ESCALATOR COMPANIES & YOUTH MOVING UP IN THE WORLD - JOBS FOR YOUTH FACING BARRIERS
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
ESCALATOR JOBS FOR YOUTH FACING BARRIERS COMPANIES & YOUTH MOVING UP IN THE WORLD
CIVICACTION BRINGS TOGETHER SENIOR EXECUTIVES AND RISING LEADERS FROM ALL SECTORS TO TACKLE SOME OF OUR REGION’S TOUGHEST SOCIAL, ECONOMIC AND ENVIRONMENTAL CHALLENGES FOR MORE INFORMATION, VISIT WWW.CIVICACTION.CA @CIVICACTIONGTA COPYRIGHT ©2014 GREATER TORONTO CIVICACTION ALLIANCE.
CONTENTS 1. Breaking Down the Barriers / Pg. 4 2. Invest Now or Pay Later / Pg. 8 3. Meeting the Needs of Youth and Employers / Pg. 12 4. Taking Action / Pg. 14 Regional Mentorship Initiative: Connecting Youth with Role Models / Pg. 14 Employer-Designed Training & Internships: Closing the Skills Gap / Pg. 20 Engaging SMEs: Bringing Job Opportunities into the Open / Pg. 24 Transparency of Job Market: Connecting the Dots Between Supply and Demand / Pg. 26 Rounding Out 10 Opportunites / Pg. 29 5. Opportunity Knocks / Pg. 30 6. The Challenges Ahead / Pg. 34 7. Drive to Succeed / Pg. 38 Appendix 1: Project Scope and Approach / Pg. 42 Appendix 2: Summary of Stakeholder Consultations and Engagement / Pg. 44 Appendix 3: List of Taskforce Members / Pg. 46 Appendix 4: List of Emerging Leaders Working Group Members / Pg. 46 Appendix 5: Acknowledgements and Recognition / Pg. 47 3 ESCALATOR: JOBS FOR YOUTH CONTENTS
1. B
REAKING DOWN
THE BARRIERS
4 ESCALATOR: JOBS FOR YOUTH BREAKING DOWN THE BARRIERS
UP TO 83,000 GTHA YOUTH BETWEEN
15-24 ARE STUCK IN LIMBO
A region where all young people thrive, and for these youth? Many young people face Of the 880,000
where their talents and drive contribute to the barriers because of their socio-economic youth in the
regional economy. status, demographic background, or other GTHA, up to
circumstances. 9.4% are NEET
That’s our vision for the Greater Toronto and (Not in Education,
Hamilton Area (GTHA). In 2012, the Province released Ontario’s Youth Employment
Action Plan, which included a commitment or Training). We
If we are to achieve this, we have to break down to work with the private sector to see how want to close the
the barriers that prevent youth and employers to break down barriers to employment and gap between those
from making meaningful connections to the mentorship. In 2013, the Province’s Stepping that are NEET and
labour market, and build bridges that help us Up – a strategic framework to guide, focus, those that aren’t.
reach greater social and economic prosperity and maximize collective action to support
in the region. young people – noted that certain groups
require more targeted supports and opportuni-
We know that youth unemployment is high, ties to succeed. Racialized or newcomer youth.
about twice the overall unemployment rate. Aboriginal youth. Youth living in poverty, or in
Young people in Ontario (and more specifically conflict with the law. Youth in and leaving care.
the GTHA) are particularly hard hit. In 2013, Lesbian, gay, bisexual, transgender, two-spirit
the unemployment rate for Ontario youth from and queer youth (LGBTTQ). And youth with
ages 15-24 was upwards of 17%.1 In 2014, disabilities or special needs.
it’s estimated to be even higher.
Many of these groups are represented strongly
Up to 83,000 GTHA youth aged 15-24 are in the NEET category. Often, these youth are
Not in Education, Employment or Training – ready for work, or would be with a little boost.
a category called NEET.2 That’s about 10% What’s holding them back? The roots of high
of the youth in the region. unemployment rates are complex. Yet through
extensive consultation with youth, CivicAction
According to the Province of Ontario’s has identified four common barriers:
Stepping Stones: A Resource on Youth
Development, adolescents (aged 13-19) are 1. Systemic barriers weaken the social
primed for exciting opportunities. These youth networks of our target youth. Often, these
are at a developmental stage when positive young people lack connections to positive
experiences, like a supportive first-job opportu- mentors or role models who could help them
nity, can help them navigate their life transitions navigate the job market, expand their networks,
and challenges.3 Within this group of youth get job-ready and develop life skills. So they’re
facing barriers to employment are those who, unprepared to start work.
with some support, are ready for work.
2. A lack of meaningful opportunities
So what are the roadblocks to opportunity means many youth can’t gain the experience to
5 ESCALATOR: JOBS FOR YOUTH BREAKING DOWN THE BARRIERS
DIVERSE GROUPS OF YOUTH FACE COMMON BARRIERS TO EMPLOYMENT
Racialized Youth Our work is focused on the
Youth in Poverty common barriers:
Youth in Conflict with the Law 1. Weakened social networks as
Newcomer Youth
a result of systemic barriers;
2. A lack of meaningful
Youth In and Leaving Care
opportunities;
Aboriginal Youth
3. Lack of accessible and
Lesbian, Gay, Bisexual, Transgender, affordable transportation; and
Two-Spirit and Queer (LGBTTQ) Youth
4. Racism and structural
Youth with Disabilities or Special Needs discrimination.
get a job. Existing opportunities are often short- tor can contribute to tackling unemployment
term, with few prospects and limited training or among youth facing barriers. The Private Sector
mentorship to build transferable skills. Youth Jobs and Mentorship Initiative is one of
20 action items outlined in the Province’s Youth
3. The lack of accessible and affordable Action Plan (2012). Stakeholders, including
transportation can hinder economic oppor- leaders in the private sector, expressed a
tunities. Youth in marginalized neighbourhoods belief that business has a stronger role to
are often unable to reach their workplaces in a play in supporting employment opportunities
timely or inexpensive manner. Certain parts of for young people who face multiple barriers.
the region have no public transit service outside
of peak hours, or at all. Why the private sector? Government4
cannot tackle this issue alone, and must
4. Many young people experience racism work in partnership with labour, colleges
and structural discrimination when apply- and universities, community agencies, and
ing for work. For instance, some employers employers. The Government of Ontario has
perceive that certain segments of youth have made commitments to youth employment,
negative attitudes, lack a work ethic, or lack including the Youth Jobs Strategy (2013),
motivation to do entry-level jobs. Human which supports young people between the
resource systems can introduce bias, through ages of 15-29 to find work, build skills, or start
recruitment and screening processes. This their own businesses. But government-funded
discrimination can shut the door to many programs and services can’t meet all the needs
young people, even when inadvertent. of our target youth population.
