Sustainable employment: Youth, economic vitality and why government needs a new approachTo succeed, policy makers need a deep understanding of theproblems and their underlying causes. They need to embracebig data and analytics to drive innovative welfare models. Byintegrating across agencies and organizations, governments canreduce barriers and empower people to take charge of theircareers and, ultimately, their lives. The economic prosperity ofcities, regions and countries is at stake. In the end, a forecast that includes the loss of a large portion ofthe world's workforce as happy, health citizens and reliabletaxpayers does not paint a rosy economic picture, not tomention the implications for a harmonious and stable society.Governments must act quickly to change developing dynamicsand maximize every citizen's opportunity to be a productivemember of an economy. In particular, they need to focus onyouth unemployment to avoid a downward spiral of lost wagesand, potentially, a lost generation. IBM Global Business ServicesIBMGBS_be55b332-6176-11e6-bb63-44d00e9dbf90Young PeopleNicole GardnerCo-Author -- Nicole Gardner lives in the United States andis Vice President and Global Industry Leaderfor Social Services, Government Healthcareand Tax for IBM Global Business Services.She leads a worldwide team of subject matterexperts who help government organizationsdevelop modernization strategies, innovativemodels for service delivery and best practices for improvedefficiency and effectiveness across a broad range of programareas. Nicole works with senior government leadership on someof the world’s most challenging social issues including modernizationfor social assistance programs, unemployment, disability,homelessness and child welfare and has published numerousbooks and articles on human capital management, e-businessand organizational change management.Paul PatemanCo-Author -- Paul Pateman lives in the United Kingdomand is the IBM Global Social Services teamleader for Global Business Services. Paul leadsa worldwide team that helps social servicesorganizations develop modernization strategiesand implement best practices and newbusiness processes. His 30 years of experienceinclude expertise in large-scale eligibility systems, financialmanagement of benefits budgets and programs, and the use ofanalytics to fight fraud. Paul advises clients on challengesincluding how to move from a transactional to an outcomesfocusedmodel, how to use predictive analytics to design earlyinterventions that prevent adverse incidents, and how to breakdown information silos to promote a collaborative approach tocare and service plans. For the past three years, Paul has beenheavily engaged with supporting European clients to deliver theEuropean Union’s Social Policy objectives as part of IBM’s teamworking alongside the Commission.Andreas GollnerCo-Author -- Since 2010, Andreas Gollner has been part ofthe IBM Global Government Center ofCompetence, where he currently acts as thePublic Employment Service Lead. With morethan 20 years' experience as a strategyconsultant and IT expert, Andreas advisessenior leaders in social services organizationson strategic matters connected with and leading to organizationaland technological transformations. Based in Vienna,Austria, he has a strong focus on working with CentralEuropean Public Employment Services. Andreas has workedspecifically with European Public Employment Services toleverage Internet technology and social media to enhance thelevel of service for citizens and increase cost efficiency andeffectiveness for the agencies involved.... full-time, long-term and sustainable employment that nourishes a healthy and growing economy. _be55b512-6176-11e6-bb63-44d00e9dbf90To structurally attack and reduce the problem of youth unemployment. _be55b5c6-6176-11e6-bb63-44d00e9dbf90EmployabilityTransformationThe road to transformation -- Digging deeply into data to take an integrated view and working across organizational boundaries to focus on long-term outcomes versus short-term transactions represents a new way of thinking. This challenges labor organizations to master new conceptual and operational models to successfully tackle unemployment in general -- and youth unemployment in particular. To prepare, labor organization leaders should focus on the following:Data1. Big data and analytics: Harvest insights from historical patterns and underlying triggers to develop a better diagnosis of the full picture of contributing conditions and develop strategies to address conditions at the macro and individual levels.AnalysisInnovation2. Innovation: Shift from reactive to proactive and from transaction to outcome focused and constantly reduce barriers to enable people to independently manage their lives and careers.Integration3. Integration: Facilitate the seamless coordination and collaborationof a wide range of contributors inside your own organization, across other government entities and across other types of institutions, who can help achieve better outcomes for the long termAnalytics, Causes & InterventionsLeverage advanced analytics to design and deliver citizen-specific early intervention services based on documented analysis of root