In order to create employment for those who are graduating, it is important for us to review a system that has become antiquated. Even more critical, however, is to note that our current models of education, career planning and job searching are not just in need of a facelift – we need a major paradigm shift in how we think about training our emerging workforce and the skills they need to have to be relevant, let alone have a chance at being wildly successful.
But we do not need to wait for this shift in order to start teaching the new rules of success every day, in every forum, and every possible platform and channel available to us. It can be done in simple conversations or formalized programs – everyone can play a role in training our young people; they are, after all, our kids, cousins, neighbors, friends, colleagues and employees. The bottom line is that we can all ensure this emerging generation is primed for success, and it is in our best interest to do so. Our future depends on it.
The truth is; ambition changes the opportunity outlooks for a young person dramatically. Employers are increasingly looking to hire for attitude and train for skill, so cultivating ambition and an eagerness to learn and do well are really fundamental to creating a solid future. Young people—who are hungry, interested and engaged are infinitely more employable, and when they have a passion for achievement, there are no limits to what they can do. Rather than just hire warm bodies, companies would much rather choose people who show promise and a solid foundation.
Understanding what it means to add value to a company or organization is a fundamental question that should be answered by anyone looking for work, along with appreciating why that is an important question in the first place. Employment is a earned privilege, not a right, even with a fancy diploma in hand; there are no promises or guarantees. People are typically the biggest expense in any organization, and those who add most value have the best job security. Those who do not usually do not stay employed for very long. In a corporate world that is looking more than ever before at operating lean, it is no longer possible to hide and not contribute to a company’s financial well-being.
The vast majority of young people struggle with explaining what they want to do, what work-related activities interest them, what transferable skills they have, and which industries or positions might best suit them. As a result, when they set out to market themselves, or interview with potential employers, they offer little useful information, and instead rely on those doing the hiring to find the right fit and figure it out. Recruiters are not career counselors—selling oneself in the job market is the responsibility of the seeker! Relying on our institutions or parents to “place” young people in jobs is a practice fraught with problems, and enabling entitlement or minimizing the importance of self-sufficiency or the fortitude to secure meaningful work are only a few of the drawbacks.
The foundation of any solid employment marketing campaign (job search) is the actual skill base a worker presents to potential employers. At the most fundamental level, soft skills like interpersonal communication, the ability to speak and write correctly and present ideas clearly, are the areas that most often cited when employers discuss the downside of hiring young people. Dressing appropriately (highly subjective these days) is also considered a critical part of communication. So despite the constant “communication” through technology that has dominated young lives, they are at a massive disadvantage because in person those soft skills are not present.
Besides being a good person to work with and around, bringing some substantive expertise to the table cannot be urged enough. It does not matter what the topic, as long as it is valuable in the marketplace (remember the “Adding Value” piece above?). Ideally, expertise is transferable to other applications and industries too and it is important to note that attending specialty schools and formal training programs are not the only ways to acquire expertise. It can and should be cultivated constantly, with young people maximizing every opportunity to read, learn, volunteer, train, practice or work.
Also, every industry relies on its own lexicon of expressions to operate and communicate. Often these are technical concepts, processes or acronyms that sound foreign to people new to a field. Teaching young people to learn the language of a given workplace, industry or role is directly related to how smart they will sound and how well they will function in an environment, and dramatically improve their chance of securing jobs because companies will first choose someone who needs less time to be brought up to speed.
Additionally, when young people are supported in pursuing fields that are of true interest, they are more likely to want to learn more and become well-versed in those areas. Intellectual curiosity leads to better educated and more informed workers, who can quickly cultivate themselves into real talent with a little help. The more inspired and motivated they are, and the more space they are given to explore, create and innovate, the more their potential becomes unlimited. This is an important consideration given that school curriculum often focuses on a core set of skills, and other programs such as art, music or other non-academics are eliminated.
The concept of context is a vital one to address with young people, from two (2) key perspectives:
The working world operates by a different set of rules than most homes and schools. Training young people to acclimate to the adult world of work requires a dramatic shift in routines and expectations from a lifetime of studying and attending classes.
It is a big problem that most young graduates do not understand how business fundamentally works and is organized. For example, what is the difference between marketing and sales, or operations? What signs would signal that a company or industry is hiring, or worth studying or pursuing jobs in? How does one company fare in a market of other competitors (who happen to be other potential employers too)? What do industries look like?
See you where great leaders are found.
and then