Vipin

YOUTH UNEMPLOYMENT CHALLENGE AND SOLUTIONS What Business Can Do Now

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CONTENTS
Introduction The Youth Unemployment Challenge
Youth Unemployment Trends Why Youth Fare Worse Than Adults Consequences of a Lost Generation Young People as a Talent Resource
Addressing Urgent Talent Shortages Realizing the Potential of Young Workers

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Creating Business-Driven Solutions to the Youth Employment Challenge
Investments to Improve Information Resources for Youth Investments to Improve Youth Access to Work-Relevant Skills Training Investments to Improve Youth Access to Work Experience Investments to Improve Both Skills Development and Work Experience for Youth Investments to Address a Shortage of CareerOriented Entry-Level Jobs

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Conclusion

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INTRODUCTION
“With less experience and fewer skills than many adults, young people often encounter particular difficulty accessing work. The global youth unemployment rate, which has long exceeded that of other age groups, saw its largest annual increase on record in 2009; at its peak at the end of the 2010, 75.8 million young people were unemployed” – United Nations “World Youth Report”, 2012

STATEMENT OF THE CHALLENGE

“With less experience and fewer skills than many adults, young people often encounter particular difficulty

accessing work. The global youth unemployment rate, which has long exceeded that of other age groups, and will fundamentally change the way we approach workforce challenges.” – Jean Charest, Premier of Quebec, World Economic Forum saw its largest annual 2011 Global Talent Risk Report increase on record in 2009; at its peak, 75.8 million young people were unemployed.“ – United Nations “World Youth Report”, 2012
“The world is on the cusp of entering a new reality in which human potential itself will become the major agent of economic growth.” – Jeffrey A. Joerres, CEO and President, ManpowerGroup, Entering the Human Age, 2011

We are entering the era of unparalleled talent scarcity, which, if left unaddressed, will put a brake on economic growth around the world,

“We are entering the era of unparalleled talent scarcity, which, if left unaddressed, will put a brake on economic growth around the world, and will fundamentally change the way we approach workforce challenges.” -- Jean Charest, Premier of Quebec, World Economic Forum “Global Talent Risk Report”, 2011 “The world is on the cusp of entering a new reality in which human potential itself will become the major agent of economic growth.” – Jeffrey A. Joerres, CEO and President of ManpowerGroup, “Entering the Human Age”, 2011

The global economy is in the midst of a series of demographic and economic shifts, leading to what ManpowerGroup has called the “Human Age.” (See http://manpowergroup.com/humanage/) And too many young people are being left behind. In the Human Age, technological transformations have rendered many formerly scarce resources abundant, while the key constraints on economic and business development have become the skills, knowledge, and talent embodied in individual workers. In the Human Age, economic success and failure will increasingly be determined by the strategic acquisition and management, by businesses and individuals, of economically-relevant skills. Putting talent at the center of analysis offers new perspectives on one of the world’s most pervasive economic and social challenges – the increasing numbers of young people, in nearly all countries and regions, who are having difficulty entering the workforce and establishing themselves in sustainable careers.

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In this paper, ManpowerGroup looks at the youth employment challenge from the talentcentric perspective of the Human Age. Our starting point is that youth have difficulty in the labor market because of identifiable – and remediable –deficits as potential valuable talent for employers: lack of work-relevant skills, lack of information and connections for acquiring appropriate skills, lack of experience and credentials that could get them started on an upward path, and limited opportunities for entry-level work that is career oriented. A talent-focused perspective also offers a framework and a rationale for business investment and action, to help create innovative, effective, and sustainable solutions to the challenge of youth un- and under-employment. Below, ManpowerGroup identifies a series of specific actions, informed by our own 64 years of experience in the world of work, that employers can undertake now to help address the youth unemployment challenge. On their own initiative, and in partnership with schools, vocational institutions, and other engaged stakeholders, employers can play a key role in helping young people reach their full human potential while contributing to their enterprises and their societies.

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THE YOUTH EMPLOYMENT CHALLENGE
YOUTH UNEMPLOYMENT TRENDS
High rates of youth unemployment represent both widespread personal misfortune for individuals and a lost opportunity for critical national and global economic development. Unemployment in youth has been shown to have lifelong effects on income and employment stability, because affected young people start out with weaker early-career credentials, and show lower confidence and resilience in dealing with labor market opportunities and setbacks over the course of their working lives. The recent economic crisis has had a disproportionate – and disproportionately long-term – effect on young people. According to the ILO’s Global Employment Trends for Youth, 2011 Update (www.ilo.org), the global youth unemployment rate rose from 11.8 to 12.7 percent between 2008 and 2009, the largest one-year increase on record. In the ten years from 1998 and 2008, youth unemployment increased by a total of 0.2 percent, or about 100,000 persons per year; but from 2008 to 2009 it increased by 5.3%, or 4.5 million persons, in a single year. By the end of 2010, an estimated 75.8 million young people were unemployed (UN, “World Youth

Report,” 2012).
At the same time, the labor force participation rate for young people has continued its downward trend: after declining from 53.8 to 50.1 percent between 1998 and 2008, it fell to 48.8 percent by 2011. (ILO Global

Employment Trends for Youth, 2011 Update ).

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The youth unemployment challenge is particularly intense in the developed world. In Spain, a majority of youth (51.4%) were unemployed as of the third quarter of 2011, and the figure was nearly as high in Greece (46.6%). The youth unemployment rate in Portugal was 30.7%, and in the UK 22%. (“The Jobless Young: Left Behind,” The Economist, September 10, 2011). In the developing world, high youth unemployment represents lost potential for national economic transformation, and high numbers of economically frustrated youth may contribute to social instability. Developing regions with markedly high youth unemployment rates include North Africa (26.6%), the Middle East (24.0%), and Southeast Europe/Former CIS states (22.6%). (ILO 2011)

WHY YOUTH FARE WORSE THAN ADULTS
For more than a decade, evidence has been accumulating that youth unemployment is following a different trajectory than adult unemployment, is shaped by different factors, and is trending toward poorer outcomes. The problem persists in good economic times and further worsens in bad economic times. Youth participation rates are falling relative to adult participation rates, and youth unemployment rates are consistently 2-4 times adult unemployment rates In contrast to the 12.7% global youth unemployment rate for 2011, the ILO’s 2012 Global Employment Trends report states that the global adult unemployment rate was only 4.8 percent last year. While the adult rate has already begun to decline from its 2008-9 peak, youth unemployment has fallen only marginally, by 0.1 percent. The ILO estimates that youth unemployment represents nearly 40 percent of total global unemployment. Many factors are responsible for the difficulties that youth experience in initial workforce entry. These include: 

A lack of information, networks and connections among youth, especially youth from families lacking significant social capital. Many young people lack knowledge of what the world of work is actually like, and have not given careful thought to their own potential career choices. They have not used their time in school to prepare appropriately for realistic career paths.

