeship model to
with 2.2 million people entering the labour
provide skills training and workplace experience to disadvantaged and excluded
market each year. These young people
youth, and achieving a remarkable 95% job placement rate.
could be a potent economic force. However,
technical and vocational education and training
(TVET) institutions only have the capacity to
train about 1.3 million people per year, leaving The STAR project has trained 20,886 young
nearly one million without critical skills. In people across seven regions of Bangladesh,
addition, the informal sector currently employs with a 95% job placement rate for graduates
more than 86% of the workforce, and many and a six-fold increase in their average
young people in the informal sector are under- incomes. The project has been inclusive: 57%
employed. of graduates have been female and 10%
shop-owner or worker within a particular trade.
In this context, BRACs STAR project works with have been people with disabilities. Earnings
The apprentices receive hands-on training
more than 10,400 small business owners and increased by 1,150 BDT (12) per month for
five days a week for a period of six months,
master craftspeople who take on young people girls and 889 BDT (9) for boys. Increased
leading to a certified qualification under the
as apprentices, training them in the skills and income has led to greater household welfare,
National Training and Vocational Qualifications
providing the experience they need to more as measured by increased expenditure on
Framework (NTVQF).
fully participate in the informal sector. food, durable asset holdings and savings.
In addition to this workplace-based training, Early marriage decreased by 62% among
BRAC worked with business owners to identify apprentices receive classroom-based training participants. BRAC also found that the project
occupations that were in high demand and once a week on various issues, including has had a significant positive effect on the
specific skills that were in short supply, and to financial literacy, market assessment and English empowerment of young people.
create a curriculum in response. language skills. Once all training is completed,
the project links participants with potential
The project places apprentices in pairs under
employers. For those keen on self-employment,
a master craftsperson, usually an experienced
BRAC offers mentoring and technical assistance.
A longer version of this case study is available on the Challenge wiki at: http://snipbfp.org/2rMuyao
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 25
Once you have designed the content and overall experience might prefer one-to-one sessions or covering transport costs. If
your target population needs to qualify for available work rather than having to speak up in a targeting young women, affordable
workshop setting. Assess the cost or free childcare during training
opportunities, you need to market and deliver the programme
implications and decide whether sessions or secure transport could
in ways that appeal and are accessible to them. Your company
you have the necessary resources, facilitate their participation.
might do this legwork itself, or team up with partners such or whether another party might
as existing education and training providers, both public and Think about the extent to which
be better positioned to meet the
private, civil society groups, or even other companies along technology could help deliver your
needs of this target group.
content cost-effectively, taking into
your value chain.
If targeting a broader group of account the target populations
young people, such as all high access to devices and the Internet.
school graduates in country In some contexts, a blended
PRACTICAL TIPS networks, such as schools, youth
organisations, and parents or x, ensure that the training approach can be useful: a mix of
guardians, as the barrier to entry is programme is accessible to all and classroom and online modules,
Involve young people in
often their influencers rather than not designed in a way that creates and real-life and virtual workplace
programme delivery, for example
their own attitudes and perceptions. barriers to particular groups. Keep experiences including interviews
through engaging them as
track of the user uptake and adjust and team exercises.
peer recruiters or enlisting past The choice of delivery partner your marketing and delivery if
participants as ambassadors. is crucial if targeting the most Engaging employees as skills-based
anomalies appear.
vulnerable, at-risk or excluded volunteers to deliver content or act
Make sure your marketing portrays
young people. Choose a specialised Consider how to reduce barriers as mentors may create additional
young people the way they see
local delivery partner that has to participation. For example, business value and social impact.
themselves and want others to
specific expertise in working with many young people cannot afford Young people benefit from exposure
see them. Young people may not
those groups. a significant investment of time to real role models and employee
appreciate being called the most
or money to participate in skills volunteers demonstrate greater job
marginalised, for example. If targeting young people from development programmes, so satisfaction, better performance,
It may be useful to engage disadvantaged backgrounds, you you could consider providing a and reduced turnover.
with young peoples support may need to adapt how the training living allowance during training,
is delivered; for example, they
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 26
CASE STUDY
MARKS & SPENCER AND THE PRINCES TRUST
The Princes Trust and Marks & Spencer (M&S) Marks & Spencers partnership with The Princes Trust addresses a core business
have been working together to tackle youth need increased demand for labour during peak retail periods while creating
unemployment for over 10 years. The Princes
opportunities for vulnerable young people to hone their employability skills in a
Trust first teamed up with M&S as a partner
highly supportive environment.
for the retailers Marks & Start work placement
programme. Marks & Start launched in 2004
to help groups of people who sometimes
face barriers to employment young people, introduction to retail. In week 2, they learn
single parents, those at risk of homelessness customer service skills. Weeks 3 and 4 are
and people with disabilities. The programme spent doing the work placement, typically
offers structured work experience and an working on the shop floor helping to develop
accreditation. To date M&S has offered over key employability skills. A celebration event
16,000 Marks & Start placements. is organised at the end of the programme
a colleague increase was required, for example and the young people have a chat about
Five years ago, The Princes Trust and Marks progression and next steps on the final day.
at Christmas. This would give the young
& Spencer launched Make Your Mark, a
people on the programme valuable hands-on Last year M&S and The Princes Trust offered
tailored programme specifically designed for
experience and offer them the opportunity to 1,500 placements to young people and over
18 25 year olds who are not in employment,
take a temporary contract which could lead 90% of the young people who completed
education or training. It helps develop the skills
to a permanent job. Make Your Mark was the programme went into a temporary or
and confidence young people need to find
piloted in 13 locations across the UK, and soon permanent contract with Marks & Spencer.
work with hands-on experience of an M&S job,
expanded to 90 programmes each year. For many of these young people, the Make
training in employability skills and the support
of a coach and buddy. Ahead of the programme, a taster day is Your Mark programme helps them rebuild
organised so the young people can get a feel their confidence, gain invaluable retail specific
Conscious of their responsibility to help tackle knowledge as well as wider employability skills.
of what they will be doing on the four week
youth unemployment, Marks & Spencer
course. Week 1 gives the young people an
identified particular periods of the year where
A longer version of this case study is available on the Challenge wiki at: http://snipbfp.org/2rMuyao
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 27
PILLAR 3:
COLLABORATION FOR IMPACT AND SCALE
Collaboration enables companies and their partners to share Assess each partners relative Partnering with small and medium
knowledge and information, pool scarce or diverse assets and strengths and understand enterprises can unlock significant
resources, catalyse innovation, and capitalise on one anothers how their assets, knowledge opportunities for on-the-job
core competencies. While it does come with some transaction and capabilities could be best training and work placements,
costs of its own, collaboration can thus help to design and utilised; allocate programme roles especially in developing countries
accordingly. where the informal sector drives
implement a programme more efficiently, with greater impact,
job creation.
and/or at larger scale than one company could do alone. As a Develop solid partnership
result, many of the most successful youth skills development operating and governance systems Work with teachers, who have
programmes are structured as multi-stakeholder partnerships to help drive progress and manage unparalleled access to and
issues as they arise. influence over young people, to
in which companies work with specialised training providers,
help them better prepare students
civil society groups, donors and government agencies. Be prepared to not only invest
for the world of work; for example,
financially in the partnership
making available volunteers to
Collaboration is especially important PRACTICAL TIPS but also make available the time
needed for deep and strategic
provide teachers with business
in the context of a systemic challenge training and coaching.
like enhancing youth employability, collaboration.
Start by mapping the ecosystem
which is rooted in information If you have had success with a
of stakeholders involved in youth Expect the unexpected. Even
asymmetries, resource and capacity company-run programme to boost
employability in the industry the best laid plans are usually no
gaps, and siloed ways of working youth employability, consider
sectors and with the target match for reality. Your business
among the many players in the partnering with one of the large,
populations you have chosen to needs or those of other employers
education system and the labour long-established global youth
focus on even if prospective may change. You may discover
market. Effective collaboration organisations with extensive
partners have already approached you didnt gather all the relevant
among these players can help to international networks to expand
you. A thorough search process facts during Steps 1 or 2, or that
address some of these root causes, its reach and impact.
will enable you to identify the right circumstances were not as they
strengthening the system for the partner(s) for the job. appeared. If you expect challenges,
future as well as serving specific
they do not need to turn into crises.
young people in the present.
