GSK & Movement to Work

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Emily Nash
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1 GSK & Movement to Work

2 THE ISSUE The figures on long-term youth Youth unemployment are unemployment x4 is a persistent greater social in the & last economic decade crisis 53% of NEETS unemployed for more than a year feel they have been permanently left behind in life due to unemployment Over the next decade youth unemployment could cost the UK an estimated 28 Billion* Young people not in education, employment or training (NEET) are more than x2 as likely to feel unable to cope as their peers Almost half of unemployed young people feel down or depressed always or often Source: The Prince s Trust * Acevo Commission on Youth Unemployment ** ONS

3 What is movement to work? Collaboration between UK employers to tackle youth unemployment: Supporting year olds who are not in education, employment or training Providing high quality work training opportunities, including vocational training, mentoring and on-the-job experience Linking placements, where possible, to jobs or apprenticeships to create sustainable employment Engaging each employer s supply and client base to create a multiplier effect, involving businesses big and small 3

Who are we aiming to help? Youth unemployment remains a persistent social and economic issues with hundreds of thousands of young people in the UK not in education, employment or training.

4 Who are we aiming to help? Youth unemployment remains a persistent social and economic issues with hundreds of thousands of young people in the UK not in education, employment or training. Movement to Work employers will support young people who fulfill the criteria below: Target Groups Unemployed Educational underachievers Young offenders and ex-offenders Eligibility for Programmes Aged Unemployed 4

5 Why employers should get involved? To tackle youth employment - youth charity The Prince s Trust estimates the cost of youth unemployment is 155 million a week To gain access to young people who are motivated to develop a career in the sector To help build a diverse and inclusive workforce To inspire and engage employees by giving them an opportunity to connect with their local communities To build the skills, confidence and capabilities of existing employees 5

6 What makes a good programme? Movement to Work aims to embody good practice. Whilst the details will vary, it is recommended that programme design and delivery is aligned to key principles: Overall purpose Placements are designed to support a participant who has not previously been given opportunities, and allow them - within a short timeframe - to be in a position to access real jobs. Engaged employers participating employers lead on the development of the programme and staff are bought in to the benefits to the individual young people and the organisation as a whole. Job Opportunities Employers ensure participants have access to tangible job opportunities, at the suitable skill and experience level. Organisations should focus on real outcomes for young people who have completed a programme. Supported placements - Young people receive appropriate training, whether provided by the employer or a delivery partner, and are supported in the workplace on a day-to-day basis e.g. by a designated buddy Safeguarding young people Young people undertaking unpaid work experience are not used as a substitute for paid staff, and are safe whilst on the placement Inclusive Costs, which might present a barrier to people on low incomes participating, are alleviated e.g. by providing specialist clothing and equipment, or covering costs related to food and travel expenses. Unless they are paid, placements are designed to allow young people to retain their jobseeker s allowance whilst taking part. 6

They will be able to help recruit against mutually developed criteria 2.

and commitment, and to select the final group of young people for the programme. 3. Induction Businesses, or their delivery partners, provide an induction prior to the placement.

7 Key programme elements 1. Recruitment Employers may wish to work with a partner organisation that has strong links with local communities and referral partners this could be a youth charity or the Jobcentre. They will be able to help recruit against mutually developed criteria 2. Selection A taster session can be put in place to give young people a practical experience of what the programme will be like, and allow the employer to gauge the young people s motivation and commitment, and to select the final group of young people for the programme. 3. Induction Businesses, or their delivery partners, provide an induction prior to the placement. This might be a simplified version of the induction process for new employees. This can include an overview of the relevant sector and company, Health and Safety briefing, confidence building, as well as team activities. 4. Employability Skills During the programme participants will need an introduction to the basics of a job and how to get one. This should include sessions on CV and interview skills, communication and team work. A youth organisation or charity could help deliver this. 7

5. Vocational Training During the programme participants complete on-the-job training and work experience in the business environment.

Regular feedback and guidance can be provided via a dedicated buddy and career coach to ensure the participant is learning skills whilst adding value to the business.