These are not new problems. Youth unemploy- Companies not only have a role to play but
ment has been high since before, and certainly a keen self-interest. Engaging our target youth
after, the global economic downturn in 2008. can help employers to meet their skills gaps,
We are also aware of the additional barriers draw on a larger labour pool, represent diversity
that many youth face. What we need are new of the local population, and continue to grow
approaches. Long-term, sustainable solutions and seize opportunities. Moving forward, the
require engagement and leadership by the public, private and community sectors have to
private sector. work together in true partnership.
The Government of Ontario partnered with The harsh reality is that when young people
CivicAction to identify ways the private sec- are left behind, this costs us all. Youth face a
6 ESCALATOR: JOBS FOR YOUTH BREAKING DOWN THE BARRIERS
“A first job means more than
a paycheque. It can mean
> CAREER PATH increased self-confidence,
access to mentors, exposure
> CONFIDENCE to opportunities beyond your
> SKILLS neighbourhood, understanding
> NETWORKS the value of education, and it
builds the belief that your current
> MENTORS circumstances do not define your
> INCOME future possibilities.”
—Susan McIsaac, President and CEO, United Way
Toronto, and Director, CivicAction Board
loss of potential, confidence, self-reliance and that employers have different ways of work-
self-esteem. Society bears a huge burden in ing, depending on their size and sector. They
lost productivity and taxes, on top of higher understand that youth can have different levels
expenditures related to social supports. And of readiness for the workplace, but similar po-
businesses lose out on the talent they need to tential. And they focus on proven interventions
sustain growth and development. around the core challenges of long-term
youth unemployment, which we heard through-
We must support youth – especially youth out our consultations. We’ll leverage the
facing barriers – to succeed in the workforce. wealth of existing infrastructure that remains
We must remove barriers to getting that first committed to serving our target youth popula-
positive experience in the workforce, so they tions, and work with organizations poised to
can realize their full potential and contribute to make these changes.
building more vibrant communities. If we don’t
invest now, we’ll pay far more later. We call this action plan Escalator: Jobs for Youth
Facing Barriers. Because it’s about the many
CivicAction spent several months working with steps needed along the way to successfully
employers, youth, community agencies, labour and connect youth to their first job. And it’s about
governments, harnessing their wisdom, and chart- companies and youth moving up in the world.
ing a path forward – a regional action plan that will
address unemployment among youth who face In developing this strategy, we have started
barriers (see Appendix 1 for scope of work). to build real momentum – our escalator is
This work has led to a set of proposed cost-effec- moving up and we invite everyone who can
tive and results-oriented solutions. These actions make a difference to join us.
will link youth facing barriers to employment with
more job opportunities and support to enter the
labour market.
The actions connect with and complement the
larger ecosystem comprising youth, community
agencies, business and government, for a holistic
approach to the problem.
These solutions articulate how to work
more effectively with business. They recognize
7 ESCALATOR: JOBS FOR YOUTH BREAKING DOWN THE BARRIERS
2. INVEST NOW OR
PAY LATER
8 ESCALATOR: JOBS FOR YOUTH INVEST NOW OR PAY LATER
BUSINESS HAS TO BE INVOLVED AND
CAN MAKE A DIFFERENCE.
What happens when significant numbers of A TD Economics
young people – youth who could otherwise be study identifies
assets to our workforce – are on the outside UNEMPLOYMENT RATES ARE the “scarring ef-
looking in? For youth, society and the business DISPROPORTIONATELY HIGH fect” – a period of
community, the costs are enormous. FOR CERTAIN GROUPS unemployment at
time of entry into
the labor market,
Youth (15 – 24) in specific groups face
Costs to Youth which is associated
unemployment rates that are
higher than for non-visible minority youth with persistently
All young people have strengths. It is in our lower wages many
collective best interest to nurture them, and give Non-visible minority 19.5 years thereafter.
youth every opportunity to fulfil their potential Visible minority 23.9 TD estimates the
and contribute to the resiliency of their commu- scarring effect in
Black 28.0
nities.5 According to Stepping Stones, today’s Canada to be $12.4
Korean 27.4
youth are more likely to hold many jobs in their billion over the next
lifetime, and perhaps have multiple careers. South Asian 24.6 18 years.11
Youth need a wide set of skills to ensure success Southeast Asian 23.9
in life and the workplace, and to manage and West Asian 23.9 For high school
respond to tomorrow’s challenges.6 Chinese 23.7 dropouts spe-
cifically, the loss of
Arab 23.6
Without offering the opportunity to develop earning potential
Aboriginal 24.9
essential skills or personal networks to enter the is enormous. The
labour market, we put young people at risk of Canadian Council
poor economic, social, and personal outcomes. Source: Statistics Canada. 2011 National Household Survey (NHS). on Learning re-
Data is for the Toronto CMA.
ports that collective
While the unemployment rate for youth in lifetime loss (each
general is high, it’s even higher for specific • For visible minorities, the unemployment dropout over a
populations of young people. numbers are nearly 33% of 15-19 year-olds 35-year span)
and over 20% of 20-24 year-olds.9 at $307 billion.12 13
Research by RBC for CivicAction drilled down
to understand employment for three groups • For newcomers, 31% of those 15-19 and
in particular: Aboriginal, visible minority, and 21% of those 20-24 are unemployed.10
newcomer youth. The results show a gap
between youth overall and certain groups, The lack of economic opportunities costs our
and emphasize the need for action. target youth who face barriers to employment
far more than a paycheque. When job pros-
• The total youth unemployment rate is pects are dim, when barriers to entry are high,
28% for youth aged 15-19 and 18% for when hope seems remote, some youth may
youth aged 20-24.7 believe they have little to offer the workforce,
and can become disengaged.
