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Generation Covid in Need of More Educational Support
October 30, 2020
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The coronavirus pandemic has reportedly had the biggest impact on young people, especially those from a deprived background, as their education and job prospects have been largely affected.

Under 25s have been named ‘Generation Covid’ due to cuts to their earnings, education and job prospects, leading to fears for the long-term impact on the futures.

BBC Panorama found that people aged 16-to-25 were more than twice as likely as older workers to have lost their job, while six in 10 saw their earnings fall.

Jonathan Smith, chief executive at logistics firm APC Overnight told HR magazine:

“Whilst this year has understandably proved challenging for many, it’s critical that wherever possible, businesses consider the longer-term opportunities they can make available.

“Recruiting young people is key not just to businesses, but also to communities; without employment opportunities the young can’t contribute to their local areas and are ultimately forced to go elsewhere for employment.

“This could create real problems for future recruitment and talent acquisition,” said Smith.

Panorama’s research also highlighted the impact that school closures have had on young people, and how students from poorer backgrounds have received far less education than those from more privileged families.

Employment: Seven Ways the Young Have Been Hit by Covid

By Eleanor Lawrie & Ben Butcher
BBC News

Young people have been particularly hard hit by the pandemic’s disruption to the jobs market.

The under-25s saw the biggest rise in unemployment during lockdown, and some graduate or entry-level roles attracted thousands more applications than usual.

1. Young people left the workplace first

Under-25s were more likely to be furloughed than any other age group.In the first three months of lockdown, half of eligible 16 to 24-year-olds were placed on the scheme, which supports people unable to work because of the pandemic, compared with one in four 45-year-olds. Hannah Slaughter, economist at the Resolution Foundation think tank, says hard-hit sectors like retail and hospitality – where many jobs cannot be done from home – have a disproportionately young workforce.

Chart showing furloughing

They were also the age group also most likely to lose their job, with the youth unemployment rate rising to 13.1%, compared with 4.1% for the whole UK. About 7% of 18-24 year-olds reported they had been made redundant because of the pandemic, compared with 4% of 50-65 year-olds. The government hopes to address this with its Kickstart scheme, which will pay employers £1,500 for every 16 to 24-year-old to whom they offer a ”high quality” work placement.

young people unemployment

2. Under-25s now make up a third of new universal credit claims

As youth unemployment rose, so too did the number of young people claiming universal credit. By July, just under one in three first-time universal credit claimants was under 25, up from one in five in March.

Chart showing the number of people claiming universal credit

But Ms Slaughter expects youth unemployment to get worse when the furlough scheme ends in October.”Young people are more likely to be in sectors which still aren’t up to the levels of activity before the pandemic” she said.”When businesses start making difficult decisions about redundancies, young people are likely to be disproportionately affected.”

3. Young adults in northern England were worst affected

These changes have not been evenly felt across the country, with more deprived areas seeing a quicker uptake in work-related benefits by young people. Using data on the uptake of universal credit and jobseeker’s allowance, BBC analysis found that the proportion of young people on the benefits had doubled between March and June.

A map of the UK shows where the highest proportion of out-of-work benefit claimants are.

The worst-hit areas were generally in the north of England, with parts of Liverpool and Blackpool most affected. In Liverpool’s Walton area, for example, one in five 16-24 year olds is now claiming universal credit or jobseeker’s allowance – up from 7% in January 2020. In total, 50 constituencies across the UK now have more than 15% of young adults claiming one of the benefits.

4. Online graduate job vacancies fell by 60%

Those looking for a job fresh from university are facing a tough timeThe number of graduate jobs advertised fell 60.3% in the first half of 2020 on one online recruitment website, compared with a 35.5% overall fall in adverts.About 5,000 jobs were listed on the CV-Library platform in January-July in the ”graduate” jobs category, compared with 2,000 a year earlier.

Chart showing competition for grad places

Within that, graduate jobs advertised in marketing fell by 84%, while roles in construction and administration both dropped by more than 70%. Applications only fell by 33%, meaning considerable extra competition for many roles. Twice as many people applied for public sector roles than the year before, and five times as many for IT vacancies. One positive was the average graduate salary on the platform increased by 7.1% year-on-year to £24,626.The fall in vacancies is borne out across the UK. Positions on online platform Adzuna were 45% lower in mid-September than in 2019, according to Office for National Statistics analysis.