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 28
Major oil and gas discoveries in East Africa have The E4D/SOGA - Employment and Skills for Eastern Africa initiative is a good
established the region as a new frontier for
example of a multi-stakeholder initiative launched in response to a specific
international oil companies (IOCs). The revenues,
anticipated demand for labour. Although donor-driven, business is a key partner.
employment and inward investment that the
sector could generate have the potential to
have a profound impact on development in the
four countries covered by this project: Kenya, countries, meaning that government had to have
to stimulate local demand by facilitating the
Mozambique, Tanzania and Uganda. a degree of ownership and oversight. At the
inclusion of local businesses into supply chains.
It is vital that these new sectors create PARTNERS AND same time, it was important that the IOCs and
productive jobs within the local economies, to THEIR ROLES other private sector players gave a demand-side
ensure that the countries natural resources perspective, as E4D/SOGA aspires to be a network
The E4D/SOGA project was created by Germanys
become a source of sustainable economic for the stakeholders in the oil and gas sector in
Ministry of Economic Cooperation and
growth and broad-based, inclusive development. the region, and not just a funding platform.
Development (BMZ) and the UKs Department
The oil and gas sector itself creates relatively for International Development (DFID) and is Several IOCs have partnered with specific
little direct employment, but for each job within funded by BMZ, DFID, the Norwegian Agency for initiatives. In Kenyas Turkana county, Tullow Oil
the sector, there can be up to four indirect and Development Cooperation (Norad) and Shell. is working with the Kenya Federation of Master
10 induced jobs created within the supply chain Builders under E4D/SOGA to support small and
and supporting industries. Many of these jobs, GIZ, the German international development
medium-sized enterprises in the construction
however, will require technical skills and training agency is the implementing partner, working
value chain. In Mozambique, E4D/SOGA has
that are currently in short supply within the with local governments, IOCs and private
created a private sector-led roundtable to discuss
workforce. This project supports the technical companies with expertise in skills training and
the skills needed for the gas value chain. ENI,
and vocational educational and training (TVET) technical education.
Royal Dutch Shell and Anadarko Petroleum
that will impart broader, more transferable have committed to work on skills development
From the outset, the programme recognised
technical skills to local people. Rather than focus in Mozambique, while Tullow Oil and Total are
the need to integrate the TVET initiatives into the
only on skills development, E4D/SOGA also aims working on SME development in Uganda.
existing educational frameworks in the respective
A longer version of this case study is available on the Challenge wiki at: http://snipbfp.org/2rMuyao
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 29
PILLAR 4:
A FUNDING MODEL THAT FITS
The way a programme is funded strongly influences the PRACTICAL TIPS that does not meet your business
way it is structured, operated, and governed, and ultimately objectives.
what it achieves. It is important to choose a funding model Before settling on a funding Donors are usually required to
that fits with the business case. If you aim to enhance youth model, find out what government demonstrate accountability for the
employability mainly to meet your companys own hiring needs, incentives are available in your use of public and/or tax-exempt
country or region of operation. philanthropic funds. Be prepared to
it probably makes sense to fund the programme entirely or
These could include youth meet a high bar for measuring the
mostly yourself, in order to maintain the level of control you wage subsidies, tax breaks for social impact of your programme.
need over the outcomes. On the other hand, if you aim to training or employing young Donors may also have other
strengthen the markets and societies in which your company people, and financial support for conditions to consider, such as
operates, to strengthen corporate reputation or build positive apprenticeships and learnerships. meeting pre-agreed milestones prior
relationships with key stakeholder groups, there is likely a good Incentives may be offered at to disbursing tranches of funds.
case for sharing the costs with other companies, donors the national, regional or even
local level. Sometimes they are Sector-wide co-funding can help
and/or governments. overcome the free rider problem,
available for particular sectors
or occupations, or for particular where one company invests in
groups of young people. training young people only to lose
them to a competitor, which then
Where government incentives benefits from the first companys
or donor funding are available, investment. When several
consider whether and how to tailor companies in a sector join forces to
your programme to meet eligibility invest in youth skills development,
criteria. Remember the business they all benefit from an entry-level
case for your company and the talent pool with a higher average
demand your programme aims to level of skills. Business associations
fill. It is possible to adapt too much may be able to facilitate this kind of
in order to secure external funding, collaboration.
and end up with a programme
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 30
CASE STUDY
HARAMBEE YOUTH EMPLOYMENT ACCELERATOR
South Africa has one of the highest structural Harambee is a private sector-originated and -driven initiative which uses a 3-way
youth unemployment rates in the world. Yet, financing model to fund its work supporting disadvantaged young South Africans
on the demand side, hundreds of thousands at risk of unemployment into decent work.
of vacancies and work opportunities exist
and go unfilled across the private and public
sector each year. Economic activity in key
Yellowwoods and its investee businesses level positions. (Harambee has secured the
growth sectors is hampered by the difficulty,
Hollard Insurance, Nandos and others. participation of over 350 employers in its
risks and costs associated with hiring young
programme). Social investors have also partnered
South Africans searching for their first job. In its first five years of operation, Harambee
with Harambee, attracted by the demand-led
has demonstrated proof of concept by placing
But South Africans from the most marginalised approach, the public-private partnership model
36,000 young people who would otherwise
backgrounds rarely even get the chance to come secured by Harambee, the scalability of the
not have accessed the labour market into
into contact with potential employers. They model, the utilisation of matching for improved
sustained formal sector employment with over
stand outside the networks of opportunity that likelihood of success and the behavioural focus in
350 employers in 10 sectors of the economy.
others with similar capabilities rely on to secure the work-readiness programmes.
their first formal sector job, the necessary first In addition, nearly 300,000 work-seekers were
Government has funded a significant share
step toward a lifetime of upward mobility. supported to improve their employability in order
of operational delivery and are looking to
to navigate their way from education to work.
Harambee Youth Employment Accelerator integrate Harambee with jobs related initiatives
(Harambee) was established in 2011 to across the economy (most notably with The
address this demand-supply mismatch
A FUNDING MODEL THAT FITS
Jobs Fund through National Treasury but also
by understanding what entry-level jobs Harambee has financed its large-scale across other spheres of government including
exist in the economy and understanding solutions through a triple-financing model that the Department of Labour, Department of
what behaviours and skills are needed to draws on social investment, employer fees and Trade and Industry, the Industrial Development
ready young people to succeed in those government grants. Corporation, the Department of Social
opportunities. Harambee was initiated and Employers contribute fees to cover the costs Development, and the major metropolitan
incubated by private sector businesses of finding and readying candidates for entry municipalities.)
A longer version of this case study is available on the Challenge wiki at: http://snipbfp.org/2rMuyao
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 31
A robust approach to results measurement is fundamental To measure change, it is necessary could refer to formal employment,
to the success of any programme. Too often, youth skills to have a before picture or entrepreneurship, or working in
baseline assessment to compare better jobs than they had before
development programmes focus only on the supply side,
to your after picture. Consider participating in the programme.
measuring the number of young people reached with training.
whether you can combine such
As the ultimate goal is to get young people into jobs, it is a baseline assessment with the
KPIs should also include measures
essential to include targets and performance indicators on the of business value created that
market research you do in Step 2
number of young people in employment upon completion of link back to the business case for
to understand the young people
investing in the programme.
the programme. Better data on results of interventions and you are targeting, their needs,
the return on investment will also help strengthen the business aspirations, and circumstances. For longer-term tracking, be
case for more companies to take action and invest in youth mindful of issues around tracking
Engage young people during this
skills development. the private information of children
stage of the process as well, for
and young people. Self-reporting
example through mobilising them
(e.g. using social media-based
PRACTICAL TIPS as data collectors.
surveys) could provide a way
Results can be measured on the around this limitation, though
Define at the outset what success
basis of a conventional Theory of it does raise questions around
will look like. For example, how
Change model, or using a more reliability of information.
many young people are working
adaptive and less linear approach.
within how many months of Bear in mind that where young
completing your programme? What Choose key performance indicators people are involved in several
kind of work will qualify? Part-time (KPIs) to measure progress each initiatives, it might be difficult to
or full-time, contract or permanent, step of the way. KPIs should include separate out the impacts of a
within any particular wage range? If the number of young people in particular programme. In such
the goal is for youth to find decent employment after a specified instances, it might make sense to
work,24 how is this defined? period following completion of collaborate with others active in
the programme. Depending on the space to measure the collective
programme design, employment impact of various interventions.
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 32
CASE STUDY
CAP YOUTH EMPOWERMENT INSTITUTE
A longer version of this case study is available on the Challenge wiki at: http://snipbfp.org/2rMuyao
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 33
SUGGESTED RESOURCES
A vast literature exists YOUTH EMPLOYMENT WHAT BUSINESS CAN DO employers can adopt, with practical
on the subjects of youth examples of each solution.
ILO World Employment and Social WEF (2015) Disrupting
http://bit.ly/29UhP07
unemployment, employability Outlook 2016: Trends for Youth: Unemployment: Business-led
and skills. The following Includes interactive map showing Solutions for Action. Portal that Making Cents International
is a selection of resources in which countries it is hardest for consolidates information on manages the Youth Economic
consulted or recommended young people to find work. business-led solutions, often Opportunities network (YEO
http://bit.ly/2ceemg0 implemented in multistakeholder Network) which has more than
during the Challenge process.
partnerships, for addressing skills 35,000 members from across
The list is not exhaustive and S4YE (Goldin, N. & M. Hobson with
gaps, fostering entrepreneurship the development spectrum and
will continue to evolve on the P. Glick, M. Lundberg, S. Puerto).
and facilitating the talent market. hosts a flagship annual Global
Challenge wiki, available at 2015. Toward Solutions for Youth
http://bit.ly/2p1jlkR Youth Economic Opportunities
Employment: A Baseline for 2015.
Summit. The YOE network hosts
http://snipbfp.org/2rMuyao Solutions for Youth Employment, Opportunity Youth (2011)
an extensive library of resources
Washington D.C. Wide-ranging Connecting Youth and Business: A
on youth workforce development,
overview of what we know (and dont Toolkit for Employers : Guidance for
entrepreneurship and financial
know) about youth unemployment. companies wanting to help young
inclusion. http://bit.ly/2sst3jJ
http://bit.ly/20GVKYb people get workplace experience
and skills. Includes practical tools Lifeskills created with Barclays:
World Bank (2006) World
such as monitoring and evaluation leading example of online
Development Report 2007:
metrics and sample scorecards. employability skills training offering.
Development and the Next
Useful list of practical resources Works with schools and businesses
Generation. Seminal work looking
and potential partners (US-based). to reach over 4.3 million youth to
at challenges and opportunities
http://bit.ly/2pEiIl9 date. http://bit.ly/2k45OLA
facing young people aged 12-24
as they transition into adulthood, ManPowerGroup (2012) Youth International Youth Foundation:
including issues relating to Unemployment Challenges and global youth network focused on
education and employment. http:// Solutions: What Business Can promoting youth development
bit.ly/2sKN8Vo Do Now: Summarises barriers to through partnership, including
youth employability and suggests 5 the flagship youth employability
groups of business-driven solutions initiative, Passport to Success.
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 34
Useful library of resources. UNDERSTANDING THE and linking business initiatives the United Nations Programme on
http://www.iyfnet.org/library LOCAL CONTEXT on skills and employment Youth, which includes a selection
World Bank EdStats database: http:// opportunities for youth, notably of case studies on how companies
JAWorldwide: long-standing
bit.ly/2pSXSzE Core Indicators is through apprenticeships. The work with youth. http://bit.
global youth network partnering
EdStats core dataset of over 1000 GAN website contains a wealth of ly/2prvYcs
with some of the worlds largest
internationally-comparable education resources on apprenticeships and
companies to reach over 1 million
other work readiness programmes,
young people with work readiness indicators for all educational
including a Catalogue of Best
MEASURING RESULTS
and entrepreneurship skills levels from pre-primary to tertiary
Practices. http://bit.ly/2p19LyA Global Partnership for Youth
training, delivered by volunteers. education. Data on more than 200
Employment (2012) Measuring
https://www.jaworldwide.org countries collated from the Bank, For information about how Success of Youth Livelihood
UNESCO and ILO. different countries approach Interventions A practical guide to
http://bit.ly/2p1ma5B
IDENTIFYING THE DEMAND apprenticeships, including monitoring and evaluation: Provides
Global Partnership for Youth challenges and lessons learnt, see a basic set of concepts and tools
World Bank Global Economic
Employment (2012) Measuring the ILOs 2012 contribution to the to carry out impact evaluations.