This is to highlight the achievements of the young people by presenting them with a certificate for completing the programme and any other accreditation achieved. 7.

8 5. Vocational Training During the programme participants complete on-the-job training and work experience in the business environment. This training will be tailored to the industry to give the young person the necessary skills to access employment opportunities post-programme. Regular feedback and guidance can be provided via a dedicated buddy and career coach to ensure the participant is learning skills whilst adding value to the business. If required, an expert training provider can provide this on the employer s behalf. 6. Celebrating Achievement Every programme should include a celebration event on the last day of the course. This is to highlight the achievements of the young people by presenting them with a certificate for completing the programme and any other accreditation achieved. 7. Employment If the participant performs well and receives good feedback from their manager and buddy after the placement, they will ideally be able to apply for a vacancy identified prior to the programme. 8. Progression Support If the young person requires additional support prior to employment, or if a job vacancy isn t available within the business, postprogramme support should ideally be offered to help the young person find an alternative outcome. There is also an option for businesses to help transition candidates to roles available with their suppliers. 9. Measuring Success Success will be measured on whether a young person can transition into employment, education, training or volunteering 3 months after the placement. Softer outcomes around other skills they may have developed such as teamwork, confidence, time management, literacy and numeracy may also be measured. 8

9 Working with delivery partners Delivery partners may help employers to design and execute successful programmes. The Movement to Work core team can connect participating employers to delivery partners such as youth charities. Youth charities who work to support disadvantaged young may help employers to design and deliver programmes specifically tailored for young people. Charities will normally expect a charitable donation to help cover the costs associated with delivering their expert support services. Youth charities are currently helping Movement to Work employers with: Recruitment of young people from a disadvantaged background through strong relationships with referral agencies, Jobcentre Plus, and within local communities Knowledge and resources on building employability skills with the participants, and personal skills development assessments for young people On-going pastoral support for young people. Some charities are able to offer this for the duration of the programme and for up to 6 months post programme support Support for participants in finding suitable outcomes - a job or further training Evaluation and review of the programme s success in generating positive outcomes for young people 9

10 Working with Jobcentre plus Many employers choose to work directly with Jobcentre Plus (JCP) on designing their Movement to Work offer. JCP can, at no cost, help employers to decide what to offer, build partnerships with local training providers, and help employers to find the right young people for their programme(s). You can contact Jobcentre Plus in the following ways to discuss Movement to Work: 1. If you already have a relationship with a local Employer Adviser or National Account Manager, you can contact them as usual and they will discuss your offer and how Jobcentre Plus can help you. 2. If you do not already have a relationship with Jobcentre Plus, you can contact the Small Business Recruitment Service (SBRS). Helpline agents are happy to help and support employers of any size involved in Movement to Work. Please tell the agent that you are calling about Movement to Work. The SBRS telephone number is: select option 2 available 8am 6pm Monday to Friday 10

11 Ready to get started? Movement to Work employers may start their programme design by considering some of the questions below: 1. Where in my business might I be able to create or find entry level employment opportunities for young people? (e.g. apprenticeships) 2. What type of employment and job opportunities might the programme focus on preparing the young people for? 3. Do I run any existing schemes I can leverage or learn from? 4. How many job opportunities will I be able to provide and when? 5. In which location(s) might I run the programme(s)? 6. How long would the programme need to last to give young people sufficient insight and skills for the sector/role? 7. How many young people can I accommodate on a programme / in a year? 8. Could any other progression opportunities be offered? I.e. jobs or apprenticeships with suppliers, clients or other business partners? 9. When would the programme begin (i.e. it might align to certain recruitment cycles) 10. How can I engage my wider workforce in this initiative? E.g. as supervisors, training faculty, buddies etc. 11. What additional support can I provide for the young people while on the programme? E.g. mentoring, buddying 12. Are there any qualifications I can offer young people whilst on the programme/ upon successfully completion? 13. How will I monitor and evaluate the success of the programme? 11