• For Aboriginal youth, 35% of those aged
15-19 and close to 20% of those aged A lack of economic opportunity is cited among
20-24 are unemployed.8 poverty and racism as one of ten roots of youth
violence, as noted in 2008’s Review of the
9 ESCALATOR: JOBS FOR YOUTH INVEST NOW OR PAY LATER
Roots of Youth Violence report to the Ontario
Government. When combined, these roots
of youth violence can lead to conditions — also
known as immediate risk factors — that put
some young people at risk of being involved
in serious violence:
• A deep sense of alienation and low
self-esteem;
• Little empathy for others and impulsivity;
• A belief that they are oppressed, held down
or unfairly treated, with no part or stake in
the broader society;
• A belief that they have no way to be heard
through other channels; and
• No sense of hope.14
Youth who face barriers to employment may ex-
perience the shame and frustration of not being
able to support their families, and additionally
of relying on government support. This accentu-
ates the sense of isolation, alienation and clear
messages of “otherness” and exclusion.15
How can today’s youth develop the resiliency
required to ensure their employability, future
earning power, overall well-being and fulfill-
ment? It’s critical that youth are supported to
gain skills through further education, training,
and work experience in their early adult years.
Costs to Society Costs to Employers The Canadian
Council on Learn-
If job opportunities fail to materialize, the costs Companies also experience a direct economic ing estimates the
to youth lead to broader societal costs we all impact. When tens of thousands of young collective loss of
bear – lost output, and increased pressure people are effectively excluded from job tax revenue from
on social supports (e.g. health and social opportunities, this greatly narrows the local la- high school drop-
assistance, etc.). bour pool. Companies can’t plan their workforce outs at $115 billion
as effectively, or enjoy as diverse a workforce. (over 35 years), and
One study, conducted by researchers from the lifetime private
Columbia University and City University of Moreover, many employers are hindered by an health care costs at
New York, calculated the short- and long-term inability to fill skills gaps – an economic and $623 billion.17 With
economic burden for youth in U.S. who aren’t competitive disadvantage. 20% of Canada’s
in school or working. The cumulative lifetime youth living in the
burden to society was conservatively estimated These gaps have several dimensions. The GTHA, 9.4% of
to be $1 million per youth.16 Higher Education Quality Council of Ontario those being NEET,
notes that for some employers, the skills gap that has major
The message is clear. If we don’t give youth is one of poor core skills.19 For others, the gap consequences
facing barriers the support to successfully means an absence of workers with the right for this region.18
transition into the workforce, the costs to credentials, or simply a shortage of workers
society are staggering. period. Some of what’s labelled a skills gap may
actually be an experience gap.
10 ESCALATOR: JOBS FOR YOUTH INVEST NOW OR PAY LATERKEY THEMES IN STEPPING UP
Coordinated & Youth
Friendly Communities
Diversity, Social
Inclusion & Safety
Education, Training
& Apprenticeships
Health
& Wellness
Youth
Strong, Supportive
Friends & Family
Our work is
focused
Employment on a critical
& Entrepeneurship component
of youth
Civic Engagement development
& Youth Leadership
Stepping Up is Ontario's strategic framework to guide, focus, and maximize collective action
to support young people. The smaller circles closest to the core represent important early
interactions for youth, while those further out represent the channels through which they grow
to become members of the broader community.
Leading business organizations in the GTHA The skills gap in
and Ontario have placed a high priority on The private sector can benefit from hiring Ontario is a long-
developing a 21st century workforce and taking youth facing multiple barriers. Many of these term threat to the
steps to reduce the skills mismatch. benefits are identified on pages 32-33, they viability of many
include: productivity gains, avoided turnover businesses. It
In Toronto as a Global City: Scorecard on costs, lower wage and recruitment costs, tax already costs the
Prosperity – 2014, the Toronto Region Board of incentives, enhanced brand image, deeper economy roughly
Trade called again for “a better match between employee engagement, tech savviness, and 3.75% of GDP per
the skills of Toronto’s labour force and the skills a diverse workforce that is reflective of their year, according to a
demanded by the market place”.20 In a 2014 customer base. 2013 study by The
survey, the Ontario Chamber of Commerce Conference Board
found roughly 25% of businesses in Toronto of Canada.23
can’t fill a job because they can’t find someone
with the right qualifications.21 The Chamber
called on businesses to play a greater role
in training.22
11 ESCALATOR: JOBS FOR YOUTH INVEST NOW OR PAY LATER3. MEETING THE
NEEDS OF YOUTH
AND EMPLOYERS
12 ESCALATOR: JOBS FOR YOUTH MEETING THE NEEDS OF YOUTH AND EMPLOYERSSupporting entry into work is imperative for • focus on the demand side (i.e. direct needs
youth, society and businesses. With tens of employers), in addition to the supply side
of thousands of youth facing barriers to em- (i.e. needs of job-seeking youth);
ployment – a situation that leads them to be
discouraged and disconnected – the costs • break down barriers that prevent employers
of inaction are huge. As are the opportunities from accessing young talent and that prevent
when we decide to take action. youth from achieving employment outcomes;
We set out to understand how some leading • target youth facing multiple barriers that are
initiatives in the GTHA and around the world the most job-ready (i.e. with moderate train-
are tackling this issue and engaging business. ing, mentorship, and experience); and
Our focus wasn’t necessarily on creating new
programs or organizations, but on doing things • focus on how private sector employers can
differently to achieve the desired outcomes. increase opportunities for job-ready youth,
while meeting their business objectives.
To inform discussions with leaders and youth
across the region, we enlisted a pro bono team There are many causes of youth unemployment,
from Accenture to analyze more than 100 pos- and of the barriers that many youth face. No
sible interventions pertaining to youth and jobs. single action will solve them all. As a society,
These efforts revealed missed opportunities to we must address issues ranging from education
maximize private sector involvement: to housing, poverty to addiction, and crime to
discrimination.