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They lack informal networks and connections that are traditionally the major source of information about job opportunities. And they do not know how to navigate the labor market to identify and pursue available jobs or to find and use the most relevant training resources. 

A lack of skills relevant to the workplace. Even those young people who have pursued a course of study with a specific career in mind often find themselves with general or theoretical knowledge that does little to prepare them for the actual tasks they will encounter on the job. This is partly the fault of school curricula and poor connections between employers and the educational system. Young people also lack specific “21 st century workplace skills” such as cooperation, communication, critical thinking, creativity, and a focus on the needs of the enterprise.

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A lack of experience and credentials that address employers’ risk in making hiring commitments. Many employers are skeptical about young people’s ability to apply the skills they learn in schools to the practical challenges of the workplace. They also question the social skills and work ethic of youth. They see these deficits as a significant barrier to the productivity of inexperienced young people, and at the same time they are reluctant to invest resources in training young people when more experienced adult workers may be unemployed and available for hire.

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A lack of available jobs suited to entry-level skills. In some labor markets, especially in the developing world, there is simply a demographic mismatch between the number of young people seeking work and the level of local economic activity. Most available work may be in informal or underdeveloped industry sectors. There may be a severe shortage of locally-available jobs that are entry-level but that still lead to meaningful careers.

As a consequence of these factors, many young people face significant obstacles to obtaining decent work and thriving in their first jobs. In addition, in difficult economic times, young people are often the first to be laid off, making it still harder for them to consistently build their skills and experience. Consequently many young people end up facing extended periods of unemployment, or significant under-employment in jobs that fail to offer career opportunities.

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CONSEQUENCES OF A LOST GENERATION
The most important consequences of youth unemployment extend beyond the impact of temporary labor market fluctuations. The experience leaves a permanent imprint on both individual life outcomes and on national development trajectories. A series of studies starting with Andrew Sum (2000) in the U.S. and Kevin O’Higgins (2003) for the World Bank suggest that young people who have difficulty in their early integration into the world of work suffer lifelong “scarring” effects that diminish their resiliency and ability to thrive in a dynamic and demanding labor market. A 2007 study by the Prince’s Trust (www.princes-trust.org.uk), The Cost of Exclusion, cites evidence of long-term wage and employment impacts of youth unemployment: every 3 months of unemployment at age 22 is associated with an additional 1.3 months of unemployment between age 28 and 33. Persons who experience 26 months of unemployment before age 22 typically earn $1400-1650 less than their peers at age 26, and $1050-1150 less at age 30. A similar study recently cited in the Economist 1 suggested that men who experience a year of unemployment before age 23 will earn 23% less than their peers 10 years later, and 16% less 20 years later. In addition, persons who experience extended unemployment in youth are at increased risk for other social pathologies: direct poverty effects on unemployed young people’s families include “considerable cognitive, health, nutrition and psychological deficits” for children raised in poverty (Sum, 2002). Chronic unemployment is associated with increased incidence of criminal behavior (ILO, 2000; Kotloff, 2004). As these young people grow older and raise families, their own failure to accumulate economic and social capital perpetuates the same cycle for their children. High rates of youth unemployment also represent a wasted resource for developing economies. Poor youth labor market participation limits the inputs available for urgently needed growth and makes it harder for developing countries to realize the benefits of labor-intensive growth strategies. Developing countries pass through a unique demographic “window” where the youth population is maximized before birth rates begin to fall toward a more “developed economy” pattern – their success or failure in realizing the economic potential of young people during this “low dependency ratio” period can make the difference between sustained and faltering long-term development. (Dhillon and

Yousef, Inclusion: Meeting the 100 Million Youth Challenge, 2007)

1

http://www.economist.com/node/21528614
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In the developed world, underemployment of youth contributes to the fiscal challenges of countries facing a narrowing worker base for their old-age pension systems (Heet, 2003). The Prince’s Trust 2010 update to The Cost of Exclusion estimates that youth unemployment costs the UK economy more than £155 million ($247 million) per week in benefits payments and lost productivity, not including the costs of youth-associated crime -- another £23 million ($37 million) per week. The study calculates that the lifetime cost of educational underachievement for today’s 17-24 year olds will be £22 billion ($35 billion).

YOUNG PEOPLE AS A TALENT RESOURCE
The current economic situation creates a sense of urgency in devising ways to boost the creation of jobs, and to improve young people’s access to those jobs. But the solutions we develop can and should be sustainable on their own terms. In this way they will add to the permanent accumulation of tools and strategies that can help address both cyclical downturns and long-term structural challenges, and that can improve school-to-work transitions and the participation of young people in decent work. In laying out the case for business initiatives to improve youth employment outcomes, it is important to articulate a value proposition for employers that can be the foundation of a sustained policy and sustained investment.

Addressing Urgent Talent Shortages
One distinct aspect of the current global labor market is that relatively high unemployment coexists with widespread recruitment challenges faced by employers. In other words, while there is currently excess labor supply in the aggregate, the distinct labor markets for specific skill sets are highly segmented, and many employers are having difficulty finding individuals with the right skillsets for the business tasks at hand.

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For example, according to BusinessEurope (Executive

Committee, 2/16/2012, “Creating Opportunities for Youth”), there were 24 million unemployed persons in the EU in the first quarter of 2011. But at the same time, employers reported 2.2 million unfilled vacancies, including more than a million in Germany and 450,000 in the UK. ManpowerGroup undertakes periodic surveys of businesses across the globe, to identify recruitment trends and challenges faced by employers. The results consistently indicate that, even at a time of generally high unemployment, a significant number of employers are having difficulty finding employees with the skills that they need. Key skills shortages are distributed among a diverse and sometimes surprising range of occupational groups. Globally, in 2011, the five hardest-to-fill positions were Technicians, Sales Representatives, Skilled Trades Workers, Engineers, and Laborers. Global demographic trends suggest that skills shortages will continue to worsen in the coming decade, becoming acute for many specific industries and skillsets. The World Economic Forum’s 2011 Global Talent Risk Report2 identified aging workforces 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 sustain the skills base needed for emerging business opportunities. These talent shortages represent a real and emerging constraint on the ability of businesses to seize available economic opportunities. They represent a potential longterm threat to the viability of many enterprises. And yet, the response by employers to this challenge is lagging: according to ManpowerGroup’s 2011 survey, while