causes._be55b65c-6176-11e6-bb63-44d00e9dbf901GovernmentsYoung PeopleGovernment should leverage advanced analytics to design anddeliver citizen-specific early intervention services based ondocumented analysis of root causes. Rather than adopt a one-size-fits-allapproach or a narrow training strategy, governmentshould aim to understand the challenges for eachindividual. There might be family dynamic issues, addictionor abuse issues, or cognitive or language challenges, as wellas geographic or transportation issues. Understandingindividual deficiencies and opportunities can lead to earlyinterventions, as well as to more efficiency and effectivenessin changing outcomes. For young people specifically, anindividualized approach could help identify the right trainingcourses and qualification measures to ease the transitionfrom general education to the workplace. Knowing exactlywhy certain training makes sense and what job opportunitieswill be available after investing the time and effort intoacquiring new skills can enhance confidence and engagementlevels. The end result is better use of public money and amore effective, efficient system.Analytics can also play a big role in early prevention ofdeveloping intractable problems. Analytics solutions helpuncover underlying patterns of unemployment, which canlead to identification of those at high risk. Those identifiedcould then be targeted with early intervention actions. Thisapproach is particularly promising for problems with variousand complex reasons -- such as identifying young people athigh risk of becoming NEETs.SituationsAnalyze the individual situation_be55b706-6176-11e6-bb63-44d00e9dbf901.1PatternsIdentify patterns_be55b7a6-6176-11e6-bb63-44d00e9dbf901.2RisksPredict and identify high-risk_be55b846-6176-11e6-bb63-44d00e9dbf901.3Innovation & TransformationTransform labor organizations and harness innovation and technology to drive new citizen-centric solutions._be55b8fa-6176-11e6-bb63-44d00e9dbf902Labor OrganizationsLabor organizations should transform the front office and harnessinnovation and technology to drive new citizen-centric solutions.Current technology can be leveraged to raise citizens' levelsof engagement with their own careers. Examples includecommunities to exchange experiences, online assessments toexplore and understand skills (including so called soft skills),and serious games to reduce barriers.Because individuals vary in their abilities to manage theirown career and development, the "employment fitness"program could be tailored based on an individual’s level ofself sufficiency. For example, it might be used by a governmentcase worker as a tool during one-on-one counseling orused by citizens as an enablement service at their discretion.EducationEducate about employability_be55b99a-6176-11e6-bb63-44d00e9dbf902.1Self-ServiceOffer advanced self-service capabilities_be55ba3a-6176-11e6-bb63-44d00e9dbf902.2IndependenceReduce barriers and support independence_be55baf8-6176-11e6-bb63-44d00e9dbf902.3Social EcosystemsManage the social ecosystem to promote full employment and economicdevelopment._be55bba2-6176-11e6-bb63-44d00e9dbf903Labor OrganizationsLabor organizations should act as orchestrators, managing awhole social ecosystem to promote full employment and economicdevelopment. Government can play a critical role in designingearly intervention plans and managing the myriad of playerswho might be involved in a citizen's employment life. Suchplans could include all organizations that offer services,integrating differing levels of government, nongovernmentalorganizations (NGOs) and for-profit organizations toaddress specific weaknesses or needs. Citizens ultimatelyown their own success, but ownership of the plan could bemanaged in a single place, potentially by a public entity or anNGO. Specifically, when targeting young unemployed orpotentially unemployed people, there is huge opportunity tojoin forces with organizations that provide family services orspecialize in coaching and supporting young people.A natural ally for inclusion is the educational system – andnot just schools, colleges and universities. In many countries,there is a huge sector offering specific vocational training orgeneral skills. "Nudging" this sector into providing offeringstargeted at individual needs, integrated into individualizedplans, could help reduce an over- or under-skilled workforce.In this environment, the PES can exploit its central role bymoving to be a service provider for all the relevant parties,hosting and delivering the technology capability required tosupport the multi-disciplinary teams on a shared service basisIntervention PlansDesign early intervention plans._be55bc4c-6176-11e6-bb63-44d00e9dbf903.1Action PlansDefine individual action plans_be55bd0a-6176-11e6-bb63-44d00e9dbf903.1.1IndividualsManagement & SupportManage the plan and support the individual _be55bdbe-6176-11e6-bb63-44d00e9dbf903.1.2Employer ManagementManage the myriad of players who might be involved in a citizen's employment life._be55be72-6176-11e6-bb63-44d00e9dbf903.2GovernmentsEmployersIntegrate an ecosystem2014-05-302016-08-13http://www-01.ibm.com/common/ssi/cgi-bin/ssialias?htmlfid=GBW03236USENOwenAmburOwen.Ambur@verizon.net