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Developing the Next Generation Learning to Work Research report June 2015 DEVELOPING THE NEXT GENERATION TODAY’S YOUNG PEOPLE, TOMORROW’S WORKFORCE The CIPD is the professional body for HR and people development. The not-for-profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. It has more than 135,000 members across the world, provides thought leadership through independent research on the world of work, and offers professional training and accreditation for those working in HR and learning and development. 1 Developing the next generation Developing the next generation Research report Contents Foreword 2 Introduction 3 1 What does existing research tell us? 6 2 Building the business case for investing in development 9 3 Workplace skills 14 4 Development methods 19 5 Generational learning preferences 23 Conclusion 27 References 28 Acknowledgements This report was written by Ruth Stuart, Research Adviser at the CIPD. The research was supported by Katerina Rüdiger, Katherine Garrett and Stella Martorana at the CIPD. We are indebted to all of the individuals in the case study organisations who took part in the research through interviews and focus groups. In particular we would like to thank: Temi Akinmoladun – Apprentice, Barclays Graham Salisbury – Head of Human Resources, ActionAid Shajjad Ali – Apprentice, ActionAid Susithaa Sathiyamoorthy – Apprentice, ActionAid Sarah Bampton – Talent Programme Manager, Fujitsu Dan Snowdon – Industrial placement, Fujitsu Joe Calvert – Apprentice, Barclays Nigel Spencer – Global Director of Learning & Demi Cameron-Smith – Apprentice, Fujitsu Development, Reed Smith Mike Hill – Community Leader, Barclays Irha Syed – Apprentice, Barclays Thomas McCumiskey – Apprentice, Capgemini Claire Theijssen – Graduate, Fujitsu Osmond McNellie – Apprentice, Barclays Mike Thompson – Director, Early Careers, Barclays James Millar – Apprentice, Capgemini Dylan Valentine – Apprentice graduate, Fujitsu Rebecca Plant – Head of Graduate and Apprentice Philip Wampamba – Apprentice, ActionAid Programmes, Capgemini Nick White – Graduate Programme Manager, Fujitsu 1 Developing the next generation Foreword Tackling youth unemployment is and learning and development they design and implement a new now recognised as a major issue (L&D) practitioner is key and why programme. by policy-makers, charities and we have drawn on best practice many employers. It is clear that case studies of the programmes There are many prevailing myths too many young people are being used to develop young people in and generalisations about what the overlooked for opportunities, more detail in this latest research youngest generation is like, such despite businesses’ concerns report. The research is designed as they are more networked, less about where their future talent to help anyone working on, or competitive and less loyal, meaning is coming from. Employers play considering introducing, their own they more likely to move between a central role when it comes to programme. organisations. Exploring the improving young people’s access differences between the key broad to the labour market, and it is vital A recurring challenge for those generational groups estimated to that organisations bring in young seeking to bring in young people represent today’s workforce was a people if they are to build the skills into their organisation is often key starting point for this research, they need for future success. establishing the business case, as it helps to bust these myths and which is why when we originally provides a useful starting point for Getting employers involved in launched the Learning to Work HR and L&D professionals exploring helping to prepare young people programme we explored this in the needs of young people in their for work and making their own some detail and why we look at this organisation. organisations more ‘youth friendly’ further in this latest report. It is no is something the CIPD has been good introducing a new programme While it is important to avoid leading on since we launched our for young people without first generalisations, gaining an Learning to Work programme considering the wider business appreciation for some of the key back in 2012. Over the past three case and ensuring it fits in with strengths and development areas years we have seen an increase future resourcing needs. For many, for the younger generation can in the number of employers including Barclays and Capgemini, help to ensure that programmes who are interested in increasing who both feature in this report, it are designed in a way that gets engagement with young people, is about attracting and retaining the most from young talent. including by offering more access non-graduate talent, providing an Organisations such as Fujitsu and routes into their organisations, such attractive alternative to university ActionAid, for example, share how as Apprenticeships and graduate while also plugging skills gaps. they are taking advantage of the schemes. energy and enthusiasm that their In recent years we have seen apprentices have. Implementing However, offering and recruiting substantial debate around the topic well-thought-out programmes for these roles is only one half of of skills gaps, with the education that both draw out strengths and the equation. It is also crucial that sector, and even young people address weaknesses is key to when a young worker begins their themselves, facing public criticism getting the development of the career, the experience sets them up for not developing the right skills younger generation right. These for a long and successful working needed in the workplace. The role individuals have enormous potential future. Line managers have a of the employer in plugging these to contribute to an organisation’s crucial role to play here, a topic we gaps has been disputed by some success and it’s important that as covered in our Managing Future but we know the tide is changing, a profession we recognise this and Talent guide. But, also fundamental with skills development playing a play our part in making this happen. to ensuring future success are the central role in the design of many programmes themselves, their programmes targeted at young Katerina Rüdiger content, structure and how they are people. However, it’s important Head of Volunteering and integrated into the wider business. that employers do not oversimplify Employability Campaigns Here is where the role of the HR the younger generation when CIPD 2 Developing the next generation 3 Developing the next generation Introduction Background to the research Our purpose is to help ‘We explore methods During the last few years organisations understand how we have seen a widespread they can build the business of developing recognition of the challenge of case, not just for broadening youth unemployment, and a access to employment, but for 16–24-year-olds in corresponding rise in alternative investment in development to entry-level development drive organisational performance. the workplace, and programmes – such as innovative It is relevant for anyone working in identify what works graduate schemes, new HR, L&D or a line management role apprenticeships and work-based seeking to understand how they and why.’ degrees. Through our Learning can best meet the development to Work programme we have needs of the next generation. worked with young people and organisations to promote and Throughout the report we refer drive good practice, highlighting to what leading organisations the benefits of broadening access in this space are doing, and the to work and the importance of challenges they are overcoming, employer action. so that others can learn from examples of great practice. The In this report we turn to consider findings build on our guide for what happens in the workplace line managers, Managing Future post-recruitment. We explore Talent (Peate and Taylor 2014). We methods of developing 16–24-year- also connect the research to wider olds in the workplace, and identify changes in the L&D profession what works and why; which (which we explore in Stuart and skills do young people enter the Overton 2015) and share the workplace with and what’s the implications for HR and L&D most effective way of building practitioners. their capability? We also consider learning preferences of young people, and how these align to interpretations of ‘Generation Y’ behaviours. Learning to Work The Learning to Work programme is led by the CIPD to promote the role of employers in reducing youth unemployment. The CIPD’s purpose is to champion better work and working lives, which starts with young people being able to access the labour market. The overall aim of the programme is to promote the business case for investing in the future workforce. We encourage HR professionals to offer a wide range of access routes into their organisations and ensure their recruitment and management practices are youth-friendly. We also promote direct contact with young people via two youth volunteering programmes, Steps Ahead Mentoring and Inspiring the Future. 3 Developing the next generation Overview of programmes for the basis of their use of innovative the business case for developing young people programmes and learning methods. people at the start of their Only a few years ago the graduate We have researched a range of careers. In Section 3 we reflect programme was typically the main programmes with different target on the skills
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