5. Apprenticeships have stalled

Companies have taken on fewer apprenticeships over lockdown. From 23 March to 30 June, apprenticeship starts halved compared with the previous year, but this fall was not evenly split between age groups.

Chart showing monthly apprenticeship starts

Unsurprisingly, the sectors which saw the sharpest drop across all age groups were retail and tourism, which both declined by 75%. However, education placements only declined by a quarter.

6. Young people’s pay could be lower for three years after the pandemic

The UK’s financial watchdog, the Office for Budget Responsibility (OBR) estimates unemployment will hit 10% by the end of 2020, up from 4.1% last year .If this happens, young people who do find employment will face lower average wages for several years, Resolution Foundation analysis suggests, as they ”trade down” to the best job available.

Chart showing pay

Two years after leaving full-time education, it expects new education leavers’ hourly pay, after inflation, compared with pre-pandemic times, to be:

  • 8% lower for highly qualified leavers (degree and above)
  • 6% lower for mid-qualified leavers (A-level or equivalent)
  • 13% lower for lower-qualified leavers (GCSE and below)

As happened after the 2008 recession, lower-skilled workers are likely to take the biggest hit. But the effect will last longer for mid and high-skilled workers, who may end up in sectors with less opportunity for a pay rise than offered by traditional graduate jobs. That assumes lower-skilled workers can actually get a job. The think tank predicts they are a third less likely to be in employment three years after entering the jobs market, than if the pandemic had never happened.

7. Young people are more likely to stay in education

One positive outcome of the crisis is that younger people may remain in education. This would shield them from the worst of the downturn, and lead to higher productivity and a better-skilled workforce.

Young people are keen to stay on in education.   [ 40.5% of 18 year-olds applied to university by June, a record high ],[ 17% spike in new applications between March and June ],[ 1 year extra study could halve a low-skilled worker's unemployment chances ],[ 10% rise in postgraduate applications in the 2008-9 recession  ], Source: Source: UCAS, Resolution Foundation, Image: Woman in library

To an extent, this happened in the 2008 recession. The effect may be much larger this time around, says Xiaowei Xu of the Institute for Fiscal Studies, as sectors like hospitality and retail are also where many people first start working. ”There’s an incentive to staying on in education because of how terrible the economy is, which means that people may receive more and better education.”She adds that this year’s A-Level grade inflation means some students will go to a better university than they would have done.

Delay to Start of KICKSTART Scheme

BY  AMY COLES

KICKSTART SCHEME

THOUSANDS of job hunters applying for the government’s flagship scheme to help young workers have been left in limbo as employers are told to pull ads.

In July Chancellor Rishi Sunak announced the £2billion Kickstart scheme, aimed at getting hundreds of thousands of unemployed 16-24-year-olds into work.

Under the scheme the government will subsidise the wage costs for young people claiming Universal Credit who are hired by employers for six-month work placements.

Employers should have been able to apply for the scheme this month but now some have been told to stop advertising jobs until a start date is confirmed.

Some recruitment sites say they have removed adverts and slam the government for not giving employers a date for when they can apply, reports This is Money.

Charlie Johnson, CEO of graduate recruitment firm Brighter Box, told the Sun they’ve been inundated with requests from job applicants.

He said: “We wrote a quick overview of what we knew about the scheme for our website and were subsequently inundated with loads of requests for further information.

“I’ve spoken with several employers who are hoping to take advantage of the scheme – some of whom are looking to hire tens of sales people on a 25 hour per week basis (i.e. the amount that the government will be funding these positions).  

“But we haven’t run with any of the twenty or so requests we’ve had so far to advertise roles as companies are awaiting further news”

Kickstart was announced as part of an emergency package to try and limit the unemployment caused by the Covid-19 pandemic.

The Resolution Foundation has forecast the scheme will help find jobs for around 350,000 youngsters in that age group.

A DWP spokesperson said:

“It’s fantastic that so many employers, like Tesco, already want to sign up to our £2 billion Kickstart scheme, and we’ll be publishing further details on how they can shortly.

“Until then, we urge employers to be patient and to not start advertising roles they want to be covered by the scheme just yet – there’s no cap on Kickstart places available, so no-one will miss out.”

Dire forecasts from experts have predicted more than a million youngsters will be out of work this year.

Think-tank the Institute for Public Policy Research said 410,000 18 to 24-year-olds were already jobless.

And it forecast 620,000 more would be out of work in the next six months.

Meanwhile, unemployment as a whole could treble to reach three million, the Office for Budget Responsibility (OBR) has predicted.

