A silent crisis that sees increasing numbers of youth out of work or stuck on the lower rungs of the career ladder is enveloping the developed world, and Hong Kong is not immune. Although gross domestic product has grown by a third here in the past decade, job prospects for young adults have not improved. In many ways, they have worsened. A person aged 20 to 24 is two to three times more likely to be unemployed than those in other working-age groups. But just as young people are struggling to land jobs, employers are finding it more and more difficult to recruit the right people. Why is this so? Ten years ago, a lack of job opportunities was the main cause of youth unemployment. Today's problem is more complicated. On the one hand, employers face a number of barriers to hiring young workers. The Grant Thornton International Business Report in 2013 revealed that many companies in Hong Kong find young people deficient in both technical and soft skills. Some complain about a shortage of applicants, reflecting a lack of interest or awareness in the opportunities that are available. On the other hand, many young people believe they cannot get a job that offers them a decent income and opportunities to progress. The feeling of frustration is particularly palpable among individuals who have a high level of education but are forced to take up part-time jobs. Youth unemployment has not fallen even though more youngsters have post-secondary credentials. As we see it, there is a gap between young people's perceptions and the realities of today's labour market. More often than not, they do not have access to accurate information about which skills are most in demand, and the qualifications needed to compete for the best jobs. They also lack role models in relevant sectors who they could look up to as they acquire the skills essential for success. There is also a gap between what young workers expect from a job and what employers currently offer. While remuneration remains an important factor, a recent survey by Tamty McGill consultants shows that factors such as workplace participation, communication and flexibility are more important to "millennial" employees in Hong Kong than their employers realise. Young workers tend to prefer companies with approachable senior management. Employers may find these preferences at odds with their traditional philosophy and practice. We believe youth unemployment and disenfranchisement can be tackled effectively only by working with all the stakeholders - government, young people and employers. Business leaders need to communicate the nature and needs of their sectors. They need to help foster in young people the types of skills their company needs for their business to achieve sustainable success. Investing in young people should be a core business strategy, without which companies cannot continue to thrive and grow. Companies can envisage their engagement with young people as a "progression journey". It starts with approaching youngsters before they join the workforce. Reach out to them in the community, secondary schools and universities. Talk to students to help challenge their preconceptions, inspire them and set the right expectations. Develop activities, resources and curriculums that can be taught in schools and elsewhere. Sectors that show strong employment growth, such as technology and health care, should step up this kind of engagement to increase the pipeline of appropriately qualified graduates. One telecoms company in Hong Kong is a good example of a business that has adopted such an approach. In collaboration with the Federation of Youth Groups, it arranges workplace visits for students to learn about their company and career prospects in its industry. Similarly, a well-known local airline engages students aged 15 to 18 in training and visits to its facilities. The company also partners with the Hong Kong Air Cadet Corps to teach advanced aviation skills to teenagers who show an interest in a career in flying. The second phase of the journey entails increasing students' exposure to real work in different industries. These can involve internships, work-attachment placements and mentorship programmes for students. By being an intern or "job shadowing" a professional, a young person can observe the qualities needed to succeed at work. For example, through agreements with local universities, a Hong Kong property management company provides more than 20 summer internships a year to students majoring in relevant subjects such as architecture and surveying. Interns learn which technical skills are needed and how colleagues work together as a team. The industry benefits from future graduates who are more focused and prepared for the work. The last phase of the journey happens in the workplace. Many companies are already providing on-the-job training and development, such as the graduate engineer programmes run by a number of companies in Hong Kong, to help accelerate new recruits' progression into highly skilled and specialised roles. They should also seek to involve junior staff in a meaningful way in the development of the business. For example, they could form "young executive committees" for their future leaders to develop solutions to real business challenges. This helps create a more rewarding work experience while also benefiting the company through new insights and ideas. Helping young people to make full use of their skills and abilities in the workplace isn't just a moral responsibility. It is the key for any company competing in the global economy to sustain success in the years to come. Cliff Choi Kim-wah is business director (public engagement and partnership), and Simon Lee is the sustainability manager, at The Hong Kong Council of Social Service
