think future: their future, your workforce – the role of...
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Think Future: their future, your
workforce – the role of employers
Tuesday 23 November Katherine Garrett, Senior Community Investment
Manager, CIPD
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Overview
• The CIPD • Learning to Work programme • The business case for investing in young people • The long-term benefits of a sustained investment in young people • Managing the future workforce – growing your investment • Steps Ahead Mentoring – helping young people into work • Resources and links • Questions!
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The CIPD in numbers
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Our purpose
Championing better work and working lives...
...by improving practices in people and organisation development... ...for the benefit of individuals, businesses, economies and society.
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Youth unemployment – 3 years ago…
CIPD says employers and the young are on different planets
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Help employers to increase and improve their engagement with young people
Help prepare young people for work
Make organisations more youth friendly
HR at the forefront of tackling youth unemployment,
future skills shortages & talent development
Learning to Work programme
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Learning to Work advisory group
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Youth Engagement Map
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The business case for investing in young people
Growing talent and workforce
planning
Unique skills, attitudes and motivations
Workforce diversity
Employer brand Cost-effectiveness
Employing young people should be part of a longer-term, strategic approach to workforce planning
5 key reasons…
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1. Growing talent and workforce planning • Survey of HR professionals found that
• 40% - grow their own workforce • 38% - Build talent pipelines
• Employers will need to fill 13.5 million job vacancies in the next ten years
• Young people are the workforce of tomorrow • Secure future growth and competitive edge • Important in light of an ageing workforce
• Today’s largest age band of workers is set to shift from 44-46 to 54-56 by 2020
• Employers concerned with replacing skills of workers who will retire over the next decade
• Knowledge transfer (older to younger workers) is key to keeping job- and organisation-specific skills in-house
• Recruiting young people is the best workforce planning strategy
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2. Skills, attitudes and innovations
• In touch with the latest learning, education, trends and technologies • Huge longer-term gains to be made from recruiting young people
with these skills
Case Study – Barratt Developments: ‘Young people doing apprenticeships, for example, often have greater technical skills. They’ve taught our older workers new, improved methods. For example a young apprentice has brought into the business a new and more sustainable way of laying bricks called ‘thin joint’ and is currently teaching this to the existing team’
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3. Workforce diversity • Young people bring something unique and ‘forward-looking’
• Willingness to learn (47%) • Fresh ideas and new approaches (43%)
• Remain competitive and building expertise for the future!
4. Employer brand • Boost reputation as an employer of choice • Positive impact on customer-awareness and competitiveness
5. Cost-effectiveness • Better in the longer-term • Less costly – buying in skills at later date • The younger the age at which an employer invests in the training
and development of an employee, the more they benefit
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More employers are investing in tomorrow’s workforce!
Apprenticeships
Over half of employers have apprentices in
their organisation
Traineeships Introduced to boost employability and
provide work experience
Work experience In 2014, over a third
increased their offering to young
people
Internships A third of
employers have interns
School leaver schemes
50% increased their offering in the
last year
Entry level roles Still a popular route
for many young people into work
• Three quarters (79%) of organisations currently employ young people aged 16-24 years old
• 72% HR professionals report that their organisation has recruited young people in the past 12 months - increase on 2013 and 2012
• Three quarters of HR professionals report that some kind of programmes aimed at young people is offered by their organisation
Source: CIPD Learning to Work Survey 2014
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Managing the future workforce – why is it important?
To realise returns on
initial investment
To create young workers who meet your
particular business need
To encourage and grow
loyalty and commitment
To help young people
progress through the
business
To reduce the need to hire
new talent and increase employee
engagement
Effective staff development practices – including management – should form part of a longer-term strategic planning requirement in order to realise the benefits of employing young people!
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Managing Future Talent: Where are the challenges?
Youn
g pe
ople
• First time in a workplace • Unsure of processes and
expectations • Remembering names,
faces and instructions! • Communicating
effectively with others in a professional environment
• Learning hierarchies and behaviours
• Learning the work environment entirely from scratch!
Em
ploy
ers
• People and time
resource • Day to day management
and longer term development
• Time required to settle in and pick up essential and basic skills
• Greater pastoral and support needs
• Lack of professionalism • Managing diversity • Legal guidelines
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Managing Future Talent
‘If you introduce and manage a young person effectively they can become part of the longer-term
fabric of your organisation’
Introducing a young person to the world of work: • Managing colleagues expectations; spending time on the
basics; establishing objectives early; meeting regularly; building trust
Providing structure and good communication: • Time management and approaching projects;
expectations-setting; being clear on behaviour and conduct; scheduling regular catch-ups
Developing and supporting a young person: • Starting gradually and recognising talent; revisiting and
reviewing objectives; providing a mentor and buddy; giving constructive feedback; helping articulate skills learned.
Long term and
sustained career
development activity –
secure future of business!
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increase and improve their engagement with young people
Help prepare
Make more youth friendly
For young jobseekers aged 18 to 24 A way to access HR expertise from CIPD members and increase their chances of success in the UK job market.
For HR professionals (CIPD members) The opportunity to volunteer to build face-to-face mentoring relationships with young jobseekers in their local area
A free, national programme especially developed by CIPD to register and match mentors and mentees via an easy to use online portal.
Steps Ahead Mentoring programme
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To find out more:
Learning to Work: cipd.co.uk/learningtowork
Steps Ahead Mentoring cipd.co.uk/ stepsaheadmentoring
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Thank you!
Any questions?