• the majority of interventions are government-
funded and non-profit-led, with the private Private sector employers are not in the business
sector involved as a secondary stakeholder; of youth outreach or social work. They know
that partnerships with community agencies are
• scaling is a significant challenge due to essential to provide wraparound services and life
resource constraints, program requirements, skills training our target youth need. However,
and difficulties recruiting suitable youth; they are in business. And these businesses have
openings for first jobs, and employees who want
• few interventions report on success – and to contribute to the community. The benefits of
even fewer have rigorous evaluations; and these actions – in terms of meaningful job
opportunities, filling skill gaps, and overall
• most interventions focus on the job seeker economic opportunities – are mutual. GTHA
rather than employer needs, and don’t always employers can do well by doing good. CivicAction as-
align with business objectives (limiting the sembled a task-
case for employer support). Though we focus on four initial actions, the force and working
remaining six have merit and should be pursued group, with senior
While traditional approaches have been fo- in the medium-term. With these actions, one size and rising leaders
cused on government and non-profit organi- does not fit all. The suite of four initial actions representing key
zations, a new approach would better align offers opportunities for youth at different stages stakeholder groups.
employment and training services with demand of their journey to work. Youth closest to employ- We held 11 focus
in the private sector. Don Drummond’s Commis- ment, who may lack the right network, credentials groups with youth.
sion on the Reform of Ontario’s Public Services or experience, stand to benefit the most. (See Appendix 2
report recommended that employment and train- for a summary). We
ing programs be better organized and evaluated These four initial actions are complementary. convened 6 round-
against labour-market success factors. For the greatest impact, we need to offer them tables across the
in tandem, to achieve exciting synergies (e.g. GTHA to consult
Our work led to 10 possible actions with great mentoring and training as a source for job employers, com-
potential for private sector leadership. We then candidates). Initial launches could cluster around munity agencies,
prioritized four initial actions to increase the geographic areas with high concentrations of academia, labour,
role of employers in preparing our target youth youth facing barriers, and potential opportunities. government and
for work and preparing employers to hire them. youth across the
Why these 10 actions? They: For each action, we have outlined the key com- GTHA. Our goal: to
ponents to a successful launch in the GTHA, and identify potential
• have the potential to get more youth facing next steps. Moving forward, it’s important to iden- private sector-led
barriers into jobs faster; tify who is best placed to drive immediate impact, actions that would
measure progress, learn, refine, and scale. benefit both youth
• highlight systemic changes rather than and employers.
short-term fixes;
13 ESCALATOR: JOBS FOR YOUTH MEETING THE NEEDS OF YOUTH AND EMPLOYERS4. TAKING ACTION
ACTION 1
REGIONAL MENTORSHIP
INITIATIVE: CONNECTING
YOUTH WITH ROLE MODELS
14 ESCALATOR:
ESCALATOR:JOBS
JOBSFOR
FORYOUTH
YOUTH SECTION TITLE
REGIONAL MENTORSHIP INITIATIVEThe Call for Action Targeted Action: A regional youth
mentoring coordinating body
Would you want to navigate new terrain without
a map, GPS or guide? When appropriately deliv- Many private sector employers are seeking
ered, mentorship can provide youth with positive meaningful volunteer opportunities for their
role models to help chart a path from where they employees, for personal and professional
are to where they might want to be. development. The 2020 Workplace cites that
4
80% of 13-25 year olds surveyed seek to work
Mentors can help youth who face barriers to em- for an employer that cares about its impact and
ployment learn where jobs exist and how to get contribution to society.25 Companies are also
them. They can share life lessons and life skills. looking to give back to the communities where
Just as important as navigating the job market, they operate.
role models can help youth understand what’s
required to succeed. A regional mentoring coordinating body makes
it easier to connect employers to community
For our target youth, a mentor who has more agencies and will be a true partnership model.
recently entered the workforce (e.g. millennials) Centralizing mentoring programs will be an
will have firsthand experience about how to get a asset to employers and agencies. Establishing
foot in the door and the essential skills needed.24 common guidelines for participating mentoring
Mentors can support the sort of self-discovery and programs will also help improve employment
exploration of career paths that helps youth under- outcomes, for youth and for employers.
stand how their unique gifts can lead to a job.
A positive mentoring relationship can also help Making it Work THE
break down misperceptions, promote accep-
tance and build trust. Youth who have an ally in For this to succeed, a number of organizations FOUR
ACTIONS
their success may feel increased hope. will need to play a role. The coordinating body
will establish guidelines and assure program
Employers, too, benefit when they mobilize and quality, recruit employers, link them to com-
support their staff to become mentors. Mentor- munity agencies that run mentoring programs 1. REGIONAL
ship allows a wide variety of companies, includ- across the GTHA, train mentors, and evaluate
MENTORSHIP
ing SMEs, to deepen involvement in their com- the program. Ideally, employers will promote
munities. Mentorship is a cost-effective way for and sponsor the coordinating body and recruit INITIATIVE:
employees to develop valuable soft skills. And it’s mentors. Community agencies will recruit youth CONNECTING YOUTH
an investment in our region’s talent pipeline. and orient both them and incoming mentors.
WITH ROLE MODELS
Over time, mentors can also gain insight into Employers should mobilize their workforce, in
2. EMPLOYER-
how employers may inadvertently put up barriers particular millennial employees, who are early
for certain groups of youth, and learn ways to enough in their career to relate to young people DESIGNED TRAINING
attract a diverse array of talent. preparing for their first job, and want to give & INTERNSHIPS:
back to their communities.
CLOSING THE
Meeting the Need Community agencies play a vital role in this SKILLS GAP
partnership model. First, it’s essential to recruit
Many mentoring programs exist across the community partners that work with youth at the 3. ENGAGING SMEs:
GTHA, some focused on supporting our target margins. The challenges these youth face can BRINGING JOB
youth. However, many employers are unaware of be overwhelming (e.g. hunger, health concerns,
OPPORTUNITIES
these programs, which are often just one part of housing, violence, neglect, etc.). Our target youth
what community agencies offer youth to prepare look to community agencies for support with INTO THE OPEN
them with life and employment skills. these and other needs – challenges that often
hold them back from fully participating in oppor- 4. TRANSPARENCY
Often, a lack of dedicated funding limits the tunities to better themselves. OF THE JOB
scope, reach, sustainability and scalability of
MARKET:
these programs. Without a centralized database Second, community agencies can share men-
of youth mentoring opportunities, employers toring best practices, and help employers learn CONNECT THE
have limited access to mentoring programs about working with youth facing barriers. Third, DOTS BETWEEN
run by community agencies that hold vital agencies can be involved through referrals and ac-
SUPPLY AND
access to, and relationships with, otherwise cess to wraparound supports, as needs arise for
hard-to-reach youth. young people during the mentoring relationship. DEMAND
15 ESCALATOR: JOBS FOR YOUTH REGIONAL MENTORSHIP INITIATIVE“
Our target youth themselves are a key partner. opment opportunities (including training as
They will be asked to commit to the program, and mentors), as well as volunteer recognition and
provide feedback for continuous improvement. support from their employer.
