66% Example YOUTH EMPLOYMENT ASSESSMENT TOOL. Backed by

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1 YOUTH EMPLOYMENT ASSESSMENT TOOL Example 66% Backed by 137 Shepherdess Walk London N1 7RQ I T: +44 (0) I President HRH The Prince of Wales I Chairman Antony Jenkins I Chief Executive Stephen Howard Business in the Community is a registered charity in England and Wales (297716) and Scotland (SC046226). Company limited by guarantee No

2 Foreword Congratulations on completing the Youth Employment Assessment Tool - this is a great first step towards improving how you Inspire, Hire and Grow young people. The assessment tool is designed to give you a snapshot of how well your company is doing at providing the quality and accessible jobs for all young people which are vital for young people when they first enter the jobs market. Despite changes in policy and demographic shifts businesses are still failing to connect with young people and see the value they can bring to their talent pipeline. We want to help businesses shine a light on the skills they need and open their eyes to the potential of young people, not just looking at those with good academic qualifications and 6 month s work experience. We believe this will ensure businesses have a workforce with the right skills, now and in the future. It is not a heavy-handed exercise in benchmarking and so the results below are simply there to provide you with a window into what your company is already doing. In each section, there will also be links to our Youth Employment Framework website which has case studies, resources and top tips that could help you do more. This feedback report summarises your results and suggests the practical next steps you can take to improve your score. The Employment Team at Business in the Community is on hand to give you additional support and more detailed feedback. Their contact details can be found at the end of the report. With best wishes, Grace Mehanna Campaign Director, Talent & Skills The Prince s Responsible Business Network I 2

3 About the Youth Employment Assessment Tool The Youth Employment Assessment Tool has been developed to support organisations in improving their ability to connect with and recruit young people. The questionnaire is divided into sections covering the key areas of the Youth Employment Framework: Inspire Hire Grow Your Work We expect that by completing the assessment tool you may be able to see any gaps in the strategy your company uses to Inspire, Hire and Grow young people over time. This report should help you to prioritise these areas and the Employment team at Business in the Community are on hand to provide dedicated help and support. About Future Proof Future Proof is a Business in the Community campaign backed by the City & Guilds Group, to help businesses break down the barriers in their recruitment processes and create quality and accessible jobs for all young people. This campaign is about employer modernising the way they recruit young people for the future of the business. Supporting companies take action we ve created the Youth Employment Framework, where companies can find everything they need to better Inspire, Hire and Grow the best entry-level candidates for their business. Inspire Prepare young people the world of work Hire Create accessible, quality jobs for young people Grow Support and develop young talent. The Prince s Responsible Business Network I 3

4 Results The following feedback is provided based on each of your responses. Please note: scores for all questions are displayed as %. Inspire Q1: Which of these career education opportunities do you currently offer? Please select all that apply Careers talks and fairs; CV Workshops; Enterprise Activities; Mock Interviews; Volunteering and citizenship; Workplace visits and experience; 43 You re already providing an excellent range of careers education activities and helping to inspire the next generation of young talent and grow your own talent pipeline. Is there anything else that you re not currently doing that you could add to your programme? The Careers & Enterprise Company provide a comprehensive toolkit of all the different activities that you could offer in partnership with schools and colleges as part of a comprehensive careers education programme. Click here to see a checklist of all the different activities that you could offer as part of your careers education programme. If you would like some ideas about the range of initiatives you could provide to help support young unemployed people outside of education, click here to read our resources on inspiring young unemployed people. Q2: Who usually takes part in your careers education activities? It tends to be relations or friends of current employees; We advertise opportunities publically via our website; 33 It s positive that you re taking steps towards making your opportunities accessible to a diverse range of young people. However, there are a few other things you could do to widen access even further and make sure your opportunities are as accessible as possible to young people from a wide range of backgrounds. For some useful tips on how you can reach out to a wide range of young people, click here to read our resources on Attracting Young Talent. The Prince s Responsible Business Network I 4

5 Your score for this section: 38% How do you rate? 0 30%: You re not doing much currently to inspire young people 31 59%: You re doing some good things to help inspire young people, but you could do more %: You re doing some excellent work to inspire young people. There might be a few more things you could do you make your programme even stronger, so take a look at the full careers education checklist to see how you could make your programme even better. The Prince s Responsible Business Network I 5