12 The core team is here to help The Movement to Work Core team is responsible for the day-to-day running of the Movement and are here to help new employers joining to get started don t hesitate to get in touch! The team can help with: Connect you with a buddy from an employer in your sector or who is running similar programmes to share learnings Provide case studies, examples of good practice and tools developed by other participating employers to help design and implement your programme Connect you with potential delivery partners e.g. youth charities who specialise in delivering employability support programmes for young people Guide you towards further resources as well as Frequently Asked Questions info@movementtowork.com? Frequently Asked Questions 12

13 Case study: customer services, HSBC Jade left school when she was 16 and found work in retail but never managed to find anything permanent. Before the programme Jade had been unemployed for nearly a year. She had been applying for lots of jobs but never heard back, this really knocked her confidence and she felt stuck. Jade then found out about a programme with the Prince s Trust and HSBC. When she was offered a place she felt extremely happy and excited. She was a little nervous to being with but everyone came together as a group and supported each other. They learned a lot about teamwork, managing their own money and specific customer service skills Jade really enjoyed her work placement, the branch was very welcoming and she was able to put the skills she learnt into practice. By the end of the placement she felt part of the team and didn t want to leave. At the end of the programme Jade was offered an interview for a customer service position in the same branch. When I heard I d got the job I was, well, I don t know how to put it into words I was just so happy and excited! Getting this job means so much to me because it s not just a job, it s a career. I can t believe how much life has changed in just a couple of months Jade Smith, 20 I m really grateful to The Prince s Trust and HSBC for giving me this opportunity and I m determined to make the most of it. 13

14 Video case studies M&S: Make Your Mark Tesco: Talking Shop p?blogid=209 14

15 MOVEMENT TO WORK - JOIN US! Make your pledge here and join Movement to Work today! PUBLIC 15

GSK Work Experience Placements Key Characteristics Recognising that GSK does not have low level entry roles, following agreement with the lead companies, GSK is supporting the initiative by providing

16 GSK Work Experience Placements Key Characteristics Recognising that GSK does not have low level entry roles, following agreement with the lead companies, GSK is supporting the initiative by providing 2 weeks work experience Placements are: Weeks 7 and 8 of a 12 week TEAM programme which combines vocational training, employability skills and work experience; or A bespoke two-week Get started in experiments programme at our R&D facility in Stevenage The TEAM programme is delivered by the Prince s Trust, who also support our bespoke programme in Stevenage The young people select GSK as their preferred place to carry out the work experience element of the programme GSK does not select the trainees through an interview process or conduct a thorough preemployment screening process we only check whether the have been involved in any animal rights activities Participating trainees are recognised with a Movement to Work record of achievement. Placements provide the young people with real, meaningful work experience they do not sit and watch others Potential roles include: - Data Management Laboratory assistant Chemical Development Quality Packaging, warehouse, logistics Office based roles (IT, finance, procurement, communications) Sales, Marketing, Administration GSK funds: Travel expenses Lunch vouchers - 5/6 per day

17 GSK Highlights Successfully carried out 60 placements, across GSK House, Stockley Park, Maidenhead, Weybridge and Stevenage, including Three successful Get into... Experiments programme at our Stevenage site, with the young people attaining a silver Industrial Cadet accreditation from the Engineering Development Trust (EDT) on completion of their two week programme This is the first science programme the Prince s Trust has supported 2 employment successes with GSK: One young person working in the HR Gemini team via an agency One young person employed permanently by Sodexo at our Weybridge site Other young people have returned to education with a renewed interest in their future opportunities Feedback from the Prince s Trust Team Leaders has been extremely positive regarding the support and commitment we have provided all have commented on the change in the young people following their experience here: increased confidence: greater motivation; more positive outlook; desire to lead their peers for the remainder of their Team programme. Instrumental in encouraging Sodexo and the Marriott to join up to the Movement Presentation title 17

18 Thank you! PULIC 18

Youth Employment Toolkit

First Revision, March 2015 Youth Employment Toolkit For Property Marks & Spencer 2 Contents Youth Employment Toolkit for property p3 p4 p5 p8 p9 p10 p12 p14 The issue Youth unemployment is a global crisis