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First 90 days as the employer coach
- 1. A 10- minute presentation to company X, based in Kent, UK.
- 2. •794,000 young people in the UK not in education, employment or training (NEET) • Percentage of all young people in the UK who were NEET was 11.2% •41.6% of all young people in the UK who were NEET, looked for work and were willing to work – were classified as unemployed •Those who were either not looking for work and/or not available for work. were classified as economically inactive Source: https://www.ons.gov.uk/employmentandlabourmarket/peoplenot inwork/unemployment/bulletins/youngpeoplenotineducationempl oymentortrainingneet/march2018
- 3. Company X represents the major Training Providers in Kent and supports the interests of its member- organizations who are in the business of training, including apprenticeships.
- 4. The Princes Trust Young persons aged 16 – 24 County council Schools Unitary council Education Training Foundation Education and Skills Funding Agency National Apprenticeship Job Centre Plus National Careers Service CXK - The Prince's Trust Team Programme Association of employment and learning providers (AELP) Voluntary and Community Sector (VCS) providers ◦ Source: https://www.kato- training.org/about-kato- training/
- 5. • An £108 million investment to tackle youth unemployment in 21 areas of England • Targets those who may not be accessing benefits, work and/or, training • Targets those facing severe barriers to obtaining the skills they require to get into work Source: https://www.biglotteryfund.org.uk/global- content/programmes/england/talent-match
- 6. Slides shown so far have helped in gaining a fair understanding of what the project entails. However, it will be interesting to know, regarding company X: What has been done so far What has worked What has not worked Where there are opportunities to improve How do we go about knowing these? First 30 Days: Learning By learning about stakeholders and customers (16 – 24) By investigating the overall culture of company X Through informal interviews, e.g. with manager, colleagues, etc. By identifying a mentor within the organization, e.g. a more experienced peer who knows what success in the role entails By assessing the role and the areas of strength that one is bringing, as well as the gaps requiring growth on one’s part By developing a plan on how to use own strengths to advantage, while mediating own areas of growth to ensure success
- 7. Using knowledge of years of Integrated Marketing communications practice, to recruit customers Using knowledge of social policy and legislation for company X’s growth Contributing to company X’s policy Sharing research knowledge Taking on roles beyond own job specs – having managed a service in the past Seeking feedback from supervisor, teammates, and colleagues for progress measurement
- 8. Being proactive in coming up with new ideas/strategies that could contribute to the success of the project Being ready to be involved in other projects to which one could provide possible solutions Explore broadening one’s horizons through getting more involved in company X’s activities, e.g. attending board/stakeholder meetings Forwarding oneself for professional development
- 9. This presentation shows that serious thought to the role has not only been given, the 30- 60-day plan also shows that one can hit the ground running in an efficient and effective manner. © Yusuf Danesi April 30th 2018