The predicted 1.03million total would be the highest since comparable records began in 1992.

The scheme will cover 100 per cent of the minimum wage for a maximum of 25 hours a week — with firms able to top up wages.

For example, young people between 21 and 24 years old on minimum wage currently earn £8.20 an hour, working out as £205 for 25 hours.

It comes as the Organisation for Economic Co-operation and Development has warned that the unemployment rate could reach 15 per cent if a second virus wave hits.

Roughly 9.3million workers in the UK have been furloughed due to the pandemic.

Number of Young People Not in Education, Employment or Training Falls
August 24, 2020
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The number of young people not in education, employment or training (NEET) has fallen slightly year-on-year, according to new data.

Young people twice as likely as adults to volunteer - Third Force News

The Office for National Statistics (ONS) said there were an estimated 765,000 young people (aged 16 to 24 years) in the UK who were NEET in April to June 2020, a decrease of 28,000 compared with April to June 2019 and down by 6,000 compared with January to March 2020.

The percentage of all young people in the UK who were NEET in April to June 2020 was estimated at 11.1%, down by 0.3% year-on-year and by 0.1% compared with January to March 2020.

Of all young people in the UK who were NEET in April to June 2020, an estimated 39% were looking for, and available for, work and therefore classified as unemployed. The remainder were either not looking for work and/or not available for work and were classified as economically inactive.

TUC general secretary Frances O’Grady warned there is a danger that this progress could be reversed following the coronavirus pandemic if the government does not take the required action.

“Protecting jobs remains vital. Young people work in higher numbers in hard-hit sectors like arts, leisure and retail. We need the government to look at job retention support beyond October for businesses that can’t yet fully operate, but still have a viable future.

“For young people without work, the Kickstart programme will help. But there must be a role for unions in the scheme to make sure that the jobs on offer are good quality.

“And there needs to be an education and training guarantee for young people too, so they have the option to improve their skills either at college or through an apprenticeship.”

LinkedIn director Janine Chamberlin said young people are “perfectly placed to grab” new employment opportunities created by consumer demand.

“In the last month, LinkedIn data shows a surge in demand from companies looking to bolster customer service and support capabilities, with supermarkets, convenience stores and retailers in particular looking for customer service assistants and personal shoppers.

“To help young people land these jobs, we’ve made online learning courses available for free on communication and problem-solving skills, which are integral to these roles, as well as other essential skills at opportunity.linkedin.com.”

The British Psychological Society (BPS), meanwhile, has cautioned that failing to take action to provide psychological support for young people could have widespread, long-term implications for society, as the impact of the pandemic continues to affect learning, training and employment opportunities.

The BPS said urgent interventions are needed to support the mental health and wellbeing of young people, and it has published new expert psychological guidance to help professionals support them into further learning, training or jobs.

Janet Fraser, chair of the BPS’ Working Differently task group, which produced the guidance, said many young people will feel that the odds of achieving their goals are stacked against them due to the current situation.

“That’s why it’s so important that now, more than ever, we take positive action to empower young people, work with them to support their ambitions, show them a way forward and help them overcome the barriers they face.”

Helping Young Adults Spot a Narcissistic Boss: A 4-Step Plan
July 14, 2020
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An article by Robyn Koslowitz Ph.D. first published in Psychology Today.

Neurodiverse young adults are vulnerable to narcissistic abuse. Teach them this.

“I came back into therapy because my ADHD is back,” Deena informed me. Deena had been a patient of mine when she was in high school. Her inattentive ADHD and mild autistic tendencies were interfering with her schoolwork and social skills. Through a combination of therapy, social skills training, medication, and parental education, Deena learned to successfully manage her ADHD and organize her time and developed the ability to socialize with like-minded peers. I pointed out that Deena’s ADHD is not “back”; it never left. She had learned to manage it in the school environment, and now she needed to learn to manage it in the working environment.

As I began working with Deena, I realized she was managing her ADHD quite well. She showed me various time-management tricks she had learned, including a few apps that were new to me. The problem was, she felt that she was constantly letting her boss down, emphasizing the wrong details, or misunderstanding him. Worse, he kept reminding her that jobs in prestigious marketing firms like his are hard to come by, that she would need a good recommendation from him if she ever looked elsewhere, and that he is disappointed that she isn’t living up to his expectations.

