Paul Convery Director Unemployment Unit & Youthaid, London February 22 nd 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

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: Copy of this presentation: