STATE OF THE FIELD IN YOUTH ECONOMIC OPPORTUNITIES

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Table of Contents Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10 Chapter 11 Chapter 12 Chapter 13 Chapter 14 Chapter 15 Annexes 2012 State of the Field in Youth Economic Opportunities Chapter 1: Workforce Development The Salvadoran National Internship Program, Joven 360 (www.joven360.com), was established in May of 2011 by CARANA Corporation—lead implementer of the USAID/El Salvador Access to Employment Program—in partnership with the ESEN University (Escuela Superior de Economia y Negocios), employment agency, Search, and employer partners Citibank and others to address several challenges in the Salvadoran labor market. First, graduates have difficulty securing a first job due both to lack of practical work experience and to the theoretical orientation of El Salvador’s university curricula. Second, Salvadoran employers typically hire for experience, which graduates uniformly lack, rather than for the skills and attributes they do possess. Third, Salvadoran employers and students alike lack familiarity with internships. Finally, systems for connecting job seekers with employers are poorly developed, so finding qualified employees is difficult and costly (and inconsistent). Joven 360 created a web-based internship matching system in which students can register, upload o 1.4.1.5 Noteworthy Results: Joven 360—El Salvador’s Technology-Enabled Internship Platform resumes, list their professional skills and personal attributes (in addition to, or in lieu of, experience), and post a polished 30 second video “elevator speech” to present their differentiating skills and attributes. In turn, registered partner employers can request interns and select candidates with appropriate skills from among student profiles screened by Joven 360 staff. From May-December, 2011, 228 interns were placed in 140 institutions (116 businesses, 23 NGOs, and one government agency). Already, more than 3,000 students have registered/created professional profiles and 30 employers (companies) and 14 universities have signed on as partners. Partner businesses report saving significant time and identifying more qualified, motivated candidates through use of the system, while students report that the practical learning obtained through internships is invaluable. Partner universities, in contrast, will be ranked by Search, with input from the participating businesses, based on the quality of their interns, introducing a valuable feedback look into the education marketplace. Focus on “career navigation skills”—especially labor market awareness, job search capacity, and self-presentation—to connect young people to jobs Several presenters highlighted the near complete lack of skills related to navigating the job market among graduates of universities and Technical and Vocational Education and Training (TVET) programs. This includes resume preparation, job interview skills, realistic expectations of work, and basic knowledge of the employment opportunities available in local markets. These skills fall somewhere in between “workplace and work-readiness” skills and basic “personal effectiveness” competencies. They are often deficient even among high academic achievers. Presenters including CARANA and the International Youth Foundation (IYF) focused on establishing active labor market programs such as career counseling and guidance as one element of the equation in addressing this deficiency. Education for Employment and ManpowerGroup highlighted one aspect of their partnership in Morocco, the use of a specific ManpowerGroup proprietary training titled, “Finding a Job Is a Job,” a twentyhour training course aimed at empowering students to more effectively assess their skills, prepare and present their resumes, interview for jobs, and make a job search plan. The course focuses on the skills and discipline needed to conduct an effective job search and action steps that will maximize a candidate’s job search prospects. 28
Table of Contents Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10 Chapter 11 Chapter 12 Chapter 13 Chapter 14 Chapter 15 Annexes 2012 State of the Field in Youth Economic Opportunities Another point the Joven 360 program emphasized is that in the absence of work experience, implementers should shift to assessments of skills and attributes rather than focusing on deficiencies in experience. Because resumes are often empty, the shift from experience-based resumes to skill-based self-assessment and presentation based on skills and attributes, and development of skill-based resumes, strengthens inexperienced workers’ presentation to employers, and increases the likelihood of success in securing internships or employment. 1.4.2 Program Delivery Strategy: Partnerships for Success, Sustainability, and Scaling The second major area of lessons learned relates to program delivery strategy, and, in particular, structuring partnerships and relationships in order to establish and scale-up programs that serve youth workforce clients effectively. • Multi-stakeholder (MSPs) partnerships—including the local public and education sectors, local and international private sector, and the local NGO community—are necessary to increase the chances for success and sustainability and, relatedly, to reduce the chance of failure Local and international Community Service Organizations (CSOs), local governments, the private sector, and bilateral and multilateral organizations (donors) were highlighted as key entities in multi-stakeholder partnerships. Each brings unique contributions and accrues different benefits from partnerships. BILATERAL/MULTILATERAL ORGANIZATIONS • Broad-based and foundational funding support • Seed money for pilot projects • Ability to replicate and scale up effective pilots • Repository of knowledge, best practices and lessons learned • Monitoring and evaluation standards CONTRIBUTIONS <strong>OF</strong> KEY ENTITIES <strong>IN</strong> MULTI-SECTORAL PARTNERSHIPS The International Youth Foundation highlighted the following at the 2011 GYEOC: PRIVATE SECTOR • International standards HOST COUNTRY/ PUBLIC SECTOR • Accreditation and certification CIVIL SOCIETY • Expertise on youth employment issues; Convening mechanism • Funding, leverage • Convening mechanism • Trainers, training curricula • Knowledge of labor market • Internships and job placements, mentorship • Relevant equipment and inkind donations (computers, software, curricula) • Platform for scale and sustainability • Resources and funding, leverage • Infrastructure • Convening mechanism • International standards • Access to/coverage of vulnerable populations • Convening mechanism • Market relevance • Trainers/teachers • Linkage to grassroots and community level • Policy impact, advocacy strength • Capacity building • Innovation • Policy/regulatory framework • Access to best practices, knowledge platform and learnings • Bottom-line responsiveness, efficiency • Sustainability (local private sector) • Local knowledge • Intermediary role (particularly int’l NGOs) Chapter 1: Workforce Development 29
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Making Cents International is a dyn
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STATE OF THE FIELD IN YOUTH ECONOMIC OPPORTUNITIES

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