Integration booklet Sector Specific Details New Technologies
Integration booklet Sector Specific Details
The European Commission support for the production of this publication does not constitute an endorsement of the contents which reflects the views only of the authors, and the Commission cannot be held responsible for any use which may be made of the information contained therein.
Challenges for integrating NEETs
Recommendations for integrating NEETs
Integration of NEETs
Best practices in New Technologies
Do I wish to acquire a specific skillset and enter the workforce?
g nin r a e
rl s fo
my life will continue as it currently is!
Social inclusion actors
Social protection dept.
seek guidance from community
reference document: integration brochure
Sourcing & indentification phase Integration phase
Appropriate Agency/Association Reference documents: Integration booklets
Acquire employability skills*
*Adaptability for work Respect for authority/rule Motivation Self confidence
social referent/mentor Acquire sector specific employment skills in training centre social referent/mentor
Subsidised job (work experience) short term employer
“on-the-job” “off-the-job” Integration phase
Further education and/or training
At work: Acquire sector specific employment skills
Skilled Competent worker
Introduction In Europe the so-called NEETs (Not in Education,
education system in Europe. In 2012 the popula-
Employment or Training) are considered as one of
tion of NEETs reached a level of around 15 million
the most problematic groups in the context of you-
among those aged 15â€“29 (Eurofound, 2012a).
th unemployment. Thus, according to Eurostat, in
This is an enduring problem at national level. The
2011, 7.5 million people aged between 15-24 years
NEETS are one of the European priorities in terms
and 6,5 million people aged between 25 and 29
of employment and inclusion of young people
years were excluded from the labour market and
Source: Eurofound (2012:108)
The policies implemented by Member States to ensure a greater participation of young people in education and employment involve a wide range of different initiatives. These policies often intervene at different points along the pathway to employment, which describes young people’s journey through formal education and their transition into the labour market and employment. For many young people, this pathway from educa-
The aim of this Integration Booklet is to provide
tion to employment is not straight, and those who
potential employers, training agency staff and
become NEET have gone astray somewhere along
NEETS themselves with general information that
the way. Policies tackling the NEET problem are
will assist them them in enabling NEETs to gain en-
therefore either preventative interventions that
try-level employment opportunities and/or access
keep young people from leaving this pathway or
into the New Technologies sector.
interventions that tackle the issue of bringing young
This Integration Booklet is the result of the clo-
people ‘back on track’ to continue their way, deve-
se collaboration, co-operation and the sharing of
lop their skills and participate actively in society.
experience between companies and youth training
This booklet is designed to help supportive emplo-
centres during the research phase of this project.
yers and career guidance professionals to enable
Some of the “best practice” examples given will
NEETs to make better informed decisions about
show how NEETs might be introduced into the
future career paths in the information technology
information technology sector, and thereby en-
sector. Successful interventions will result in optimal
couraged to pursue a career path in this dynamic
benefits for the individual, the employer and society.
for integrating NEETs
Integrating NEETs may be challenging for several
reasons, (educational, behavioural and professional)
• The NEETs may lack practical work experience;
however our research shows that it can be very
• NEETs may have difficulties in accepting the disci-
rewarding for both the employer and the individual.
plines and structures of the workplace and may lack
These challenges may be:
• The NEETs may have a very low level of
• Offering a NEET a possibility of training and/or
education and difficulties in understanding and in
employment can unlock the inherent potential wi-
expressing themselves, which remains a barrier for
thin the individual, benefitting the employer, society and the individual; • The NEETs generally lack self-esteem, which is necessary in order for them to visualise themselves as future competent skilled workers; • Mobility issues and transport to and from work may pose practical challenges.
for integrating NEETs not only during the integration phase.
Considering the above mentioned challenges, and on the basis of the research and interviews
â€˘ Set up both information sessions and guidance
conducted with relevant stakeholders during
centres. An outreach team put in place is useful
the ANEETs projects, recommendations in order
to drive information sessions that allow the trai-
to successfully source, identify and eventually
ning centres to inform and educate candidates for
integrate young NEETs are listed below:
training. In addition, a guidance centre could be put
Sourcing and identification of NEETs
in place to make available a details of local training initiatives and local job opportunities
â€˘ Sourcing of NEETs should be done primarily with social inclusion actors. Close relationships between companies, training centres and social actors were found to be very effective. It is important that the needs of companies, and upcoming job opportunities, are known to local social actors and training centres. â€˘ It is important that companies are involved in the whole process of the recruitment of NEETs, and
It is important that the recruitment of NEETs
mics between the world of business and training
are made by a qualified and professional person
centres, so that feedback can be brought to
who is familiar with NEETs, and their particular
the training centres, this will enable centres to
respond to any difficulties encountered.
• Monitoring the progress of the NEETs before
• A key requirement of the person in charge of
and during the contract. It is essential to conduct
the process is that he/she should have foresight,
regular evaluations of the individuals’ progress.
ability and ﬂexibility, to be able to identify possi-
During the process, is essential to focus on: moti-
ble problems as soon as possible, and to be able
vation, interpersonal skills, technical skills, as well
to put appropriate corrective actions and the
as adequacy between the goals of the company
necessary resources, in place quickly to resolve
and the candidate’s career expectation.
any issues arising.
• It is necessary to create real interactive dyna-
in New Technologies
The entire training process is recorded and verified on the NEETs passport. Indeed the indicative list of employability and employment skills are listed below and should be recorded in the passport: Employability skills
• Basic New Technologies
• Personal effectiveness
• Keyboard skills
• Workplace safety
• Word Processing
• Functional mathematics
The detailed ﬂowchart already shown, outlines general best practices as agreed by the ANEETs project.
Examples are shown below to outline current “best practices” across employers in the EU partner countries.