Prospects: Global and regional
Success of Youth Livelihood G20 Task Force on Employment: The manual is complemented by
economic outlooks that identify
Interventions A practical guide to Overview of Apprenticeship Systems practical online resources, including
growth sectors and regions.
monitoring and evaluation: Although and Issues, which has data on examples of indicators, survey
Available in several languages.
primarily an M&E toolkit, Note 2 (p11) selected G20 countries. instruments, terms of reference,
http://bit.ly/1gIuEF3
provides guidance on how to conduct http://bit.ly/2p19Oug and evaluation reports specific to
International Youth Foundation youth and market assessments and the youth livelihoods field.
(2012) Ensuring Demand-Driven how to use these to diagnose which http://bit.ly/2p4co3w
Youth Training Programs: How to
PARTNERING
determinants are influencing youth
Conduct an Effective Labor Market outcomes. http://bit.ly/2p4co3w The Partnering Initiative has a wealth
Assessment: Toolkit offering guidance of resources on how to optimise
on understanding the employment APPRENTICESHIPS cross-sectoral multi-stakeholder
dynamics of local economies; partnerships. http://bit.ly/WBshzs
The Global Apprenticeship Network
including a proven methodology
(GAN) http://bit.ly/2qzrWfN is a See also the Private Sector Toolkit
for carrying out a labour market
business-driven alliance with the for Working with Youth, produced
assessment. http://bit.ly/2pT0xsX
overarching goal of encouraging jointly by Restless Development and
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 35
ACKNOWLEDGEMENTS
This report was authored by Hester le Roux, Challenge Director at Business Fights
GLOBAL APPRENTICESHIP NETWORK (GAN) PLAN UK
Poverty, with support from Beth Jenkins, Insights Director, Business Fights Poverty. Cristina Gueco Lea Moubayed-Haidar
A great many people gave up their time to contribute to the development of GOOD SHEPHERD SERVICES PRINCES TRUST
this report, through participating in online and in-person events, providing Alyssa Garcia Ben Marson, Philip Kyle
research interviews and preparing case studies for inclusion in the guide. We HARAMBEE PRINCES TRUST INTERNATIONAL
would like to acknowledge the following individuals: Rob Urquhart Felicity Hosking, Anaily Castellano
ENDNOTES
1
International Labour Organisation (ILO). 2016. 9
ManpowerGroups Annual Talent Shortage 13
LinkedIn Global recruiting Trends 2016, cited Africa, Harambee draws on rich analytics and
World Employment Social Outlook 2016: Trends Survey for 2016-2017 found that 40% of in FastCompany This LinkedIn Recruiters Tips research of performance data to enable its
for Youth. Page 3. The ILO defines young employers surveyed cannot fill available For Showcasing Soft Skills On Job Interviews. 31 partners to use new proxies for judging young
people as those aged between 15-24 years old. positions due to a lack of the right skills. Key January 2017. Available from peoples potential and skills.
results are available from http://bit.ly/2rQqBmj http://bit.ly/2mJvUoE
2
International Labour Organisation (ILO). 2016. 19
This framework was introduced in Nelson, J.
Page 45. The working poverty rate is defined 10
Robalino, D et al. 2013. Youth employment: 14
Moore, K and M Novy-Marx. Building an 1996. Business as Partners in Development:
as the share of the employed population in a human development agenda for the next Evidence Base for the Soft Skills Movement. 28 Creating wealth for countries, companies and
extreme or moderate poverty i.e. with per capita decade. Social protection and labor discussion October 2016. Available from communities. The International Business
income or consumption of less than USD3.10 paper; no. 1308. Washington DC; World Bank http://bit.ly/2qWe1BT Leaders Forum, UNDP and the World Bank.
per day. Group. Page 16. The authors list the following
constraints to youth employment: Individual
15
Moore, K and M Novy-Marx. Building an 20
http://bit.ly/2qoowQv
3
Barton, D; Farrell, D & M Mourshed. 2013. characteristics including a lack of social networks, Evidence Base for the Soft Skills Movement.
Education to Employment: Designing a System 28 October 2016. Available from http://bit.
21
http://bit.ly/1Is8sfQ
low household income and psychological
that Works. Washington D.C.: McKinsey Center biases (in addition to lack of skills); market and ly/2qWe1BT. This blog provides a useful Goldin, N & M Hobson with P Glick, M
22 & 23
for Government. Page 12. government failures including distorting labour snapshot of recent research into soft skills and Lundberg & S Puerto. 2015. Toward Solutions
regulations, low bargaining power, lack of how they can be measured and signaled. For an for Youth Employment: A Baseline for 2015.