ManpowerGroup’s Talent Shortage Survey
In 2011, Manpower expanded its sixth annual Talent Shortage Survey not only to gauge where employers are having difficulty filling available positions, but also examine why organizations are facing a lack of talent and what they are doing to mitigate these challenges. ManpowerGroup surveyed nearly 40,000 employers across 39 countries and territories during the first quarter of 2011. The results reveal increased difficulty in finding the right talent in the wake of global economic recovery and limited effort to systematically fill the gaps. There were notable regional variances.  ManpowerGroup research reveals that across the globe, one in three employers (34%) was having difficulty finding appropriately qualified staff – the highest level since 2007. In the U.S., the proportion was 51%. In Japan, the proportion was 80%, the highest in the world.  Employers in India, the United States, China and Germany report the most dramatic surges in reported talent shortage compared to the previous year. In India, the percentage of employers indicating difficulty filling positions jumped by 51 percentage points from 2010 to 2011.

2

http://www.weforum.org/reports/global-talent-risks-report-2011
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three-quarters of employers globally are concerned that current candidates’ lack of experience, skills or knowledge make it difficult to fill positions, only one employer in five is using training
 Nearly one in four employers say that environmental/market factors play a major role in the talent shortage—employers simply aren’t finding anyone available in their markets. Another 22% of employers say their applicants lack the technical competencies or “hard” skills needed for the job, while candidates’ lack of business knowledge or formal qualifications is the main reason identified by 15% of employers. In the first quarter of 2011, the ten hardest-to-fill positions globally were: 1. Technicians 2. Sales Representatives 3. Skilled Trades Workers 4. Engineers 5. Laborers 6. Managers/Executives 7. Accounting and Finance Staff 8. IT Staff 9. Production Operators 10. Secretaries, Personal & Administrative Assistants See: ManpowerGroup Research Center (http://www.manpowergroup.com/research/resear ch.cfm), 2011 Talent Shortage Survey, May 2011

and development to fill the gap. Only 6% of employers are working with educational institutions on work-relevant curricula that can fill knowledge gaps. More aggressive recruitment, including increasing the geographic and demographic diversity of recruitment sources, is part of the solution, but competitive recruitment of diminishing talent resources will only bid up prices for a limited pool of skilled workers. The fundamental problem is systemic, due to the rapidly evolving skills demands of the global economy and demographic trends in an aging global workforce. Businesses can no longer simply rely on the labor market, or a bidding competition, to ensure access to required talent. Employers must come to understand that pro-active talent development tailored to their own requirements is in their own interest, and is indispensable to sustaining their long-term growth. The bottom line for youth employment is that businesses’ proactive talent management strategies must include recruitment of potentially trainable workers, including young people, coupled with an employer investment in preparing these individuals in the specific skills that will support emerging business requirements. In many cases the cost of this investment can be better leveraged if businesses are able to work with candidates whose skills represent an approximate match for their requirements. ManpowerGroup created the concept of a “teachable fit” as an analytical tool for evaluating job families and identifying and ranking candidates who have a base of skills related to, if not precisely matching, an employer’s requirements.

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Realizing the Potential of Young Workers
For businesses that take a strategic approach toward building and accessing young talent, the potential rewards are substantial: younger workers represent an asset to firms in their capacities as consumers, influencers, innovators, and tech-savvy employees. 

ManpowerGroup’s Teachable Fit Concept
Unemployment is persistently high yet organizations worldwide report difficulty filling key positions. So the immediate problem for employers is not the number of potential candidates, but a talent mismatch: there are not enough sufficiently skilled people available in the right places at the right times. As employers seek ever more specific skill sets and combinations of skills, the “right” person for a particular job is becoming much harder to find. Employers must recalibrate their mindsets to consider candidates who may not meet all of the job specifications, but whose capability gaps can be filled in a timely and cost-effective way. Training is vital. A commitment to reskilling and up-skilling current and potential employees will enable organizations to expand the available pools of talent, ensure that their workforces continue to be appropriately skilled, and keep employees engaged in their work. ManpowerGroup believes that the key to success with this new mindset is the ability to identify candidates with a “teachable fit” for available positions.

Consumers: In their book Gen BuY: How Tweens, Teens and Twenty-Somethings Are Revolutionizing Retail, Kit Yarrow, Ph.D., and Jayne O’Donnell document the tremendous buying potential of the Millennial generation (persons born between 1978 and 2000) as well as their distinct buying habits. By 2017 this generation will possess more buying power than any other generational group. And when they shop, they tend to bring their social network along with them: more than any other cohort, Millennials shop in groups, rely on the opinions of friends, and use social media to widely share their opinions about products and services. Millennials write half of all online product reviews. As employees, Millennials provide businesses with direct insight into the tastes and preferences of their peers and help promote their employers’ products among their social networks.

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Influencers: As companies seek to more pro-actively manage their reputation in online media, they can find value in making themselves an attractive and challenging place for Millennials to work. Millennials’ social and communication networks affect the reputation of companies as well as the popularity of products. The past year has seen dramatic examples of the way young people’s issues and opinions can “go viral” via social networking channels. Online connections among young

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ManpowerGroup’s “teachable fit” analysis focuses on four questions:    What capabilities are essential to performing the job? Which of these are teachable in an efficient way? Is there adequate time and money to develop these capabilities in the candidate?  And do candidates have the capacity (both motivation and capability) to develop them? Smart organizations are already adopting this approach, but typically in a limited and nonsystematic way. As economies recover and more Baby Boomers retire, the challenges of building a sustainable talent pipeline are only going to increase. See: ManpowerGroup Research Center (http://www.manpowergroup.com/research/res earch.cfm), Teachable Fit: A New Approach to

people have been credited as a major driving force behind the Arab Spring. The ongoing potential of mobilizing youth opinion was recently illustrated by the “Kony 2012” phenomenon, where more than 74 million social network users learned about the abuse of child-soldiers in Uganda, and organized global awareness and protest activities, even before the issue had broken into mainstream media. 

Innovators: In the rapidly evolving global marketplace, the ability to innovate continuously is a key driver of business success. Fast Company (www.fastcompany.com) recently reported on the world’s 50 most innovative companies. Their top three innovators were Apple, Facebook, and Google. These companies also reported excellent financial performance. All three are notable for their unusually youthful workforces: the average age of Apple employees is 33; at Facebook the average age is 26, and at Google it is 31.

