CIPD Learning to Work campaign
Ben Willmott, CIPD Head of Public Policy
Public policy: current purpose/
main themes
We work to inform and shape debate, government policy and
legislation in order to enable higher performance at work and
better pathways into work for those seeking employment.
Higher performance at work
(Demand for skills/skills utilisation)
Key themes:
- Leadership and management/
employee engagement
- Flexible working
- Employee wellbeing
- Corporate governance/pay and
benefits
Better pathways into work
(Skills supply)
Key themes:
- Skills
- Welfare reform
- Immigration policy
Learning to Work
campaign
Overall aim:
• Shift in employer investment in young people
So that employers:
• Help prepare young people
• Make labour market / jobs more youth friendly
The background to
Learning to work?
• Regular commentary on state of the labour market
• Post financial crisis rising levels of youth unemployment
• Structural problem impacting on youth employment – it
was running at 9-10% even before the 2008 financial
crisis
• Cross party emphasis on improving quality of vocational
education and training to provide alternative routes into
work
• Public debate frequently focused on young people’s lack
of employability skills and work ethic
• Rising university tuition fees
The background to
Learning to work
• Internships guide (2009)
• Gateways to the profession code of practice on
internships (2010)
• Steps ahead mentoring initiative (2010)
• Work experience guide building on existing links
with Jobcentre Plus (2011)
• Apprenticeship guide (2011)
• Joint research with UKCES into employability of
young people identifies (2011)
Key challenges
Demand (employers)
 entry level jobs, progression routes
 business case for investing in young people
 recruitment methods / disconnect
Supply (young people):
 Lack work experience / insight into the working
world / sectors / occupations
 Translating their skills and experiences
 Recruitment / access to networks
 Employability skills & poor qualifications
Key challenges
Institutional issues / system:
 Lack of careers advice and guidance
 Weak vocational education and training systems
 Lack of work-based learning
 Social mobility
What employers want
• Work experience
• Prefer graduates, but:
• It’s not a skills issue (unless technical skills/job
specific skills)
• Numeracy and literacy overstated
• “Recruit for attitude and train for skills”
• Work ethic / attitude / “the spark”
• Knowledge about sectors/organisation
Key role of employers
• “Employability skills” = skills that are learned in the
workplace
• Integrating the world of work into education
• Early experience of working life / insight into jobs
and sectors
Building the business case for
investing in young people
1.
2.
3.
4.
Why do we need to make the business case?
Background
Research findings
Discussion questions
Why make the business
case?
• Youth unemployment
• Education to work transitions: longer, more difficult
• Employers:
 Lost habit
 Work experience/job specific skills
 Scared
 Customers rather than key players
 Short-term approach / don’t anticipate skills
needs
What?
Three strands:
1. Business case for investing in young people
2. Package of options – youth policy
3. Role of HR professionals /employers – awareness
raising
Business case
• Employer leaflet – top 5 reasons & support
• Full report – wider policy/employer body audience
• Research:
 Learning to Work Survey
 Employer case studies
 Employer roundtable/focus group
Is there a business case?
Learning to Work Survey:
• More than 7 out of 10 employers think there is a
business case for employing young people
• 7 out of 10 employer they have a role to play in
tackling youth unemployment (71%)
• 91 % are satisfied with their young recruits
• Those that believe there is a business case, more
likely to recruit a young person
• Need to bridge the perception to reality gap
What is the business
case?
1. Growing talent and workforce planning
2. Young people’s unique skills, attitudes and
motivation
3. Workforce diversity
4. Employer brand
5. Cost-effectiveness
How do employers invest
in young people?
• Adopt an explicit commitment to invest in young
people (link to business strategy)
• Offer access routes, in particular for non-graduates
(apprenticeships, school leaver programmes)
• Get buy-in from line managers
• Management/support – developing “work
readiness”
• Start early – engagement with education
What support is
needed?
• A more joined-up skills and employment system
• More direct support for taking on young people
(bridging the intention – delivery gap)
• Better career guidance for young people