We are looking for an existing non-profit organi- • For community agencies: Agencies will
zation to act as the regional coordinating body. gain access to a larger pool of screened and EMPLOYER
To succeed, this organization should have: trained mentors, and develop long-term corpo- PERSPECTIVES
rate relationships. Staff can focus resources
• a mandate and priorities aligned with on youth outreach, engagement and wrap- “The health and
our vision; around supports, while ultimately increasing future of our soci-
access to mentoring for more youth. ety requires that
• a strong record of employer engagement and every generation is
serving youth facing barriers to employment; engaged effectively.
NEXT STEPS When 10% of our
• the ability to help secure necessary funding youth population
required to sustain the initiative; and 6-12 months faces significant
1. Secure an existing organization to serve as barriers to educa-
• a willingness to work with agencies outside regional coordinating body. tion engagement
their network through launch and rollout. and employment,
2. Confirm partners and convene working group our entire society
Along with the private sector, the role of for initial launch including employers, community suffers socially and
government as a major employer, is to mobilize agencies, and youth. economically. One
the participation of their own employees as way the private
mentors. The government also plays a critical 3. Establish terms of a partnership model sector can sup-
part in: 1) continuing to invest in agencies par- between lead organization, employers, port at-risk youth
ticipating in this initial launch; and 2) ensuring community agencies and youth. in overcoming
that agencies are adequately supported to pro- these challenges is
vide ongoing referral and wraparound services 4. Establish targets and set goals for the through mentorship
to youth facing barriers to employment. initial launch. programs connect-
ed to education and
5. Develop guidelines leveraging best practices employment.”
Measuring Success and resources of existing mentoring programs,
particularly those focused on employment out- —Caroline Booth,
• For youth: Increased access to mentorship comes and/or youth facing barriers. Senior Vice
opportunities that support all stages of the President and
job search, and to a diverse group of men- 12-18 months Chief Procurement
tors to start building a professional network. 1. Evaluate progress and refine the partnership Officer, TD Bank
Beyond the number of youth engaged, model as needed in order to roll out to more Group
success will hinge on whether mentees employers and community agencies.
feel more confident/prepared for work, and
whether their network has expanded. 2. Establish connections to job training and
recruitment programs, in particular those aimed
• For employers: Increased numbers of at employing youth facing barriers. We envision
employers involved in mentorship programs. that employers seeking entry-level or low-skilled
For these companies, success also means labour will see value in hiring the mentees.
a positive impact on their brand and reputa- Action #4, increasing transparency of the job
tion, a way to provide volunteer opportunities market will support this.
to their employees and grow their skills, and a
chance to expand the support of communities
where they operate. Mentors can develop a
deeper understanding of the barriers facing
youth and the opportunities to improve prac-
tices in their own organization.
• For mentors: A greater variety of mentoring
opportunities (e.g. group, speed, one-on-one)
will cater to the interests and abilities of a
wider pool of mentors who want to support
youth. Mentors will also get their own devel-
16 ESCALATOR: JOBS FOR YOUTH REGIONAL MENTORSHIP INITIATIVESUCCESS STORY
JEROME
CLARKE-SINGH
“RIGHT CONNECTIONS
CAN LEAD TO A NEW
CAREER PATH”
Jerome was born and raised in
London, England, where he was
caught up with the wrong crowd
and had a few brush-ups with the
law. His family moved to Canada
when he was 16, to put him and his
twin brother back onto a positive
path. Growing up in Brampton,
he connected with the right circle
of mentors, gained experience
through part-time jobs, and went
on to partner with another young
entrepreneur to begin working
as a cinematographer.
“Having the experience working
in part-time jobs helped me envision
a career path, boosted my self-
confidence, and helped me gain
appreciation for the value of
education,” says Jerome. Jerome
is dedicated to making a difference
in his local community, and is
currently studying law.
>>
17 ESCALATOR:
ESCALATOR:JOBS
JOBSFOR
FORYOUTH
YOUTH SECTION
YOUTH PROFILE
TITLECASE STUDY Can a regional coordinating body deliver enhanced employment outcomes for youth, mentors and employers? The Mentoring Partnership, a program of the Toronto Region Immigrant Employment Council (TRIEC), while not focused on youth aged 15-24, is an encouraging model to learn from. TRIEC has successfully facilitated over 9,000 occupation-specific mentoring relationships between recently-arrived skilled immigrants and established professionals. There are parallels to our focus; skilled immigrants, like our target youth, lack the social capital that leads to opportunities. The Mentoring Partnership supports the col- laboration of 13 community agency partners, and has worked with over 25 employer partners annually during the last 10 years. Corporate partners promote the mentoring opportunity internally to staff and identify suitable, qualified mentors. Community partners deliver the program by matching mentors with skilled immigrants and supporting the mentoring relationship. After completing a four-month mentoring relationship, 70% of mentees have found a job in their field (at the appropriate level) within six months, and over 80% within one year. Through the mentoring relationships, employers also changed their perceptions towards hiring new immigrants. Employers continue to seek new hires through The Mentoring Partnership because of the value they’ve experienced from having new immigrants in the workplace. The Mentoring Partnership model has been adapted by more than 10 other Immigrant Employment Councils across Canada, through the ALLIES National Mentoring Initiative, as a proven strategy to improve employment outcomes for skilled immigrants. 18 ESCALATOR: JOBS FOR YOUTH REGIONAL MENTORSHIP INITIATIVE
19 ESCALATOR:
ESCALATOR:JOBS
JOBSFOR
FORYOUTH
YOUTH SECTION TITLE
REGIONAL MENTORSHIP INITIATIVEACTION 2
EMPLOYER-DESIGNED
TRAINING & INTERNSHIPS:
CLOSING THE SKILLS GAP
20 ESCALATOR:
ESCALATOR:JOBS
JOBSFOR
FORYOUTH
YOUTH SECTION TITLE
EMPLOYER-DESIGNED TRAINING & INTERNSHIPSThe Call for Action ing candidates graduate with the skills required
in the workplace. Having a non-profit partner,
Certain industries anticipate increasing demand meanwhile, brings the experience, connections
for entry-level workers, and fear a skills gap will and resources that employers need to fully sup-
limit their growth and productivity. Without ac- port youth facing barriers to employment.
cess to adequate training opportunities, many
youth lack the skills – technical and/or soft – to
qualify or succeed in entry-level positions. Making it Work
Where can youth facing barriers to employment This programming is most successful when an
gain these skills? employer (or group of employers) provides the
in-class training, with a non-profit organization
Many entry-level internships target post-sec- acting as the administrative backbone.
ondary students. What about youth that haven’t
completed school? Training programs that do Securing early employer champions can solicit
support youth facing barriers to employment buy-in and commitment from other employers
don’t always align with employer needs. While in the region. A non-profit organization, led by
providing valuable experiences, many programs a Board of Directors in industry, would help
don’t necessarily result in employment. And recruit, train, and place youth into internship
few leverage the potential investment from com- positions. To succeed, the program should have:
panies to build the workforce in sectors facing
skills or labour shortages. • Employer-designed curriculum.
