Paul Convery

Director

Unemployment Unit & Youthaid, London

February 22nd 2001

Working as One conference - young people

Changing emphasis in welfare to work Not solving mass unemployment any

longer Focus on harder to help populations Not just achieving job entry –

retention and progression as important

Business case for w2w – recruitment bottlenecks

High employer expectations

Consensus: New Deal needs to improve Less than 50% gain jobs ¼ not entered sustained employment Marked geographical variations in

outcomes Least employable are being helped

less ethnic minority job entry – up to 40%

lower for white participants

050,000

100,000

150,000200,000250,000300,000350,000400,000

1994 1997 1998 2000

JSA claimants: aged 18-24; unemployed 6 months+

JSA claimants: 1.0m Sick and disabled: 2.9m (0.8m want to

work) Single parents: 0.9m (0.5m want to

work)

Changing claimant population

Improving Gateway identification and diagnosis (client profiling),

improved case management and counselling; progress and achievement; replicate workplace cultures: expectations of

punctuality, attendance and effort; stronger development of participants’

interpersonal and communication skills; sectoral gateways and employer sponsorship

Improving placement Integration with “normal” job broking; identify skills required in growth potential

industries and occupations; meeting employer’s specification & better

prepare participants on what to expect; special packages for the most

disadvantaged; combat low attraction of low paid, low

quality jobs or where employment is not sustainable

Working smarter with employers vacancy takers and PAs need to understand

employer's business and "sell" clients maintain communication between PA,

employee and employer after placement; post-placement help - participant/employer; structured introduction to work; mentoring;

performance appraisals and help; training to support career advancement;

inter-firm/supply chain collaboration.

Improving options enriching the offers - more option tasters,

intensive activity and services; mix, match and blend the options; specialist Gateway support services

should continue as part of an option; "soft skills" integrated into all options; increased relevance with the labour

market; ILMs better for the most disadvantaged.

Unexpected success story evaluation of success factors for

Personal Advisers was not part of the New Deal evaluation strategy

research shows that PA activities are crucial for the success of the client

But no systematic understanding of how successful Personal Advisers work

The key seems to be Listening to the young person Relating to their aspirations While also trying to be realistic And agreeing and monitoring

structure

However Staff turnover High caseloads Limited understanding of Varying standards of labour

market knowledge

Varying knowledge of labour market Labour market Employers Local and nearby jobs Training opportunities &

qualifications Other services

Effective PAs are Focused on the needs of their

client But also focused on the needs of

their employer customers To ensure an effective match

between client and employer

Providers Employment Service contracting

has split up different programme elements

sub-contracting from main contractors in each Unit

focus on client and employer needs is diffused

Welfare to work: 2002 priorities concentrate on those “who remain far

removed from the world of work” “complex & fluid demands” of labour

market more effective education and training develop role of employers more “flexible and efficient” system neighbourhood focus

Internet sources

New Deal briefings, innovation, talks, articles, performance data, advice &

information for participants:

www.uuy.org.uk/newdeal

Copy of this presentation:

www.uuy.org.uk/speakers