One week, Deena came to therapy in tears. “I tried to use the feedback formula to ask him not to yell at me in front of the whole office. I told him that when he yells at me, it’s hard for me to concentrate on the details of what he is asking for, and I asked him to please tell me privately.” His response? “If you weren’t such an idiot, I wouldn’t need to criticize you at all.”

As Deena’s therapy continued, I watched a formerly self-confident young woman turn into an anxious shadow of herself. Deena would report how her friends and parents were pressuring her to “just quit,” but that she believed that working for this agency was the key to all of her dreams in her chosen field.

I don’t like to diagnose people in absentia, but I decided to help Deena learn about Narcissistic Personality Disorder and Narcissistic Abuse. I wanted her to think about whether the behavior she was subject to from her boss could fit the criteria. I didn’t want to be another voice simply telling her to quit her job. The constant pressure from friends and family were just making her feel like a failure on another front, rather than helping her to see that her job was destabilizing her sense of self. 

Young adults like Deena, particularly young adults with ADHD, are used to being criticized and getting feedback. When they’ve just left the supportive environment of school, where feedback is mostly constructive, they may not see the difference between constructive criticism and the type of destructive environment Deena’s work had become.

 Darwis Batawi/123RF

Does your young adult child know about narcissistic abuse? Teach her to screen potential supervisors using this four-step plan.Source: Darwis Batawi/123RF

I like to use the acronym NARC to help young adults like Deena develop the ability to spot a healthy supervisor who is not narcissistic. Feedback from a person who has these four qualities is probably constructive, even if it feels harsh. On the other hand, if a person lacks these four qualities, the potential for narcissistic abuse is quite high:

Not focused on status

Accepts Feedback

Respects Boundaries

Compassionate, not contemptuous.

Not Focused on Status:

Deena thought about this. Her boss is constantly bragging about the high-profile clients his company pulls in, the cost of his car, the colleges he attended and where his children will go. He likes to talk about his IQ, and he has a wall in his office devoted to pictures of himself with famous business personalities. It sounds like he’s pretty focused on status.

Accepts Feedback:

This can be tricky because, in some fields, employees are not supposed to give supervisors feedback. In Deena’s case, though, her feedback was about certain types of communication styles. For example, she explained to her boss that when he gave her two tasks and told her both were immediate priority, she needed to know which one to tackle first, or when he says something like “I just hate everything about this design, redo it,” she does need to know what he hates, or she can’t design something that’s more in line with his aesthetic. By responding with comments like “if you wouldn’t be such an idiot, you could figure it out,” we can see that he doesn’t accept any feedback at all.

Respects Boundaries:

Other humans exist in an independent reality, outside of our own. A truly narcissistic person does not fully grasp that concept. For example, when Deena was sick, her boss seemed to take it as a personal attack on him: “You got sick the week I have a major project to complete? That’s unacceptable.” In addition, as we were exploring this topic, Deena realized that many of the comments her boss made about her overstepped boundaries. The state of her car, her exact relationship to the woman who dropped her off one day, her need to update her wardrobe or her diet – these are not his business. But her boss had a hard time grasping that.

Compassionate, Not Contemptuous:

Of the four, accepting feedback and not being contemptuous are the two that are the most salient. This one was a slam dunk – clearly, contempt was the lens through which this gentleman viewed everyone not immediately connected to him.

Deena is now working on her exit plan from this position. She has been interviewing at other firms, keeping her four-part checklist firmly in mind. Despite her boss claiming that the only special thing about her is working for him, she is finding that many firms appreciate her quirky aesthetic and are calling her back for second interviews. Until she finds another position, her new understanding of narcissism is helping her cope.  

About the Author

Robyn Koslowitz, Ph.D., is a licensed school psychologist and clinical psychologist and educational director of the Targeted Parenting Institute.Online:targetedparenting.comTwitterLinkedIn

Employers Need Government Support to Hire Young People, Report Reveals

Employers need incentives if mass unemployment of young people is to be avoided, said The Institute of Student Employers (ISE).

It raised concerns about the number of young people who will miss out on career opportunities as the economy recovers post-coronavirus. 

In its plan for government, the ISE recommended ways to help employers hire and support young people and make sure the labour market continues to function. 

These include cutting national insurance contributions for all staff under 24 years’ old; securing opportunities in education, apprenticeships and work placements for young people who have been unemployed for six months or more; and bringing more flexibility to company spending of the apprenticeship levy.

ISE chief executive Stephen Isherwood said: “The labour market is breaking down. There is a looming youth unemployment crisis and employers are already facing pressure to slow down or stop entry-level recruitment and slash training costs. 