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Technology-Savvy Employees: A Study by the University of Phoenix (Future Work Skills) suggests that new media literacy and virtual collaboration are two of the essential skills that will be needed in the future workforce. Millennials, the first generation raised with complete immersion in new technology, have uniquely strong skills in these new communication channels. This technology permeates their social networking and their fluency with online video technology, blogs, podcasts, and collaborative software makes it easy for them to integrate these productivity-enhancers into their work.

Easing the Talent Mismatch, May 2010

The Potential of Youth: “Young People bring energy, talent and creativity to economies that no-one can afford to squander. Around the world, young women and men are making important contributions as productive workers, entrepreneurs, consumers – as members of civil society and agents of change. What our young people do today will create the foundations for what our economies will do tomorrow.” Youth Employment: A Global Goal, a National Challenge, ILO 2011
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CREATING BUSINESS-DRIVEN SOLUTIONS TO THE YOUTH EMPLOYMENT CHALLENGE
Each generation has a positive responsibility to take affirmative steps to prepare the next generation for successful economic participation. Employers’ response to the youth employment challenge should be shaped by their own responsible self-interest in ensuring their firms’ long-term growth and innovation, and in securing their access to talent for emerging and future economic needs. Businesses and economic entities looking toward long-term success must give appropriate attention to creating and securing future talent resources, and they have their own responsibilities in this area alongside and in partnership with government, educators, civil society, and young people themselves. The recommendations outlined below can be implemented, now, by businesses on their own initiative to help realize the potential represented by young people. Adopting these recommendations will help improve young people’s ability to find work and establish decent careers, and will help secure employers’ own access to the talent needed for both the immediate and long-term success of their enterprises.

INVESTMENTS TO IMPROVE INFORMATION RESOURCES FOR YOUTH
Many young people stumble in their initial career steps due to poor information about the world of work, leading to poor choices about education and careers. According to a series of OECD (www.oecd.org) studies (summarized in OECD/ILO 2011, Giving Youth a Better Start), “high quality career guidance can help youth make better-informed decisions about their future,” including the selection of academic/vocational programs, a decision to complete high school, and an optimal combination of education and work.

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However, the 2011 study notes that most career guidance programs suffer from poor funding, under-qualified instructors, and lack of access to timely and relevant labor market information. It also recommends that such guidance begin earlier, in the lower-secondary level (ages 13-15). Employers can partner with schools to improve the quality and delivery of career services for young people at a time when they are making important decisions about their future.

Junior Achievement and ManpowerGroup
Junior Achievement is the world’s largest organization dedicated to educating students about workforce readiness, entrepreneurship and financial literacy through experiential, hands-on programs. Junior Achievement programs are delivered by volunteers who include business leaders in their local communities. In the US, Junior Achievement programs reach more than 4 million students per year in more than 176,000 classrooms, thanks to 178,000 volunteers. ManpowerGroup is a longstanding partner with Junior Achievement in promoting entrepreneurship, work readiness, and financial literacy skills among young people. Jonas Prising, ManpowerGroup’s President of the Americas, is chairman of the Junior Achievement USA board of directors. ManpowerGroup is a sponsor of Junior Achievement’s new “Success Skills” work-readiness curriculum. During the 2010-2011 school year, 227 ManpowerGroup classroom volunteers presented Junior Achievement programs to 7000 students in the US. Over the past three years, the “Success Skills” curriculum has been given to more than 45,000 students in 20 countries. For more information, see: www.ja.org

SOLUTION #1

Participate in Career Guidance Programs for Youth Still in School
One of the simplest and most direct things that employers can do is to partner with schools and vocational institutions to increase young people’s exposure to the world of work. They can volunteer as classroom visitors and deliver courses such as those developed by Junior Achievement (www.ja.org). They can provide speakers and participants for related activities such as career days and job shadowing. For many youth, business leaders can serve as role models and as an inspiration to set more ambitious goals for themselves.

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Without waiting for the implementation of more ambitious curriculum reform agendas, employers can use their influence to encourage schools to adopt courses that help young people navigate the job-search process and build key soft-skills relevant to the workplace. They can advise on the importance of these programs in contributing to the success of entrylevel workers, consult on the selection of off-the-shelf curricula, and assist in the design of new curriculum content. SOLUTION #2

Support Information Projects to Provide Career and Labor Market Information for Young Job Seekers
Internet, mobile devices, and social networking technology provides young people with more transparent access to labor market information while it maximizes the recruitment reach of employers. According to the 2011 Source of Hire Report by CareerXroads (www.careerxroads.com), internet job boards are the source of about 25% of new hires among surveyed businesses (principally US-based large and multinational corporations). Most job board hires result from responses to posted openings rather than resume searches. According to CareerXroads’ 2012 Channels of Influence report3, a leading goal of hiring managers surveyed is to migrate internet-based recruitment from job boards to social networking or more structured pools of potential applicants. Employers have an opportunity to reach beyond the job-board model while still working proactively with emerging job information services and platforms popular with youth, such as mobile phones/texting and smartphone-based applications, in order to connect with young people more efficiently. Employers can also cooperate with special programs and initiatives that are designed to give youth a deeper understanding of overall career trends and opportunities. By using these channels and transparently specifying the qualifications required for their positions, employers can help youth gain an understanding of the jobs available in the local economy, the avenues for pursuing those jobs, and the skills and experience necessary for obtaining them.
3

http://www.slideshare.net/gerrycrispin/2012-careerxroads-source-of-hire-channels-of-influence

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INJAZ al-Arab’s Arab Youth Portal
INJAZ al-Arab (www.injazalarab.org) is the Arab-world affiliate of Junior Achievement. Its goal is to help inspire a culture of entrepreneurialism and business innovation among Arab youth. ManpowerGroup is currently collaborating with INJAZ to help build an Arab Youth Portal (AYP), a future online platform for the delivery of e-learning and job matching to promote youth employability and entrepreneurship. They AYP will also serve as a powerful social network to connect youth with each other, with mentors, and with potential sources of capital, in order to combat youth exclusion in the Arab World. INJAZ operates in 14 countries in the Arab World, reaching 200,000 Arab youth annually. Thousands of private sector volunteers, including hundreds of CEO’s from leading Arab companies, have worked with university and high-school students to help them develop 21st century skill sets.