Training materials and curriculum designed
To close this gap, it’s vital for employers to work by industries and companies, including best
jointly with governments, educational institu- practices for diverse learning styles and needs
tions and non-profit agencies to design, deliver, of certain groups (e.g. methods of knowledge
and recruit for these programs. A collaborative transfer in Aboriginal communities or unique
approach will ensure the required supports needs of youth with learning disabilities).
that young people need to prepare, secure and
ultimately keep their first job. • Employer-sponsored fundraising.
Employers champion this effort, and fund
The education system has primary responsibil- start-up/operating costs, and internships.
ity for developing the relevant skills of young Private sector funding gives employers a
people. However, businesses also have a commitment in training a future workforce.
responsibility to provide workers – current and
potential – with the demand-based training they • Industry collaboration. Companies can
need to be successful employees. tackle a common challenge – getting entry-
level employees with critical skill sets to fill
current and future workforce needs. A broad
Meeting the Need platform with built-in resources and support
will help all companies commit to supporting IT is one industry
An employer-designed, non-profit-led model will youth training. that’s primed for
improve the current training systems designed training and intern-
for youth facing barriers to employment. The program should focus on the most promis- ship for entry-level
ing youth candidates– those that are motivated positions. This is a
Targeted Action: An employer-designed to succeed. Community agencies play a key fast-growing sec-
training & internship program. role in identifying potential participants, and tor compared to
ensuring they can access the supports they the economy as a
This program model will address gaps in the need (e.g. housing, healthcare, mentorship). whole, has a high
current training landscape. Many large employ- Employers need that readiness from interns, as need for skills,
ers train new recruits, and provide internal much as youth need it for themselves. Achieving and is attractive
training for entry-level positions. However, most and tracking high success rates will help the to youth. Toronto
programs are for new or continuing students. program obtain the necessary buy-in to grow. is home to about
They are not generally equipped to provide the one-third of the
wraparound services and life skills training our country’s tech com-
target youth need. Measuring Success panies, employing
more than 178,000
Employer-designed curricula place business • For youth: exposure to employers, valuable people, making it
needs at the centre of training design, ensur- on-the-job experience with specific skills, and an ideal target.26
21 ESCALATOR: JOBS FOR YOUTH EMPLOYER-DESIGNED TRAINING & INTERNSHIPS“
a reference for future work placements.
• For employers: improved process of CASE STUDY
attracting and retaining youth, and reduced
risk of hiring as a result of short-term place- What kind of training and internship model
ments and certified training (through indus- could have an impact on our target youth? EMPLOYER
try-lead programs). By pooling resources, The Technology Service Corps (TSC) pro- PERSPECTIVES
a coalition of employers increase their gram, delivered by the non-profit NPower,
impact on reducing barriers to employment has achieved great success in the U.S. “The rising
for our target youth. with sites in New York and Dallas, and is number of young
expanding to the Toronto region. TSC is people who are
Youth who face barriers to employment an intensive 15-week program (classroom unemployed,
and employers alike gain from this type of training based on an industry-designed under-employed, or
program through: curriculum, and professional skills training lack skills needed
from corporate volunteers), a technology for sustainable
Training: a cohort of job seekers trained certification, and a 7-week paid internship employment is a
with broad employment skills that are in high from an industry partner. growing challenge.
demand; youth trained with skills targeted to Through IT skills
the specific industry/sector; and a curriculum More than 80% of NPower alumni are training and
designed with employer outcomes in mind, either employed or pursuing higher certifications
to serve specific needs and skills gaps. education within one year of completing for youth we are
the program. providing the
Internship: through experiential-based learn- expertise necessary
ing, short-term employees gain the foundational In the long-term, a program like this can for careers in IT,
skills to succeed in a job; employers can train have exponential economic impacts. The while addressing
and develop potential employees with low- average cost invested in participants is a skills gap in
risk; youth have the job experience to secure about $5,400 per student and $8,400 the Canadian
continued employment or another position in for an employed graduate – a mod- marketplace. The
the industry. est investment that will reap a lifetime private sector is
of rewards. According to NPower, the uniquely placed
Ongoing employment: employees are trained Social Impact Value comes to $170,000- to provide our
with requisite skills; the current employer $280,000 per student. young people with
shapes on-the-job training, best practices, and specialized skills
work habits; youth get the experience to help Any way you calculate it – the lifetime and tools for
other youth understand program requirements. earnings differential of program graduates success in today’s
(compared to a minimum wage career), workplace.”
the additional government contributions,
Next Steps and the possible ripple effects —Paul Semak, Vice
(contributions to the community, breaking President Sales,
1. Identify skills gaps in the GTHA and estab- a cycle of generational poverty, etc.) Central Canada,
lish a winning coalition of employers to invest – the individual and social return on Cisco Systems
in training. Connect with a larger group of investment is huge.
employers to provide internships.
2. Document the model and track successful
outcomes (where participants go) to inform
ways to adapt and expand. Leverage the
delivery model and best practices, to define
a roadmap for program start-up and success.
3. Adapt the model for other sectors. Conduct
a deeper dive of alternate, low-skill model
options. Programs aligned to industries with
anticipated skills shortages will be the most
successful in the long term, with outcomes
aligned to business needs. For example,
tourism and hospitality employs 315,000
people across the Toronto Region, and is
another potential target sector.27
22 ESCALATOR: JOBS FOR YOUTH EMPLOYER-DESIGNED TRAINING & INTERNSHIPSSUCCESS STORY
CARLOS MCDONALD
“A BETTER START”
Carlos McDonald was raised in care,
and is determined to give his family
a better start. This father of a 4-year
old daughter is doing his best to
make ends meet to support him and
his family, and recently went back to
school. “This is a call for the private
sector to do a little bit more when it
comes to putting young people to
work,” says Carlos, a member of the
Youth Leaving Care Provincial Panel
and CivicAction’s Taskforce. “As
a young father having my first
job allowed me to provide financial
support to my daughter. It’s impor-
tant for my family’s future.”