6 Hire Attracting young talent Q1: How many vacancies are you likely to have across your organisation over the next 12 months that would be suitable for young candidates (unscored)? Q2: How do you ensure your job opportunities are attractive and accessible to a wide range of young people? We advertise vacancies through a range of digital and traditional channels; We align our recruitment with the academic year; We have specific a careers web section or microsite aimed at young people; We highlight the aspects of the job that appeal to young people in our job adverts; 57 You have a clearly planned youth attraction strategy and will benefit from being able to attract a diverse range of talented young candidates. There might be a few more steps you could take to widen access to your vacancies even more. For some tips on different steps you can take to make your opportunities as attractive and accessible as possible to a diverse range of young people, click here to read our resources on Attracting Young Talent. Q3: Do you advertise entry level roles to unemployed people through JobCentre Plus (JCP)? (please select all that apply) We advertise all entry level roles though JCP s Universal Job Match site; We have an account manager who works with us to create and promote opportunities; 100 By working with JobCentre Plus, you are already making your opportunities accessible to young unemployed candidates. Have you spoken to your local JobCentre Plus recently to find out about what additional support they could be providing for you? JobCentre Plus offer a wide range of advice and support for employers including a dedicated recruitment service, and they also run a range of initiatives to help young people access employment opportunities. If you re not already in contact with your local JobCentre Plus to find about all the different kinds of support they offer, you can find all the relevant contact details here. Vocational routes The Prince s Responsible Business Network I 6

7 Q1: How many traineeships will you offer over the next 12 months? We will offer traineeships 100 It s great that you re already offering traineeships and helping to support young unemployed people into employment. Have you thought about how you can help to progress and retain your trainees into apprenticeships or other entry level jobs to make sure you get the best return on your investment? If you would like some useful information about creating high-calibre traineeships and steps you can take to embed them into your talent pipeline, click here to see our Guide to Traineeships. Q2: How many apprenticeships will you offer over the next 12 months? We will offer apprenticeships 100 It s great that you re already planning to take on apprentices over the next 12 months and you will benefit from being able to embed exactly the home-grown expertise you need in your future workforce. Have you considered how you can make your apprenticeships as sustainable as possible for both your company and young people, and how the major changes to the apprenticeship system could affect your programme over the next few years? Click here to read our Guide to Creating Sustainable Apprenticeships. You can also read our guidance on all your need to know about the changes to the apprenticeship system including the Apprenticeship Levy here, which will also help you to calculate how much your company needs to pay the levy and how much it will cost. Q3: How do you ensure that apprenticeships in your company provide tangible, highcalibre job opportunities? All are apprenticeships are linked to tangible job opportunities; We design training to give experience needed to progress in our company; We identify areas of the business that will benefit from a strong talent pipeline; We match our apprenticeship standards to job descriptions of permanent roles; 80 You are already thinking carefully about how your apprenticeships can provide young people with best progression opportunities possible and ensure that you are maximising your return on investment in training apprentices and developing niche skills for your workforce. Is there anything else you could do to make the journey through your talent pipeline even smoother? For some tips on the different steps you can take to link your apprenticeships to tangible, high calibre job opportunities as closely as possible, click here to see our Guide to Creating Sustainable Apprenticeships. The Prince s Responsible Business Network I 7

8 Transparent recruitment processes Q1: How do you ensure that your job descriptions are accessible to young people? Our job descriptions are written in clear English; We ask other young employees to review our job descriptions; We make sure they don t contain any jargon or acronyms; We provide videos or case studies of existing employees; 80 You re already doing lots of proactive things to make your job descriptions as clear and accessible as possible for young people. This is very important as a clear job description is the most important factor that helps to make a job application processes accessible for young people. Is there anything else that you could do? For tips on the different steps you can take to make your job descriptions as accessible as possible for young people, click here to read our Guide to Transparent Recruitment Processes. Q2: Apart from having clear job descriptions, how else do you make sure that your recruitment process is transparent to young people? We provide details of the stages of our process with a clear timescale and what we're looking for 50 It's positive that you re already taking some steps towards making your recruitment process accessible for young people. This means you are helping to put them on the same footing as older, more experienced candidates. However, there are a few more thing that you could do to make your recruitment process even more accessible and help you to recruit the best young talent. For tips on the different steps you can take to make your recruitment process as transparent as possible to young people, click here to read our Guide to Transparent Recruitment Processes. Q3: What kind of feedback do you provide to unsuccessful candidates? We share feedback about common mistakes and top tips for on our website or social media 75 You are taking very good steps towards providing tailored feedback to candidates in order to help them to learn from their experience. However, have you thought about the best way to use this feedback to help future candidates to improve their applications and avoid common mistakes? For tips on the best ways of providing feedback to a large volume of candidates and using the learning from unsuccessful candidates to provide advice and guidance to future candidates, click here to read our Guide to Transparent Recruitment Processes. The Prince s Responsible Business Network I 8

9 Focus on behaviour, not experience Q1: What level of previous experience do you require for your entry-level jobs? No work experience required for entry level jobs 100 You are following the best practice in this area - entry level jobs by definition should not require previous experience, and you are not putting up any unnecessary barriers to young people applying for your entry level roles. Have you considered what other steps you can take to identify young peoples potential without having to rely on looking at previous experience? For tips on how to plan your recruitment process to identify the best young talent regardless of what employment experience young people have on paper, click here to read our resources on Focusing on Behaviour, Not Experience. Q2: To what extent do a candidate s behaviour, attitude and values inform your recruitment decisions for entry level roles? They're very important, and candidates without employment experience are just as likely to get a job as those with experience 25 It s very positive that you recognise the value of attitude and behaviour in your recruitment process and give it as much weighting as previous experience. However, does your assessment format really help you to identify the candidates with the biggest potential to excel in the role, or is it too focussed on previous experience? How are you taking the value of social action into account during the recruitment process? For tips on how to plan your recruitment process to identify the best young talent regardless of what employment experience young people have on paper, click here to read our resources on Focusing on Behaviour, Not Experience. Measuring success Q1: How do you track how successful you are at attracting and hiring young people? We have a regular automated reporting process 50 Many employers have told us that they would benefit from having a clear set of tools to use to measure how successful they are at attracting and hiring the best young talent. This is an area that we are currently looking at, and will be developing some tools for employers soon. Your score for this section: The Prince s Responsible Business Network I 9