SOLUTION #3

Promote a More Positive Image for Vocational Education
A major and specialized new messaging initiative, with the credibility of employers behind it, is needed in the area of vocational education. ManpowerGroup’s talent shortage surveys consistently include technicians and skilled trades positions among the most acute areas of skills shortage around the globe. Yet in countries as diverse as India, Mexico, and the U.S., vocational education programs serve only a small minority of secondary students and are often perceived as an inferior and low-status alternative to an academic education. Young people, especially those disenchanted with an academic education and in danger of dropping out of school, need to understand the high demand that exists, and the competitive salaries available, for skilled and well-prepared vocational and technical personnel. Young people can be inspired by a vision of vocational career paths that include entrepreneurship and small business formation based on technical and trades expertise, as well as the possibilities for academic re-entry in technical, engineering, and other STEM programs at a later career stage.

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Employers have an important role to play in improving the profile of vocational education for young people. They can cultivate as speakers and school visitors those employees whose careers illustrate the positive possibilities of vocational and technical work. They should adopt HR policies that ensure that vocational and trades positions do not represent dead-end jobs within their own firms. These policies may include the creation of progressive leadership opportunities for vocational and technical workers, as for other workers, through mentoring and advice, promotion of continuing education and additional certifications, and openness to consulting and contracting by appropriately skilled former employees establishing their own businesses. According to the OECD (Giving Youth a Better Start, 2011), there are very large differences between countries in the percentage of secondary students who are on a vocational track. In countries like Australia and Germany vocational students make up the majority of secondary students; not coincidentally, these countries have extensive curriculum offerings well aligned with the varying needs of the business community, and are very successful in moving young people from school to work. By encouraging more students to enter vocational education in countries where it is not a widespread choice, employers can expand career opportunities for a more diverse range of young people, help address their own skills shortages, and stimulate greater attention and improvement to the vocational education system.

INVESTMENTS TO IMPROVE YOUTH ACCESS TO WORK-RELEVANT SKILLS TRAINING
Traditionally, the provision of skills has been the responsibility of educational and vocational training institutions and is too often detached from practical applications in the workplace. While employers have a role to play as curriculum advisers and advocates for better work preparation in schools, one of the most immediate ways to align skills training initiatives with real work opportunities is through the creation of demand-driven “training-to-employment” programs.

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SOLUTION #4

Partner with Demand-Driven Training-toEmployment Programs
Training-to-employment programs focus training narrowly and intensively on the requirements of specific, available jobs, and include a post-training placement component based on prior hiring commitments from employers. These programs can help employers rapidly address skills shortages and they can efficiently expand access to work opportunities for individuals who may not have been able to obtain these jobs on their own. Training-to-employment programs can be organized and managed by workforce intermediaries like ManpowerGroup, by governments or NGOs, or by employers themselves. The model is not limited to “disadvantaged” or nontraditional workers, but has been effective in reskilling experienced workers who may need help in moving to related fields in response to changes in an industry. ManpowerGroup has extensive experience in creating and partnering with successful training-to-employment programs. We have found that several key factors determine the success of training-to-employment programs:  They must be demand-driven, i.e. oriented to filling specific needs and actual vacancies for local employers, and must prepare individuals for those specific, available jobs.  They must be based on a firm employer commitment to articulate its skills requirements to trainers and to work with program graduates.  Post-employment counseling and mentoring are important to help new workforce entrants retain jobs acquired through training-to-employment programs.  Programs benefit from repeated engagement with experienced employer partners who can participate in program design and the specification of skills requirements, and who have acquired confidence in this recruitment channel.

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ManpowerGroup’s TechReach Program
Over the past decade, ManpowerGroup has undertaken an initiative across North America to create and successfully implement best-practice examples of demand-driven training-to-employment initiatives. Our program, called TechReach, has been replicated in more than 50 North American metropolitan areas. A typical TechReach project identifies an industry sector with a real skills shortage, a group of available, potential job candidates, and an effective training and support program that will help these candidates make the transition to rewarding careers with a future. ManpowerGroup acts as the project-manager, working with employers to identify and analyze job opportunities, with recruitment sources to identify and assess candidates, and with additional partners, as needed, to create and deliver appropriate training and provide counseling support for participants. Graduates are placed into entry-level positions with local employers and provided with post-placement support, coaching and counseling to help them succeed, and to ensure retention on the job. TechReach combines all the necessary elements to assist those individuals most in need of finding rewarding employment, including coaching, counseling, and mentoring to help new workers understand and adjust to the requirements of the workplace. TechReach began as a focused program to help employers address the IT skill shortages of the 1990’s. Over time ManpowerGroup expanded the program to other sectors where employers were having difficulty meeting specific recruitment goals. The program has impacted more than 25,000 people and placed more than 16,000 of them in sustainable jobs. An early study of TechReach by the Center for Corporate Citizenship at Boston College discusses the innovative design of the program, and some of the hands-on aspects of building partnerships and improving candidates’ employability. The study may be downloaded at: http://www.caseplace.org/d.asp?d=567

The demand-driven training-to-employment model is also relevant globally and has succeeded in many developing countries. In the Middle East and North Africa, regions whose youth unemployment rates are among the highest in the world, ManpowerGroup is working closely with the Education for Employment Foundation (www.efefoundation.org ), a regional NGO with a proven and effective training-to-employment model for youth.

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The Education for Employment Foundation (EFE)
The Education for Employment Foundation is a highly respected NGO that develops tailored training programs for unemployed youth in the Middle East and North Africa, directly linked to local job opportunities. It operates in Morocco, Tunisia, Egypt, West Bank/Gaza, Jordan, and Yemen and is exploring expansion into other countries in the region. EFE works with its employer-partners to secure job commitments ahead of training. They focus on sectors of the economy that offer solid growth potential but lack appropriately qualified personnel. EFE works alongside employer partners to recruit unemployed youth and train them in the specific skills they need to succeed in that job. EFE recruits students through local NGOs, professional and community organizations, advertisements and postings at university campuses. EFE starts with state-of-the-art curricula and then tailors their programs to local needs. Courses are highly interactive to encourage learning by doing, and most run for one to three months. Program graduates are placed directly into jobs for which they were trained. EFE’s training programs include:      Accounting Banking Construction Project Management Land Surveying Sales     Textile Merchandising Teaching Workplace Success Professional Skills Entrepreneurship training

ManpowerGroup is working with EFE to help build its organizational capacity and scale its operations. ManpowerGroup has supported EFE’s initiatives by providing additional assessment and training resources, IT infrastructure for project management, and support for senior staff development. We have provided media and brand-building services and helped senior staff network in global forums, in order to expand EFE’s access to donors, funders, and potential employer-partners. EFE is currently scaling up to serve tens of thousands of young people in Morocco and Tunisia under grants from the MasterCard Foundation, the World Bank, the US State Department, and other global and regional donors. For more information, visit: www.efefoundation.org

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ManpowerGroup has made a significant investment in training tools that we use with our associates and within our training-to-employment programs. These include more than 6000 online courses in our Training and Development Center and a variety of work-readiness curricula such as our “Finding a Job is a Job” course.