>>
23 ESCALATOR:
ESCALATOR:JOBS
JOBSFOR
FORYOUTH
YOUTH SECTION
YOUTH PROFILE
TITLEACTION 3
ENGAGING SMEs: BRINGING
JOB OPPORTUNITIES INTO
THE OPEN
The Call for Action Meeting the Need
Almost 9 in 10 (88.5%) private sector jobs in We know that our target youth often lack the
Ontario are related to small- and medium-sized social networks to find employment. As a result,
enterprises (SMEs).28 As we learned in our they may experience difficulty accessing jobs in
roundtables and interviews across the region, their own backyard.
these employers have a need for entry-level
workers. Yet SMEs often have limited resources Focusing on the SME segment of employers
for recruiting and hiring. They seldom use job will help youth facing barriers to employment
boards, and rarely seek to recruit youth access more “hidden” jobs – opportunities
through local agencies.29 Moreover, existing that they otherwise need those networks
job banks and employment infrastructure to discover.
serving youth are small-scale and often
operate at the community level. We can also help employers access low-cost
Human Resource support, and connect to
There’s an opportunity to engage SMEs youth who are ready to work. And, we can help
and connect them to recruiting and match- community agencies understand collective
ing services that meet their needs. Why would demands and trends, and find more entry-level
employers be motivated to hire outside their opportunities across a greater range of employ-
traditional networks? They will if they have: 1) ers suitable for youth.
Human Resource support for identifying and
hiring talent; 2) access to low-cost, personalized Targeted Action: Engage networks
services; and 3) successful experiences bringing of SMEs to share their labour needs,
on reliable, trustworthy entry-level employees. get support with their hiring, and
participate in centralized and accessible
As they become engaged and feed job post- job recruiting and matching platforms.
ings into centralized platforms, SMEs will help These platforms can connect SMEs
us paint a bigger picture of entry-level demand. and our target youth, starting with
With that aggregated view, youth and communi- a specific community.
ty-based employment agencies will gain better
data to track opportunities, match candidates, We need to reach out to SMEs, understand
and identify skills gaps. their needs, and enable them to recruit and
24 ESCALATOR: JOBS FOR YOUTH ENGAGING SMES & AGGREGATING OPPORTUNITIES“
hire youth. Starting with a local, small-scale Identify advisors who can mentor SMEs and
launch will allow us to test and refine the encourage them to hire local youth.
best approach.
Engage technology partners: Involve them
To do that, we can leverage existing networks, at an early stage in the design and execution of
such as business improvement associations the pilot, to determine how best to aggregate
(BIAs) or partners that provide services to SME opportunities onto a robust platform. The EMPLOYER
SMEs (e.g. accountants) and/or have a signifi- platform proposed here should be the same as PERSPECTIVES
cant vendor base (e.g. banks or telecommuni- the one used to increase transparency of the
cations companies). These networks can help job market (see action #4). When Peter
reach out to SMEs, build awareness of services Tolias finished high
that exist, and get them to share their postings school, he didn’t
on centralized platforms. Measuring Success know what he was
good at or what he
There’s no need to invent a new platform. We Some measures are quantitative, like the should do. At the
can partner with existing platforms, which are number of agencies connecting youth to local YMCA, he took ad-
often designed for large employers, and help opportunities, and the percentage increase in vantage of a subsi-
them reach new audiences. By working in part- those opportunities (job openings that are now dized career coun-
nership, we have an opportunity to expand SME publicly accessible). Others are qualitative, selling service and
participation on virtual job boards, leading to such as the level of satisfaction of SMEs with uncovered his tal-
improved labour market information for all. hiring and job outcomes. ent in landscaping.
For more than 12
Solutions should connect employers and job- years, Peter has run
seekers in similar geographic areas. Some Next Steps Tolias Landscap-
employment barriers that youth face are a ing and Plowing
function of geographic isolation, transportation 1. Select target communities based on need Inc. in Mississauga.
challenges, and the disconnect between their and potential impact. As someone who
community and perceived job opportunities. prospered from
A neighborhood-based solution will address 2. Establish a working group with partners, having mentors and
these barriers and engage key stakeholders. including SMEs, to assess and segment SMEs’ a helping hand, he
needs, then develop and implement a strategy in turn looks to give
for a specific community. a break to young
Making it Work people. “Hiring
3. Launch outreach to SMEs to highlight the young people is
Pick the right areas to start: In the first benefits of participation, offer them helpful a pipeline for new
stage, start with a narrow geographic focus to information and services related to hiring and talent in my com-
test the process. We should select communities online platforms, and showcase the youth in pany. This is about
that have: their communities. getting young
people to work,
• a significant employment base (including 4. Test SME engagement and steps to drive and building our
SMEs); postings onto a platform, and monitor future economy.”
outcomes for SMEs, youth agencies, youth,
• populations of youth that face multiple and other partners.
barriers to employment;
5. Make adjustments to the model.
• existing social infrastructures (e.g. a
community hub or similar centres); and 6. Create a strategy to scale up the solution –
from one community (short-term), to adapting
• sufficient potential partners (e.g. local the solution to more communities (medium-
branches/offices of large corporate partners term), to feeding into an integrated public-pri-
that service SMEs, and well-connected vate labour market for all job seekers in Ontario
industry associations, BIAs, chambers of and Canada (long-term).
commerce, etc.).
Connect multi-sectoral partners to ensure
end-to-end linkages: Establish partnerships
with business associations, large corporate
partners, and community-based youth-serving
agencies to engage SMEs in the initial launch.