“These decisions will disproportionately impact young people.”

In May, an ISE report found that UK firms on average will cut entry level recruitment by around a quarter (23%) this year due to challenges related to the pandemic.

For 2021, 60% of firms are currently sure of their recruitment plans and 15% are anticipating a fall in recruitment.

The University Partnerships Programme (UPP) also voiced its concerns around the youth labour market by recommending the launch of a ‘civic army’ to provide work placements for 75,000 young people across the country.

Both organisations recommend government cover the costs of ‘ off-the-job’ study time for all new apprentices under 24-years-old to help support their development. 

Isherwood said: “Employers need support to invest in entry-level talent to recruit and develop young people. The public purse should be used to provide opportunities for young people rather than leaving them to languish unskilled, out of work and left behind.”

Deborah McCormack, ISE chair and head of talent for Pinsent Mason, said no single measure will prevent a loss of talent from the younger generation. “We need a pragmatic package of support from government to help employers and educators enable our early talent, future-proofing the UK economy.” ISE’s recommendations followed the government’s launch of an ‘Office for Talent’ to attract global academic expertise as part of its coronavirus economic recovery plan.

How to Develop a Learning Culture for Young Talent
August 19, 2019
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The following article is by Tristram Hooley. Institute of Student Employers

How can we best develop young employees? This new research on the development of early talent from the Institute of Student Employers shares key insights.

Tristram
Tristram Hooley

Young people can be one of the greatest resources for employers. When you bring young talent into your organisation you’re gaining access to new ideas, enthusiasm and the latest skills from the education system, but you need to think carefully about how to manage younger workers and organise training and development in a different way from established staff. 

Many young people will never have been in a workplace before and they will often have a lot to learn about how your organisation works.

Two of the key roles for learning and development professionals is to help line managers understand the skills that their new hires have (and do not have) and to provide them with a pathway to developing these staff. 

Strengths of new hires

In the Institute of Student Employers’ Student Development Survey 2019 we asked employers to reflect on what things graduates, apprentices and school leavers were good at (and not so good at). They reported that all entry level hires were typically good at the following things: 

  • IT and digital skills (including using Excel)
  • Numeracy
  • Presenting themselves effectively in the workplace
  • Staying positive and building effective relationships with others
  • Teamwork 
  • Writing

For learning and development professionals this is a really strong base to start from. New hires come out of the education system with some of the key building blocks that they will need for successful careers, but they are often less clear on how to make use of these skills within the workplace. 

Helping young hires to consider how to apply the skills and knowledge they have within your business is therefore a key objective of induction and early career development programmes. 

Weaknesses of new hires

The weaknesses that employers raised with the different types of young hires are also interesting (see table for full list). Key areas of weakness included: 

  • Business appropriate communications
  • Commercial awareness
  • Job-specific skills
  • Leadership
  • Resilience
  • The ability to manage up
Employer perspectives on what skills entry-level hires lack

All of these weaknesses are strongly related to transitioning into the workplace environment. Where young hires struggle is in learning how to operate successfully within the workplace, to work with others (including their managers) and to deliver what is expected of them.

This requires learning and development professionals to rethink induction processes and to view them as a process of cultural acclimatisation that may go on for an extended period of time – the focus of early career training

Given that early career hires have both strengths and weaknesses, an important issue is what employers can do to develop their hires and strengthen their skills. 

On average, firms reported that they were spending £3,850 a year on each of their entry level hires. Often using the apprenticeship levy to fund some or all of this. 

The available resources should be spent on both cultural acclimatisation and on developing specific skills and knowledge that is required to perform in role and progress in career.

Employers in our survey typically invested in the same areas that they reported young hires were weak in, although areas, like presentation skills and teamworking, continue to be important for training even though entry level hires arrive relatively strong in these things. 

How Employers Can Help Young Adults Integrate into the Workplace
July 5, 2019
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The following article is by Agapi Gessesse is Executive Director of CEE Centre for Young Black Professionals, an organization dedicated to addressing economic issues affecting Black youth in Canada.

How many times have we heard that the next generation knows nothing about hard work? In reality, their version of hard work – and their expectations – just look different than that of their parents. With Millennials and Generation X making up most of the labour market, workplace culture is changing in many ways.