4
Goldin, N & M Hobson with P Glick, M example of innovative use of mobile technology
information about where the jobs are, employers Solutions for Youth Employment, Washington
Lundberg & S Puerto. 2015. Toward Solutions in this space, see www.knack.it which uses a
lack of information about where the workers are; D.C. Page 86.
for Youth Employment: A Baseline for 2015. gamefied approach to assessing and signalling
Solutions for Youth Employment, Washington and macroeconomic factors including lack of
soft skills. 24
According to the International Labour
D.C. Page 9. access to capital, constraints to business creation
Organisation (ILO), decent work involves
and job creation, economic slowdown, age 16
British Chambers of Commerce survey of opportunities for work that is productive and
5
Goldin et al. 2015. Page 9. cohort size, and conflict and violence. 3,000 firms, reported in BBC 2 October 2014 delivers a fair income, security in the workplace
Goldin et al. 2015. Page 9. Young people lack workplace skills, firms say in and social protection for families, better
6 11
Findings of interviews, online discussion and
survey. Available from http://bbc.in/1BB0c8N prospects for personal development and social
company workshop coordinated by Business
7
Barton, Dominic; Farrell, Diana & Mona integration, freedom for people to express
Fights Poverty as part of the research conducted 17
Goldin, N & M Hobson with P Glick, M
Mourshed. 2013. Education to Employment: their concerns, organise and participate in the
for this Youth Employability Challenge. Lundberg & S Puerto. 2015. Toward Solutions
Designing a System that Works. Washington decisions that affect their lives and equality of
D.C.: McKinsey Center for Government. Page 12. for Youth Employment: A Baseline for 2015.
12
Statistics in this section were drawn from the opportunity and treatment for all women and
Solutions for Youth Employment, Washington
following sources (full references are provided men. More information about the ILOs Decent
8
David N F Bell & David G Blanchflower. 2011. D.C. Page11.
in the bibliography): International Labour Work Agenda is available from
Young people and the Great Recession. Oxford
Organisation (ILO) 2016; Goldin et al 2015; 18
See, for example, ManpowerGroup http://bit.ly/1MPPcsN.
Review of Economic Policy (2011) 27 (2): 241-
Barton et al 2013; McNamer 2014; IFC Jobs Study, Teachable Fit: A new approach to Easing
267.
2013. Young people in these statistics typically the Talent Mismatch, May 2010. In South
refers to youth aged between 15-24 years old.
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 37
METHODOLOGY
From 2012-16, The MasterCard Foundation This guide was produced as contributed practical insights via
25
partnered with CAP YEI as part of the Learn, dialogues, interviews, internal
Earn and Save initiative across three East African
part of the Business Fights
Poverty Challenge on Youth documents, and review of various
countries, with the intention of scaling models
drafts of this document (contributors
that worked. The University of Minnesota acted Employability. The Challenge
as learning partner for the entire initiative (see are listed in the Acknowledgements
http://bit.ly/2tnjdzG). A second partnership with
considered what business section on page 35).
CAP YEI commenced in 2016 (see http://bit. can do, working with its
ly/2sHqFHU). partners at the country level, Key engagement events included an
online discussion on 9 November
to boost youth employability
2016 and practitioners workshops
and employment, and how in London and New York. An
to accelerate the level of extensive literature review was also
business engagement with conducted, and the guide builds
the ultimate objective of on existing knowledge and tools on
leveraging private sector supporting youth employability and
resources to help reduce skills development.
youth unemployment. Anglo American, Citi Foundation,
Pearson, Barclays, UK Department for
The guide captures key messages International Development (DFID) and
and lessons learned as shared by BRAC supported the development of
companies and their partners in civil this guide financially and/or in-kind.
society, the donor community, and Business Fights Poverty facilitated the
government, about how business can process and managed the drafting
best support young people as they and production of this document.
transition into work. In keeping with
the Challenges approach, the guide
was developed via a multi-stakeholder
process in which many organisations
BFP YOUTH EMPLOYABILITY CHALLENGE | BUSINESS GUIDE | JULY 2017 P 38
BIBLIOGRAPHY
A rich literature exists on Barton, Dominic; Farrell, Diana Glick, P; C Huang & N Gonzalez International Labour
youth unemployment and & Mona Mourshed. 2013. with RAND Corporation. Organisation (ILO). 2016.
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