ManpowerGroup’s Training & Development Center
As the skills required to succeed in the world of work change faster than ever before, people need quick and easy access to training – when and where they need it. ManpowerGroup's Training and Development Center provides:    access to more than 6,000+ online courses covering computer, business, leadership, and technical skills sought after in today’s market. a convenient way for anyone to update and increase their skills online – 24 hours a day, every day of the year. free training and development for all ManpowerGroup associates, consultants, and employees.

Many of the courses are aligned with recognized industry certification examinations and are eligible for college or continuing professional education credit. The efficiency and work-relevance of TDC courses makes it easier to align training with an employer’s specific, emerging task requirements. TDC courses can be used in training-to-employment, mentoring, and other youth development programs to rapidly up-skill candidates and build bridges to specific employment opportunities. ManpowerGroup has provided TDC training to more than 11 million people worldwide. See: www.manpowertdc.com

Demand-driven training-to-employment is a proven and effective model for assisting workforce entry and helping young people acquire relevant credentials. Employers can help expand opportunities for youth, and increase their own access to qualified recruits, by identifying and participating in training-to-employment initiatives undertaken by governments, educators, and NGO’s.

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

Employers can help build capacity for organizations managing training-to-employment programs, by sharing executive experience and advice

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Employers can contribute their own training and other resources, and improve the alignment of training with their own specific job requirements

ManpowerGroup’s “Finding a Job is a Job” Workshop
ManpowerGroup has created a workshop called “Finding a Job is a Job,” which focuses on helping young people succeed in the job-search process. The course teaches young people how to assess their own skills and interests, use a variety of resources to identify potential job opportunities, and pursue a job search from effective networking to a successful interview. ManpowerGroup provides the curriculum and trains local instructors to deliver workshops in a variety of youth employability projects across the globe.

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Employers can provide clear, skills-based specifications of the requirements of their available positions, and information on the number and timing of available openings

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Employers can make a commitment to hire program graduates, either directly, under a temp-to-hire arrangement, or as Interns

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Employers can make training-to-hire partnerships a formal and ongoing part of their recruitment strategy

INVESTMENTS TO IMPROVE YOUTH ACCESS TO WORK EXPERIENCE
To succeed in the workplace, young people need to acquire not only skills, but the experience that demonstrates to employers that they are capable of applying those skills to practical business tasks. SOLUTION #5

Create and Engage With Programs that Build Young People’s Work Experience
Prior work experience is positively associated with an individual’s ability to obtain permanent work at a later date. This connection is borne out in research by the Institute for the Study of Labor (www.iza.org) and the OECD (www.oecd.org). Cockx (2009) found a 10-13% improvement in long-term employment outcomes after 2 years for individuals who accepted short-term jobs as a “stepping stone” out of unemployment. Gerfin (2002) found that temporary work was an especially effective tool in improving labor market outcomes for long-term unemployed persons and others seen by employers as ‘bad risks.’

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Such work is therefore a superior alternative, for young people, to accepting an extended period of unemployment while they wait for an optimal full time opportunity that may never emerge. A series of internships, project work, temporary work, etc., can be structured in lowrisk, low-stakes way, giving young people easy access to these opportunities without requiring long-term commitments from employers or creating dead-end jobs. A report by Caden Co. to the European Commission (Hultin, 2012) highlights a potential role of private employment services in finding initial work experiences for young people with limited skills and experience. These services can broker a series of short term work experiences that increase young people’s chance of finding a full time job. These short term experiences also fit well into summer or semester-long intervals in a young person’s ongoing education, so that work experience can be combined with or alternate with education, and can influence study and training choices. ManpowerGroup has found that helping young people build a portfolio of progressively challenging work experiences is a highly effective way of building their skills and employability over time. Our Summer Youth Programs help disadvantaged youth get off to a good start in the workplace, while a similar strategy of exposure to work has proven effective in workforce reintegration of people who are chronically unemployed. A study by the staffing industry trade association (CIETT) and the Boston Consulting group, focusing on European labor markets, identified clear impacts from temporary work experiences on individuals’ long-term re-employment prospects. Before engaging in agency work, 34% of applicants in Sweden had prior full time work experience; after completion of agency work 85% obtained full time jobs. In Switzerland, the pre- and post- agency work employment numbers were 47% and 71% respectively. And in France, the experience of agency work raised participation in full time work from 11% to 66%. 4 The implication for employers is that even if they are not prepared to hire additional full time personnel, they can substantially contribute to the employability of young people by pro-actively participating in initiatives that provide them with short-term employment experiences and credentials. These may include summer or term-time internships, and the identification of appropriate project work or seasonal work for short-term employment.

4

http://www.ciett.org/index.php?id=180
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ManpowerGroup Summer Jobs Program
For nearly a decade, Milwaukee’s Department of City Development has engaged ManpowerGroup to interview and select candidates for internships with city government departments. Our Milwaukee program provides candidates with coaching during their internship, and instruction on topics such as financial literacy, effective resume writing, and finding and obtaining their first full-time job. The internship itself serves as an important credential for the candidate’s subsequent job search. Internship graduates are prepared to successfully enter the world of work with, among other assets, a letter of recommendation, a well-written resume, marketable job skills and professional references. The internship program serves more than 170 disadvantaged youth in Milwaukee each summer. ManpowerGroup’s summer jobs program in Milwaukee is typical of many such programs undertaken by individual Manpower regions across North America and the globe.

ManpowerGroup Placement Program for French Government Employment Services
ManpowerGroup’s assistance to the French government’s unemployment program focuses on “hard to serve” candidates including long-term unemployed persons and disconnected youth. Many of these individuals lack the skills and even the basic confidence to present themselves for employment. Our Placement program envisions the path to durable employment as a series of progressive steps. basic, short-term temporary assignment. This is a key step in improving candidates’ confidence and motivation and in beginning to establish a portfolio of relevant work experience for them. But this first step is followed by ongoing support as the individual makes a definitive transition to careeroriented work. Manpower Placement connects long-term unemployed persons with a personal Manpower Employment Advisor. The Employment Advisor works with the candidate through several short-term jobs and transitions. They provide the candidate with access to labor market information and help them research job options and construct a realistic career plan. The program serves about 5000 persons per year, and more than 65% are successfully placed in long-term employment. The

first, essential step in the program is a rapid return to some – any – kind of work. This may include a very

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INVESTMENTS TO IMPROVE BOTH SKILLS DEVELOPMENT AND WORK EXPERIENCE FOR YOUTH
Under the best circumstances, it is possible to integrate both skills-building and experience-building components simultaneously into employment programs for young people. The classic examples are ”dual track” apprenticeship systems that divide a student’s week between classroom learning and time in the workplace. The existence of these programs tends to depend on government policy and a well-developed school-to-work system, but their powerful lessons can also be applied to the design of on-the-job training and mentoring programs for young new hires.