As I was preparing to write this article, I brought it up at one of our morning scrums (a scrum is a place where we solve problems, share ideas and current events or ask non-work-related questions). I asked our Millennial and Gen X employees and volunteers, what are three things that you think are the responsibility of an employer to help young adults integrate into the workplace? As a team, we came up with three main themes: career management, culture and engagement.

Career Management

Contractual work is increasingly common, which leaves workers uncertain of their employment status within organizations. To build trust and help young workers plan for their future, transparency is essential. Employers need to ensure workers are informed of organizational funding and the diverse changes that may occur in job requirements. Also, transparency builds loyalty; if you’re transparent around the decisions that you’re making as a leader or as an organization, professional and personal mutual respect can develop. It can also help build loyalty around a common goal. Millennials and Gen X employees may be eager to jump in on special projects or to develop new solutions, as they are unbelievably resourceful and like to problem-solve and learn new skills.

“To build trust and help young workers plan for their future, transparency is essential.”

At CEE Centre For Young Black Professionals, we experience how system navigation and social capital is a large barrier for young people moving upward in their careers. To help young people grow their career, organizations should have a culture of mentorship between senior-level leaders and more junior employees. Senior leadership should meet with employees at least once a year to discuss their goals and ways in which they intend to reach those goals. To be most effective in influencing career management, mentorship should lead to sponsorship; if an opportunity comes up that a young employee is ready for and has expressed interest in, a senior-level employee can extend an introduction and/or provide recommendations.

Culture/Engagement

Mental health and stress have become an epidemic among younger generations. This becomes costly for employers due to the fact that employees are taking time off work and, when they are at work, they feel overwhelmed and experience higher anxiety levels.

Other ways to address mental health and well-being in the workplace is by creating a physical space for employees to go and take a break that is pleasant to be in. At CEE, we incorporated a wellness room with a couch, a plant wall, soft colours and a relaxing environment. The colour schemes, plant life and leisure decor offer a zen environment. In some organizations, this area may be geared toward creating a game room or a staff lounge. Whatever it is, a place for employees to take moments to relax is of great importance.

A culture of acceptance can also help young adults feel more comfortable in the workplace. One of the things that was repeatedly spoken about during our scrum conversation was employers understanding younger generations and embracing them for who they are and what they bring to the table. For instance, if we look at CEOs like Mark Zuckerberg and Steve Jobs, they were creatives, geniuses and business owners, but they dressed how they wanted. Youth have fresh ideas and perspectives to bring to the table, but if they are forced to conform to corporate ideologies of dress code and etiquette, they may feel their unorthodox perspectives are not welcome. This open-mindedness can be extended to allowing employees to take risks at work and ask questions without fear of retribution.

This generation wants to do things differently and, as employers, there are ways to make the most mundane things – like meetings – more engaging (i.e taking-walking meetings, having 1:1 mental health checks to see how things outside work are going, creating opportunities for employees to come together once a month and have a company-sponsored breakfast or lunch). All these things tell the next generation you, too, are willing to put effort in to meet their needs. Summer hours or flexible hours are also something this generation is looking for, which means employers need to create accountability practices for things like working from home or away from traditional work areas.

Making Change to Keep Talent

As our society changes and new generations dominate the workforce, we have to pivot and change our approach to retain talent. Practical, tangible changes need to take place, as loyalty is not gained so much by a paycheque any more, but by work culture, engagement and investment in employees’ professional growth inside or outside of the company.

Case Study: Meet the Award-Winning Centennial Entrepreneur
December 16, 2017
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He started his business journey aged eleven. Now nineteen, he’s an acclaimed entrepreneur, investor, speaker and mentor. Meet Ben Towers.

Centennials. The latest buzzword in the business world. As businesses gain an understanding of this generation and prepare for their arrival in the workplace, Centennials are often labelled as the new wave of employees. However, growing up in a digital landscape, their ability to use technology comes as naturally to them as breathing, which means, not only do they have the skills to be disruptive employees, but to be innovative employers too.

The perfect example of this is Ben Towers. When he was only thirteen years old, he founded his first digital marketing company, Towers Design. After completing a multi-million-pound merger earlier this year, he left the organisation in September and is now focusing on his role as CEO of Social Marley, a social media management tool. His remarkable achievements have not gone unnoticed; Ben has won multiple awards and has been named by Sir Richard Branson as “one of the UK’s most exciting entrepreneurs”.

Your Ready Business spoke to Ben about his experience as a young entrepreneur and how, despite his age (or because of it), he has driven himself and his businesses to success.
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