How to prepare young people for the world of work
Having fresh young talent is crucial to the success of a business, setting it apart from competitors but what is not so obvious is that more than a quarter are likely to quit in the first three years of joining an organisation.
An ongoing talent shortage is forcing South African organisations to relook at the ways they recruit, train, and retain staff.
Research shows that people under 35 are expected to make up 75% of the workforce by 2030 so the need to successfully handle a much younger workforce has become ever more important especially as older, more experienced employees exited the workforce during the pandemic.
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Having fresh young talent is crucial to the success of a business, setting it apart from competitors but what is not so obvious is that more than a quarter are likely to quit in the first three years of joining an organisation.
Prudence Mabitsela, from Dynamic DNA, said that this is not just because young graduates lack the skills needed to adequately perform during the early years of transitioning to employment.
“Those businesses who want to survive need to know how to reduce attrition amongst this newly trained workforce and it begins by looking within.
“Many organisations today are severely limited when it comes to capacity, experience, and resources which means they are unable to successfully mentor and coach new talent – especially through the learnership process.
“Also, they don’t properly measure their output and performance and this greatly hampers young employees’ transition from learning to earning,” said Mabitsela.
Another major problem is the lack of enthusiasm and commitment from relevant internal departments to absorb and allow fresh new talents to learn and grow.
“This is especially a problem in decentralised businesses where other teams and departments often fail to see the long-term benefits a younger workforce will have on their resources and outcomes,” added Mabitsela.
According to her, there are four simple ways businesses can ensure a smooth transition for young workers in their workplace:
• Identify your talent gaps and recruitment strategy
You want to align these to potential learning qualifications and socio and enterprise development initiatives currently available on the market.
This will only give learners the opportunity to secure a qualification that guarantees them a job, but also means the business can develop a strong and skilled pool of talent for the future and benefit from relevant tax rebates and skills spend for their BBBEE compliancy imperatives.
“Learning programmes bolster the practical components of our qualifications, and we also ensure that international certifications and standards are integrated to empower and develop our learners in their fields of study. These will be an advantage to them in the world of work,” she said.
• Prepare graduates with work readiness assessments and training
“Companies need to take a more proactive approach to their entire recruitment process,” said Mabitsela.
It begins from the onset with making a clear set of requirements and a thorough vetting process that only selects those candidates that will fit in with the culture and ethos of the business.
Once onboarded, these new talents need to be given clearly defined KPI’s and development opportunities which will help foster a sense of belonging and pride and boost confidence and morale.
“Graduates need to feel more than just a number or name on a tick box exercise, but a valued resource.”
• Commit to internal mentorship
Companies need to look at the individual components and departmental gaps holistically to see how they can beneficially feed into each other when it comes to allocating experienced and committed mentors to new recruits.
“Young workers can become despondent if they do not have regular reviews on their input and performance.
“This engagement makes all the difference to their outcomes. Feeling acknowledged feeds into their passion to become more and paves their way into the business,” said Mabitsela.
• Learn to manage well
Managing staff is an integral part of ensuring the successful completion of their learning journey, ensuring each candidate is well equipped with the knowledge of their role and responsibilities.
“Good management will help dictate how serious an employee is taking their new journey and identify possible further mentorship opportunities, assistance and guidance that may be required,” said Mabitsela.