25 ESCALATOR: JOBS FOR YOUTH ENGAGING SMES & AGGREGATING OPPORTUNITIESACTION 4 TRANSPARENCY OF THE JOB MARKET: CONNECTING THE DOTS BETWEEN SUPPLY AND DEMAND 26 ESCALATOR: JOBS FOR YOUTH SECTION TITLE
The Call for Action For youth facing barriers to employment, this will
make it easier to access the information they need
Young people can’t access work if they don’t to land a first job, a critical step to a sustainable
know which opportunities exist and what skills career path. For employers, the wider and easier
are needed to meet them. Business, govern- availability of the right data will help to reduce the
ments, think tanks, professional associations, skills gap and labour shortages.
and others collect and make available reams
of data on labour market trends. Much of this
information can be difficult to access and Making it Work
digest. It can be dry, confusing, and poorly
packaged for youth, and may not be focused Get access to information about jobs
on those facing barriers to employment.
In creating a GTHA prototype, we aim to work
Government isn’t the only entity collecting this through existing technological infrastructure
data. Online jobs boards have huge amounts of and relationships.
real-time data, as jobs are posted that list skill
requirements and compensation, and as users Technology companies (e.g. LinkedIn, Monster,
register. Most of this data, however, isn’t made Workopolis) are sitting on mountains of data due
publicly available. to the number of users and jobs posted on their
sites. Other existing platforms such as Who Plus
Industry associations, unions, planning boards, You or the federal government’s job boards are
and private sector companies themselves also additional sources of data. At the intersection
collect labour market data about specific where supply and demand meet, the technologi-
industries or organizations. Again, much cal infrastructure already exists with players who
of it isn’t publicly available; the data that is can mobilize the resources needed to expand
published tends to be high-level and not these services to better serve youth. Govern-
particularly useful for youth. There is little to ments also hold data on jobs and employment
no coordination among producers of labour trends, and can help inform youth about growing
market information.30 sectors and future opportunities.
Youth outreach workers and agencies – and The challenge is to package and make public
youth themselves – need clearer information the job market information in a way that’s clear,
on job needs, openings, wages and place- relevant and digestible for our target youth.
ment rates. A report by the Advisory Panel on
Labour Market Information for Canada’s Forum Reaching youth
of Labour Market Ministers found that wage,
job description, and job requirements was the To increase transparency, we will need to go
most sought after information by community directly to youth, putting the information right
agencies, academia, governments, business into their pocket, through their mobile devices
and labour, while 72% of respondents cited the using applications such as BBM, Twitter, or
need for information about vacancies.31 This will Facebook. Today’s youth have a reliance on
be invaluable to the nearly 100,000 area youth communications technologies and networks
disconnected from the labour market, and the to access information.32
nearly 1 million youth in the region overall.
A 2014 study from MediaSmarts found that
Canada’s youth are highly connected. In fact,
Meeting the Need 39% of students sleep with their phone. By
grade 4, nearly one-quarter of students have
We require a more centralized and coordinated a mobile device. That percentage rises to 52%
approach to informing young people (especially by grade 7, and 85% by grade 11. The study
those facing barriers to employment) about jobs found that cellphones and smartphones are the
85%
and opportunities: a better platform to connect primary devices used to access the internet.33
supply to demand.
It is vital that this action must leverage digital
Targeted Action: Leverage technology technology. That includes working with govern-
solutions that aggregate data and ment, the private sector, and others to open and
provide broad access to youth in a source data, test it, and adapt it with input from of grade 11
highly intuitive manner. key groups (youth and SMEs). A high-profile students have
public contest could be held to develop an a mobile phone
27 ESCALATOR: JOBS FOR YOUTH TRANSPARENCY OF THE JOB MARKETengagement tool (e.g. an app) that the gets barriers, youth workers, employers, and com-
messages out in real time, tailored for young munity agencies, to scope, test, and adapt an
people by young people. As the Advisory existing prototype.
Panel report noted, with youth we have to
make the most of new media to get them the 2. Engage government(s) as partners
information they need.34 in increasing the transparency of their labour
market information. Governments continue
Additionally, an ideal prototype would map local to open up data. As they do, we recommend
opportunities. The aforementioned Advisory Pan- they prioritize the collection and accelerate
el survey also found that local area information the release of labour market information, and
was the most cited gap in current data gap.35 better coordinate among ministries to most
efficiently capture and share that data. This
We will also aim to promote new information will allow young people to identify demand,
and tools to young people through their trust- and employers and educational/training
ing relationships – youth workers, youth-serving institutions to find and allocate resources
agencies, guidance counsellers, parents, to prepare potential workers.
community centres and peers.
3. Open up and encourage opportunities for
Working with key partners, we will work to en- young people to develop an app to extract and
hance existing platforms. This has two phases. present the relevant information.
• Phase 1 will include a platform that con-
nects youth with labour market opportunities
in a clear and straightforward way. Ideally, the CASE STUDY
platform will include job vacancies, required
skills and compensation. It will be important With 277 million users worldwide,
to show vacancies geographically, as many including 9 million in Canada, LinkedIn has
youth may find it difficult to move too far already demonstrated how a technology
beyond their community for opportunities. platform can enable new connections for
employers and job seekers.
• Phase 2 will focus on adding wrap-around
services and career planning tools – who For employers, LinkedIn offers a way to
will be hiring, future requirements, where share their job openings with a wide range of
entry-level jobs can lead, how/where youth prospective candidates in the market. They
can develop skills (i.e. available training, can use matching functions that allow them
bursaries, social services), and mentorship to score candidates on appropriateness of
opportunities (i.e. action #1). the job based on key criteria, which makes it
easier for employers to hire. By encouraging
standardized job titles and listings of must-
Measuring Success have skills, which make LinkedIn’s algorithms
work better, everyone benefits by aggregat-
The overall goals are to facilitate connections ing information on available jobs.
between jobs and job-seekers, and help youth
identify skills gaps and prepare themselves Companies and organizations get other
to meet them. Metrics of success include: the benefits too. They can promote themselves
number of connections made between employ- as a great place to work and market their
ers and job-seekers, the number of users from offerings. Employers can now post student
the target group, the number of opportunities and entry-level positions for free.
posted for this group, insights on how youth
access information, and increased satisfaction For youth, LinkedIn can do more than connect
levels among youth in accessing job information. them to job postings and employers. Leverag-
ing the data provided by its millions of users,
LinkedIn can also help youth understand what
Next Steps education/training, skills, and qualifications are
needed in different roles. It can start them on
1. Explore partnerships with government(s), career exploration, and connect them to
partners (universities, colleges and chambers of professional contacts.
commerce), and technology companies, and set
up a working group that includes youth facing
28 ESCALATOR: JOBS FOR YOUTH TRANSPARENCY OF THE JOB MARKETYou can also read
