GENERATION: YOU EMPLOYED, UK
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Mission Statement
We transform education to employment systems to prepare, place, and support people into life-changing careers that would otherwise be inaccessible. Through our program adults of all ages—whether unemployed, underemployed, or needing to learn new skills—can connect to the training, support, and jobs to change their path. We solve a wide range of employer challenges—skilled talent shortages, lackluster on-the-job performance, reskilling needs, and higher turnover in important roles—with our unique approach and our determined graduates.
About This Cause
1. Overview of Generation Generation is a not-for-profit social enterprise that delivers tailored programmes to recruit, train and place young people into work. Our projects deliver a proven return on investment (ROI) for both employers and young people. Having launched in 2015 we have grown quickly to become one the world’s largest demand led youth employment programme. We have placed 36,000 young people into roles, working with over 2,000 employer partners to date across 12 countries and 26 professions. Through collaboration with employer partners we have developed a methodology that achieves industry-leading job performance rates. Generation graduates have had a job attainment rate of 82% within three months of programme completion. 88% of employers have said that Generation graduates have outperformed their peers, and 98% say they would hire Generation graduates again. Generation’s graduates are typically young people that were previously disconnected from the job market and who have suffered some form of adversity. For these young people, the full-time jobs and secure support system offered by Generation are not just career-launching, but life-changing. These results for individuals and employers recently led to Generation being awarded the globally recognised WISE award for innovation in education. Each Generation programme recruits, trains and places unemployed youth in such a way as to solve the key talent challenges employers face (e.g., scarcity, churn, variable productivity). The programme is oriented around a 4-12 week role-specific bootcamps that are specifically designed for each role and employer. At the core of our award-winning curriculum is intensive training and practice of ‘breakdown moments’. Those are the tasks that differentiate high and low performers in a role, and which we identify with employers through a diagnosis phase prior to the build of a curriculum. You can read more about what makes us different in London First’s latest report here (page 29) and our methodology in this article in Harvard Business Review. 2. Programmes in UK Generation established a UK entity in 2017, ran the first programmes here in March 2019, and was recognised as a UK charity in May 2019. A key focus in the UK has been on technology programmes, where the digital skills gap represents an opportunity to help large numbers of young people into great careers (high pay, great prospects, etc). As an example, Generation have partnered with AWS, Prince’s Trust, and WeWork to develop and deliver a programme called AWS re/Start, which over 2019 trained c.100 people in Cloud Computing. That programme has a 95% course completion rate, 80% job outcomes, and young people with zero previous professional tech experience getting into £25k+ jobs. Employers from that programme include Sony PlayStation, Sainsburys, FT, Cancer Research, and c.30 more in the first year. See a short video here. That programme will likely scale to support 400+ people in 2020. 1-2 new technology programmes will be added this year. Generation have also developed a pre-apprenticeship programme with the NHS, to feed people onto their widely used Level 4 Healthcare Support Worker programme, through a 4 week training programme + 2 weeks of ward shadowing. This targets the NHS’ highest volume job, with c.110k healthcare support workers across the country, representing a large opportunity for suitable people to move out of unemployment and into the NHS jobs. Finally, Generation have also developed and run programmes in retail and hospitality, with Gatwick Airport and Shiva Hotel Group respectively. Both are large sectors with large numbers of vacancies across the country, and so represent additional scale opportunities for young people who fit that profile to move into employment. Overall, Generation supported 171 people in 2019, and aim to grow that number to 1,000 by end 2020. That’s by expanding programmes from London and Manchester, running programmes in Birmingham, Dublin, and possibly Glasgow, Leeds and/or Cardiff thereafter. 3. Widening and Deepening Impact Generation sees an opportunity to offer life-changing opportunities to large numbers of young people, becoming an important element of the system across both the UK & Ireland. In order to widen and deepen impact, we have prioritised 5 key areas, described below. These are critical areas that require investment of time and money, and so are a key part of our discussions with strategic partners who also wish to see these programmes scale. a. Capacity building The Generation model is flexible, and adapts to the local situation across all of beneficiary profile, employers, and the existing system. To support this, Generation builds out local teams of full time and contract staff in any region in which we operate. These costs can represent a high % of regional costs in year1, before returning to 10-20% in subsequent years as beneficiary numbers grow and additional funding is mobilised (including employer contributions which scale with beneficiary numbers). Generation is currently live in 3 UK cities (London,Manchester,Birmingham), with aspiration to grow that to 10+ locations over time. Areas of high unemployment will be prioritised. Investments will also be made in the central team to provide sufficient capacity to support regional teams. b. Ongoing improvement to provision: youth-informed We will continue to improve, and deepen our provision with a view to improved service to all our beneficiaries. We also wish to introduce deeper, tailored provision for key groups, such as care-leavers, those with their own caring responsibilities, and those facing mental or physical health challenges. The design of these provisions, and indeed ongoing improvement to all aspects of Generation, is shaped by the feedback we receive from young people. This is collected through focus groups, as well as from all students who participate in our classes. Generation UK has also created a Youth Advisory Board, formed of alumni from our programmes, who meet quarterly in person to advise us and shape future plans. Our past graduates also play an important role as ambassadors for our programmes. They remain part of the Generation community even once in jobs, and come back to share their experiences, and to inspire more young people to come onto these programmes. c. Reskilling The reskilling agenda – supporting those mid-career or at risk of unemployment – is increasingly critical to society, and to economies. Generation has developed programmes under the banner ‘ReGeneration’ to contribute to this issue, leveraging a similar model to that used for unemployed youth, but with some important changes. This has run in the US, Spain, and Singapore to date, with UK programmes also running in 2020. d. Partnerships and systems-change Generation programmes work in close partnership with other organisations that deliver provisions for our target group. In the UK, this includes close relationships with DWP and local job centres for example, as well as council-led provisions for the unemployed. It also includes a network of fantastic charities that may be supporting our target groups at earlier stages in their journey (Street League for example), and charities with wide reach and capacity (such as Prince’s Trust). Partnership with a growing base of UK employers, and delivery partners (training organisations such as QA, providers of space such as WeWork), etc are also important ingredients. Part of our wider agenda is to highlight the effectiveness of demand-led, bootcamp programmes, and encourage wider adoption and support as an effective route into employment. We will look to contribute to the discussion on these topics, to provide an evidence base to demonstrate effectiveness and opportunity, and to highlight the opportunity to do more by leveraging elements of the Generation methodology across the system. e. New Programmes We will continue to evaluate skills gaps, with a view to developing new programmes. This will be done on a demand-led basis, working closely with sponsors, and employers, who see a need in the market, and so an opportunity for young people, In 2020, we will launch new technology programmes supporting disadvantaged groups into two new professions: Software Engineering, and Data Engineering. Those may be followed by more programmes in 2021.