SOLUTION #6

Engage With “Dual” Training and WorkExperience Programs
Five countries in Europe have youth unemployment rates markedly below European and global averages. While most European countries have youth unemployment rates in the 20-30% range, Austria’s rate in the 3rd quarter of 2011 was 7.3%; Germany’s was 8.6%; the Netherlands 7.6%; Norway 8.8%; and Switzerland 7.2%. (BusinessEurope, 2012) These countries seem to have essentially escaped the global pattern of high youth unemployment, and it is worth identifying what they do and whether it can be emulated. What these countries have in common is a strong vocational education system that serves a majority of secondary students (and therefore avoids the stigma of vocational tracking in many countries) and that combines classroom-based training with workplace-based apprenticeships over a period of several years. Such “dual-track” systems involve close coordination between employers and schools and a focus on relevant skills, since classroom training during part of each week is directly related to students’ workplace apprenticeships during the rest of the week. Students have access to a wide range of programs reflecting the actual needs and opportunities in the economy. Their apprenticeships give them direct exposure to the requirements of the workplace and a certification that is respected by employers.

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At the conclusion of the program, even if participants are not directly hired to full time status from their apprenticeship, they bring industry experience and a valued credential to their job search. And in the longer term, completion of a vocational secondary education track does not prejudice their eligibility for admission to a university. According to a study by Fares and Pablo (2009, cited in ILO, Increasing the Employability of

Disadvantaged Youth), young people who go through combined classroom and workplace training are 30 per cent more likely to get a job than those have only a classroom education; those who take part in programs that combine in-classroom and workplace training and other services are 53 per cent more likely to find work than those with classroom-based training alone. Although these programs represent the “gold standard” for helping young people transition into careers, it may be unrealistic for employers in other countries to replicate the German / Austrian / Swiss apprenticeship system nationwide, and not all careers are suitable for a formal apprenticeship model. However, the significant success of that model in reducing youth unemployment and facilitating workforce entry should inspire employers to create and engage with similar dual-training initiatives wherever feasible.

SOLUTION #7

Commit to Hiring, Training, and Mentoring Youth
Companies that are willing to invest in training and mentoring young people on the job will be able to make better use of the recruitment sources that are realistically available to them now, and will benefit from a base of loyal employees with career and promotion potential. On-the-job training and mentoring can also be one element in a more comprehensive strategy for better responding to emerging talent shortages and finding innovative ways to source, develop, and manage the talent necessary for sustaining long-term business objectives. Companies need to “lean forward,” take a calculated risk, and open their doors to inexperienced young job candidates. They need to invest time and effort to develop and train these young people, and to make the long-term commitment to develop both general workplace competencies and specific enterprise skills. They need to engage their best employees as mentors to young talent.

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Most mentoring research has focused on career outcomes for the mentee and has found a positive relationship between the presence of a mentor and career outcomes. Mentored individuals receive more promotions and earn higher salaries than their non-mentored counterparts. In addition to these instrumental outcomes, mentees report more job and career satisfaction, career commitment, and greater expectations for advancement than those without mentors.5 “Formal mentoring programs can provide significant benefits for both the employee and the company,” says Dr. Lillian Eby, Associate Professor of Psychology at the University of Georgia and an authority on corporate mentoring. "A key benefit of mentoring is retention. Turnover costs can be staggering. That's one reason why organizations include mentoring programs as part of their business objectives."6 When mentoring programs are coupled with good training programs that develop enterpriselevel skills and work experience, young people have the strongest possible platform for launching successful careers.

A new initiative called the TEN Youth Program, sponsored by the World Economic Forum, is encouraging leading global firms to combine precisely these elements in their youth employment initiatives. ManpowerGroup, through its engagement in the WEF, is providing advice and implementation support to the program, and reaching out to potential corporate participants.

5 6

http://www.sagepub.com/upm-data/17419_Chapter_1.pdf http://www.newswise.com/articles/corporate-mentoring-programs-on-the-upswing

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The World Economic Forum’s TEN Youth Program
The TEN Youth Program emerged from a collaboration between the WEF Global Agenda Councils on Emerging Multinationals and on Youth Unemployment. The concept is intuitive but powerful: in each of the major cities where they have operations, leading and emerging multinational companies commit to hire, train, and mentor 10 unemployed young people. Eligible TEN Youth candidates are first-time job seekers, high school or college graduates between the ages of 18-24, who are reliable, hard-working, adaptive, and have demonstrated ability as a self-starter. Candidates have an interest in developing a specific and marketable professional business competence. Companies commit to hiring these young people as full time employees in career-track positions, providing them with 3 to 6 months of training and at least two years of formal mentoring. These young people are to be employed in specific functional areas of the company where they can acquire valuable corporate-world skills and build long-term careers. The goal is for these young people to continue their careers in the companies that have mentored them – the program has set a target of 80% or better retention after two years – but even if they leave for another firm, they will leave with a marketable business competence that enhances their career prospects elsewhere. The TEN Youth initiative is an opportunity for multinational corporations to leverage their vast capabilities and resources to meet the global challenge of youth unemployment. The program will help participating enterprises acquire loyal and productive young employees at a fair wage, develop a nontraditional approach to recruitment, and improve their capacity to systematically mentor and train talent. It will expand opportunities and facilitate career development for youth. And if emerging and established multinationals can “lean forward” on this challenge, their supply chain and channel partners might well be inspired to follow. In our engagement with this program, ManpowerGroup acts as a trusted advisor, helps with outreach to new companies, explaining the program, the commitments involved, and the expected benefits for all participants. For more information, or to join the TEN Youth pilot initiative, please contact Global Agenda Council managers Lyuba Nazaruk at [e-mail] or Tanya Milberg at [e-mail].

