Demand-Driven Training for youth employment programs build job-relevant skills valued by employers and useful for self-employment by offering both pre-employment skills development and some form of on-the- job training.
In this qualitative case study, the perceived impacts of workshops and internships provided by a Hong Kong-based non-governmental organization (NGO) working to improve the lives of disadvantaged youth were explored and descriptively presented. Data were derived from a combination of individual youth and teacher interviews, coupled with a youth focus group. Themes within the findings were developed by exploring individual perceptions of the influence that participation in workshops and internships had on reducing social barriers and addressing social issues for the youth.
In an era of globalisation and liberalisation of goods and services, there has been surge inflows of the population in the form of temporary and permanent migration all over the world. Due to immigration there has been increase in cultural assimilation and cultural diffusion leading to cultural diversity among nations receiving them.
The Power of Vision Model is a “bridge” between current reality and desired future. The model helps create clear purpose and sense of direction in life upon which future decisions, actions and resources are based. The model helps young people to go through a process of self-discovery, draw their vision, break it down into stratified life goals, identify required resources, act on their vision and track progress using simple methodologies.
Nathan Associates, Inc.; U.S. Department of Transportation; Ministry of Transport, Vietnam
Although transportation supplies 10-25% of jobs around the world, representation of women in the sector typically falls below 20%. Women are far less likely than men to work in each of the major transport modes – road/surface, rail, air, and maritime – and those with jobs tend to fill the few roles traditionally dominated by women. Young women are similarly scarce along career-paths in infrastructure design, construction, and maintenance; transportation technology; and logistics.
Global Development Incubator, YouthBuild International, Aspen Institute for Community Solutions
In many countries across the globe youth unemployment remains at critical levels. While we see progress with a diverse array of programmatic innovations, most interventions are not unable to scale up quickly enough to support rapidly growing working age populations and/or help young people develop relevant skills fast enough to meet private sector demand. How might collaborative, systems change strategies, supported by innovative finance, be deployed in key geographies to make a step-change in the scale and impact on youth unemployment and in a leaner, faster, and more coordinated way?
International Tourism Partnership, YouthBuild International, Marriott, Hyatt, Youth Career Initiative (YCI)
A familiar theme in a “changing world of work” is the fear of job loss to automation, matched by insufficient job creation to meet the demands of youth unemployment. Despite these fears, the hospitality industry continues to grow: Demand for workers, the large number of entry-level jobs, combined with low barriers to entry, transferable customer service skills, and a tendency to promote existing and long-term employees to management-level positions, make the hospitality sector ideal for workforce development efforts that target young people.
It has been five years since USAID first launched its Youth in Development Policy. To better understand how this policy has been operationalized, USAID’s Policy Office, in the Bureau for Policy, Planning and Learning, led an in-depth assessment that took stock of accomplishments, lessons learned, and emerging needs for future work in youth development. In particular, the assessment contributes to understandings about changes that have since taken place since 2012 in youth programming, mainstreaming, and organizational support. The research process included interviews with over 300 indivi