10 71% How do you rate? 0 30%: Your current recruitment processes contain significant barriers for young candidates 31 59%: You re taking some good steps to make your recruitment processes accessible to young people, but you still have a few big barriers in place %: You re doing some excellent work to recruit young people. You will be able to see from your feedback where there might still be some room to improve The Prince s Responsible Business Network I 10

11 Grow Getting started Q1: What guidance and training do you provide to line managers who will be supervising young employees? Guidance on developing and reviewing learning and development; Guidance on encouraging clear and open communication; Guidance on how to manage young people s behaviour effectively; Guidance on realistic expectations of young employees; Training on providing pastoral support; 71 You re already taking lots of steps to make sure that line managers are equipped with the skills and guidance they need to offer youth-friendly line management to young people throughout your company. However, is there any other support that line managers could be providing young people to help them flourish and progress in your company? For tips on the kind of training and guidance that line managers need to receive in order to provide youth-friendly line management throughout your company, click here to read our resources on Youth-friendly Line Management. Q2: Which of these things do you currently provide for young people during their induction? A chance to complete key training modules at their own pace; A full introduction to working at our company including all procedures; An opportunity to get to know other young employees; Introductions to key people such as line managers and mentors; Training to use any key equipment such as IT systems; 63 You are already including a good range of support in your inductions for young employees. This will help to equip them with all the information they need to start doing their job and feel settled in the workplace. However, is there any other information or pastoral support you could be providing during their induction? For tips on how to provide a comprehensive, holistic induction for young employees that will help prepare them to start their job, click here to read our resources on Youth-friendly Inductions. The Prince s Responsible Business Network I 11

12 Going forward Q1: How do you currently support young employees to develop and progress in your company? We ask young employees for feedback about how we can improve retention; We keep young employees updated about suitable upcoming roles; We offer shadowing and mentoring opportunities; We offer targeted progression opportunities to young employees such as guaranteed interviews; We offer young people training designed to prepare them for upcoming roles; 83 You ve already got a strong retention and progression strategy in place, which means you will be able to get the maximum return on investment in developing your young employees and retain all the skills and expertise they have gained. Are there any other steps you can take to strengthen your talent pipeline event further? For tips on how to build a comprehensive retention and progression strategy, click here to read our resources on Retaining and Progressing Young Talent. Measuring success Q1: How do you track how successful you are at developing and progressing your young employees? We have a regular automated reporting process, which we analyse and use to set new targets accordingly 75 Many employers have told us that they would benefit from having a clear set of tools to use to measure how successful they are at developing and progressing young talent. This is an area that we are currently looking at, and will be developing some tools for employers soon. Your score for this section: 75% How do you rate? 0 30%: You re not currently doing much to progress your young employees and risk losing them 31 59%: You re doing a few good things to help progress young employees, but there s more you could do to provide them with the best support possible %: You re doing some excellent work to progress young employees. There might be a few other things you could do to give them the best support possible The Prince s Responsible Business Network I 12

13 The great work you re doing already Thank you for sharing details of some of the work you re doing to support youth employment. We may contact you to find out more and discuss the possibility of featuring you as a case study. What you told us: The Prince s Responsible Business Network I 13

14 Next Steps Measuring Impact Thank you for taking the time to complete the Youth Employment Assessment Tool, we hope that you have found the feedback useful. As part of the ongoing research and to help develop the tools and resources available on the site, the Employment team are keen to gather data measuring the impact of the campaign. We will therefore be contacting you 6 months after completing your Youth Employment Assessment Tool inviting you to re-take the test to measure how your results have changed. On the Future Proof website there will be updates with more information on how your company can measure the impact of changing your youth recruitment and talent management processes. If you would be interested in sharing the impact of your work on this area as best practice, please get in touch using the details below. Bespoke Advice To find out further information about any area of the Youth Employment Framework, please contact the Talent & Skills team. Talent & Skills team: Nina Jatana Campaign Manager (Nina.Jatana@bitc.org.uk and ) Charlotte Domanski Knowledge and Research Manager (Charlotte.Domanski@bitc.org.uk and ) The Prince s Responsible Business Network I 14

15 Business in the Community Backed by 137 Shepherdess Walk London N1 7RQ T: +44 (0) F: +44 (0) E: The Prince s Responsible Business Network I 15