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INVESTMENTS TO ADDRESS A SHORTAGE OF CAREER-ORIENTED ENTRY-LEVEL JOBS
In certain labor markets, the prevailing level of economic activity is simply not sufficient to generate enough entry level, career-oriented jobs for young people. (In Egypt, more than 1 million young people enter the workforce every year.) In these circumstances, employers can engage in investments and adaptive strategies that will help improve the labor market environment for young people. SOLUTION #8

Invest in Entrepreneurship Education in Schools, Colleges, and Vocational Institutions
One important strategy for expanding the number of available jobs is to expand the number of job creators. Promotion of entrepreneurship is an indispensable component of regional economic development. Promotion of youth entrepreneurship in particular can directly impact potential young business-starters themselves, while spreading positive employment impacts among their peers and their communities. According to data from The World Bank’s Enterprise Surveys (http://www.enterprisesurveys.org), small scale entrepreneurs (5-19 employees) are the primary engines of job growth in developing countries. In the 106 countries studied, small businesses, which represented 55% of all businesses, had an annual employment growth rate of 18.6%, compared to a rate of 8.1% for medium businesses (20-99 employees), and -0.1% for large businesses (more than 100 employees). (International Finance Corporation, Assessing Private Sector

Contributions to Job Creation, 2012.) Small businesses generate significantly higher rates of employment growth than larger businesses in many key emerging economies, including Indonesia, Nigeria, South Africa, and Mexico. ManpowerGroup is engaged in multiple projects to promote entrepreneurship education and to implement effective entrepreneurship programs. Instruction in Entrepreneurial Skills offers a potentially transformative impact on the work and career focus of young people. Most obviously, it can help entrepreneurial-minded young people to start and succeed in their own businesses, contributing to employment solutions for the community as a whole. But even those workers not destined to start their own business will acquire deeper understanding of what it takes to make a business succeed.

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Young people will have more to offer in the workplace if entrepreneurial training can provide them with greater financial and business literacy, a stronger focus on the needs of the enterprise, and an understanding of the need for initiative and creative problem solving disciplined by teamwork and cooperation. And many individuals who are not ready to launch their own business right out of school may be inspired by this training to explore entrepreneurship opportunities later in their career, based on additional skills acquired on the job. While business’ hard-skill requirements are diverse and evolving, the promotion of key attitudes associated with high-performance in the workplace provides a clear and universal benefit, both to young people themselves who will be more able to contribute on the job, and to employers looking for stronger performance by new hires. Employers can encourage the adoption of entrepreneurial curricula in schools, consult on the development of curricula, articulate the benefits for work-readiness, serve as instructors and visitors in entrepreneurship courses, and incorporate this content into their own in-house training.

ManpowerGroup and Microsoft’s ”Build Your Own Business” Curriculum
ManpowerGroup and Microsoft Corporation are collaborating to support youth employability and entrepreneurship globally, with an initial focus on joint projects in the Middle East and Africa. ManpowerGroup is participating in the development and deployment of a significant new entrepreneurship training tool by Microsoft, the “Build Your Own Business” training course. The program, developed in partnership with the International Youth Foundation, is specifically designed for micro and small enterprises; aimed at potential young businessstarters, it is an interactive, DVD-based training course that includes an introductory module on self-assessment to help students target the skills they most need to build. Substantive training modules include market research, business planning, marketing, accounting, life skills and governance and ethical business practices. The training is available in multiple languages, free of charge to youth-supporting NGOs in order to encourage the creation and replication of entrepreneurship training projects. For more information, see a description of the Microsoft entrepreneurship curriculum and program by William S. Reese, President and CEO of the International Youth Foundation: http://blogs.technet.com/b/microsoft_on_the_issues_africa/arc hive/2012/02/13/building-your-own-business-a-newcurriculum-helps-young-people-find-success.aspx

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Employers can support young entrepreneurs in a variety of ways. They can commit to purchasing goods and services from small and medium size enterprises including youth-owned businesses. They can provide mentoring services and business advice to youth-owned businesses. And they can endorse entrepreneurial initiatives by their own employees when their career development makes them ready to go out on their own, providing marketing opportunities and mentoring support as appropriate.

Shanghai New Business Starter Program (NBS)
ManpowerGroup has created an assessment for entrepreneurial skills and aptitudes that is a key component of the Shanghai government’s New Business Starters program. The Shanghai municipality makes a substantial investment in training, access to capital, and tax benefits to promote business startups by new entrepreneurs. To maximize the return on these limited resources, the municipality sought a reliable way to identify which applicants had the most promise as potential entrepreneurs. In response, ManpowerGroup developed its New Business Starters assessment. The NBS assessment profiles relevant cognitive skills, personality traits, and life experiences to accurately select individuals with the highest potential to succeed in the training and in business, and to identify requirements for remedial training. Validation of the assessment showed that high-scorers are 2-3 times more likely than low scorers to succeed in the program. The success of the program in Shanghai led to its replication in Tianjian. To date 45,990 candidates have been assessed in Shanghai, and 22,660 in Tianjian. In 2011 alone, about 33,640 candidates were assessed in both cities, and that volume of activity is expected to continue in the future. The assessment is also being considered for other Chinese cities and for incorporation into other ManpowerGroup youth entrepreneurship programs around the globe, both to identify candidates for limited entrepreneurship training places and to diagnose remedial training needs for entrepreneurial candidates. For more information, go to http://www.careerharmony.com/PDF/CS_NBSShanghai.pdf and download the .pdf for the Shanghai Municipal Bureau of Labor and Social Security

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CONCLUSION
The rationale for employer initiatives to promote youth employability is simple: businesses that can strategically source, manage, and create needed talent for the long term will be able to seize emerging economic opportunities, while those that fail to address this challenge will be outperformed by their competitors. Individuals who are given access to learning opportunities and who can cultivate the right skills will thrive in the labor market and contribute to the organizations that employ them. Employers have a direct interest in making investments that will improve young people’s ability to succeed in the world of work. These investments can take many forms, ranging from volunteering in schools by individual executives to engagement of the firm in training-to-employment or work experience programs. In this paper, ManpowerGroup identified four key barriers to youth employability:     Lack of information, networks, and connections Lack of relevant skills Lack of experience credentials, and Lack of available entry-level jobs with career potential

\

We also identified five groups of solutions that can be adopted by employers:      Provide Career Guidance to youth and participate in information systems and programs Engage with training-to-employment programs for youth Engage with apprenticeship and experience programs Commit to hiring, training and mentoring young people Promote youth entrepreneurship and entrepreneurship education

And we offered a number of examples of these solutions in action. We at ManpowerGroup hope that this white paper will motivate action, imagination, and leadership by employers in helping youth realize their potential in the workplace. We urge employers to step forward and make a difference.

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