EXECUTIVE LEADERSHIP COURSE CITY ECONOMIC DEVELOPMENT STRATEGIES & ACTIVITIES 12 NOVEMBER 2015
EXECUTIVE LEADERSHIP COURSECITY ECONOMIC DEVELOPMENT STRATEGIES & ACTIVITIES
12 NOVEMBER 2015
• Employers often require prior experience to mitigate their risk
• No networks to find work• No income to search • No information on options
NOT ENOUGH of the
right people for the job
3
Hiring the BEST PERSON, not the
first person through the door
1
Getting a big enough pool of WORK-READY young people for the available jobs
2
FOR EMPLOYERS:Develop a pool of work-ready, entry-level recruits, able to integrate into and perform in the workplace
FOR YOUNGWORK-SEEKERS:Absorption into sustained employment in the formal economy
MATCH&
WORK SEEKER SUPPORT
SCREENSOURCE BRIDGE&
STEP UPPLACE RETAIN
Target youth locked out of the economy and at
risk oflong-term
unemployment
Source and create access to new labour pool including
difficult-to-reach
candidates
Assess potential,
behavioural attributes and competence
Fit-for-purpose, work-readiness, competence and
behaviour interventions
Facilitateemployer placement
Support and track retention
DEMANDCONTRACTING
Diagnostic process with employers to define value proposition and secure placements
Financial services and insurance
Professional and business services
Business process outsourcing
Retail
Hospitality
Manufacturing
Logistics
Technical and industrial
+ SME’s
Mobile operations to support employers in areas without large office infrastructure
1. Nike
2 .Shoprite
3. Mr Price
4. Pick ‘n Pay
5. Coca-Cola
6. ABSA
7. Omo
7. Harambee8. KFC
9. Converse
10. Edgars
10. Avon
10. MTN
10. SAB
“They are committed”
“They help to make a difference to the youth”
UNDER R6 000Household income per month
Source: Yellowwood Mobile Survey March 2014
Mining pilot: fitness
‘BOOTCAMP’ Improved results
from 8% to 77% in 6 weeks
Business CONSULTING & DATA ANALYTICS offering
SMME SERVICE OFFERING including HR toolkit
RETAIL AND HOSPITALITY
bridge
Suite of solutions for
PRE-TECHNICAL ROLES
Scooter delivery drivers TO MEET HOSPITALITY GROWTH
Attrition trends by job type and sector feed newinnovation
Network effect documented andpowerful
Transport barriers critical to understand for youth jobs
Candidate profile confirms we reach those locked out of the economy
Learning potentialdata shows lowcorrelation to numeracy abilities
Vulindlel’ eJoziProgramme expectations and principles
• Goal: Every single young person engaging with the programme should be meaningfully engaged, with the objective of improving the potential of entering into sustained economic activity
• Objectives of the programme will be to:• Respond to existing employment, work and learning opportunities• Maximise the number of young people productively and meaningfully engaged• Focus efforts on areas of deprivation
• Principles• Principle 1: Young people have a “line of sight” of success – ratio of 1:10 is
important.• Principle 2: Self selection - “Vulindlela – make your own path”• Principle 3: “Hand up, not hand out”• Principle 4: Partnership with communities
Value proposition for young people: opportunities
OPPORTUNITY DESCRIPTION
Full time, formal sector jobs with public and private sector employers
• Harambee current and new partner employers• SME placement services• City of Joburg departments, agencies or special purpose vehicles• Suppliers
Work experiences - part-time jobs, and learnerships with public and private sector employers
• Internships at employers• Volunteer opportunities with NGOs• Expanded Public Works Programmes• Community Works Programmes• Part-time jobs for events and piece-meal work
Micro-enterprise opportunities in co-operatives and work programmes
• Jozi@work• Digital ambassadors• ECD enterprises• Self employment through access to micro-business networks and micro-
business incubators
Learning and foundational knowledge upgrade opportunities
• Foundation learning programmes• Bursary programmes• Further Education and Training institution referrals• Harambee Step-Up or bridging programmes• Referrals to other Jobs Fund training projects
• 200,000 young people across the City meaningfully engaged by June 2016 - in order to bring them closer to the labour market
• Ensure that approximately 20,000 young people are placed into a range of formal and informal opportunities (minimum of a 1:10 channel ratio).
• The COJ will activate opportunities across a learning, work experience, micro-enterprise and jobs spectrum – ambition is to place a minimum of 18,000 young people into emerging opportunities
• Harambee will place 2,000 candidates into formal controlled placements
• Build a metropolitan municipality model for employability through reflection on opportunity activation, conversion and placement processes
Vulindlel’ eJozi : What will success look like?
23
COJ Catalyst –Opportunity Activation
Opportunity activation & conversion frameworkVulindlel’ eJozi
Opportunity Diagnostic
Work Experiences & Opportunities Formal sector jobs
LearningOpportunity experience
New economic pathways – placement into microenterprise
Traditional controlled placements into formal
sector jobs
ABD C
Opportunity Conversion(Project management, minimum dosage,
extent of intervention, cost)
Clearing house(Sourcing, Opportunity Seeker Support, Matching, Readiness, Placement)