Theo Benning GmbH Theo Benning GmbH is a family owned business that designs, builds and tests a wide range of electronic equipment such as hand held elecDescription
trical testers, power chargers, and printed circuit boards(PCBs) for a range of sectors. Their Irish factory is located in the Whitemill Industrial Estate in Wexford Town. Theo Benning GmbH employs approx 100 staff in their Wexford facility. The company has a very structured selection process for recruitment of young people, some of which are recruited locally or recommended to the company by the local training centre, YouthTrain Centre. The centre works very closely with the company, and both are located in the Whitemill Industrial Estate. This centre has facilities to train young people in both basic IT and elementary engineering skills, and thus teaching staff are well positioned to assess the suitability of potential candidates to work in Theo Benning GmbH.
During the selection process, the company will look for a motivated individual with good vocational aptitude, demonstrated good work ethic and reasonable manual dexterity. The selected candidate undergoes the formal and informal structured “on-the-job” training for the particular task(s) they have been employed, and “off-the-job” training. The training is designed, delivered and assessed by a cadre of “in-house” training specialists. These trainers are all quailified to national accreditation standards (QQI Level 6). Progress is closely monitored throughout the entire process, and additional help/support is available when/if required.
Senior management encourage the development of a strong work culture of continuous improvement and employee involvement within the plant. This philosophy is driven by the Joint Union management Steering Committee (JUMST) whose role is to actively encourage practical team work across the entire plant. All employees receive formal training, and are qualified to nationally accreditation standards (EQF Level 4). The practical use of a wide range of problem solving skills (â€œbrainstormingâ€?, Pareto analysis, fish-bone diagrams etc) is common across the entire plant. The Theo Benning GmbH facility in Wexford is very aware of their poDetails of the BP
sition within the local community and society. They are a well-respec-
ted employer in the area. They work closely with the local YouthTrain Centre and have recruited local young people from this centre. Whitemill Industrial Estate, Wexford, Ireland
Pauline Stamp, HR Manager +00353 53 917 6904 pstamp@BENNING.ie
Accenture, a world reference in consulting and technology, that works closely with large businesses and governments in all phases of processing, from strategy to implementation. International company operating in 120 countries with over 370,000 employees, Accenture benefits from a global network of excellence and a recognized methodology, guaranteeing expertise and performance in many sectors: insurance / bank sector public, telecommunications, aerospace, energy distribution, health, consumer, media, tourism, automotive industry. At a time of great technological change, Accenture helps increase customer performance through solutions that transform their organizations, products offerings, their distribution channels and customer relationships. Because they are convinced that diversity is a source of performance, they strive to create an environment in which everyone can thrive professionally and build a fulfilling career. This environment recognizes the uniqueness of all employees and promotes respect, personal achievement and responsible management.
The Accenture Foundation recruited 50 apprentices in France through their CSR service which works as an intermediary with managers. They actually have tutors selected according to the target group of NEETs apprentices and apprentices with disabilities who are called “career counsellors”. The “passport tutors” are specialised with this target group and trained by inclusion associations. The jobs adapted for the NEETs are web designer, community manager, Web analytic consultant and consultant in cyber security. These jobs are adapted specifically for the NEETs because of the level of education required. The young people are motivated and recruited through jobs events and coaching days.
In 2015, a total of 56 recruitments made with the help of various partners and a specialist actor, Mozaik RH. In 2016 the program “Skills to Succeed as Employer” carries a recruitDetails of the ment goal of 50 young from Mozaik HR. This commitment was made in particular in Bercy in the presence of Emmanuel Macron, Minister of Economy, Industry and Digital. BP The following parties in Accenture are involved in this programme: (best • The Top Accenture Leadership initiative that supports the process. practice) • Teams “Business” work the process on the integration of young people in their teams Mozaik RH • The charge of diversity recruitment in connection with HR, works upstream with the part-
ner to identify the right profiles, accompanies the candidates in the recruitment process and ensures integration into a customer team. • The Accenture Foundation , which controls the programme and follows the proper co-ordination of associative partners involved • Externally, iMozaik HR rallies. • HR Mozaik- is a recruitment agency and provides HR management aimed to enable companies and institutions to identify and recruit candidates from diverse backgrounds based on their abilities and skills. HR Mozaïk recruits candidates throughout the country. HR Mozaïk proposes to detect the best profiles and is able to bring real added value to companies seeking skills. • Prerequisite analysis between Mozaik HR with Skills to succeeds* use as Accenture team • Dissemination by Mozaik RH • Sourcing of candidates by Mozaik RH • Phone Screening of candidates by Mozaik RH • HR Mozaik Presentation of candidates matching the search profiles Accenture • Coaching and preparation of the candidates short listed by Accenture. • Monitoring the integration of the candidate Mozaik HR, now Accenture’s employee. The programme, launched in 2014 has no defined duration. It is renewed every year with the support of Accenture Top Leadership. Aspiring to help improve structurally sound economic and social ecosystem, Accenture, through its Foundation in France, is convinced of the need to focus closely on each territory. For over a year, Accenture has developed its organisational model and its recruitment practices to strengthen its social diversity and recruit from the diversity of the neighbourhoods within its structure. “We, business leaders, believe in diversity of talent, and want our future management teams to be representative of all components of our country. The pluralism of our teams must be a reality, not only by moral imperative, but also because this diversity is our guarantee of efficiency and innovation. “ “Manifesto for the diversity of talent in the school and in companies” whose Christian Nibourel (Accenture President France & Benelux) is a signatory.
Fondation Accenture, 118, avenue de France 75013 Paris Angelina Lamy, General Manager and CSR Responsible for France, Holland and Belgium +33(0)6 32 73 63 38 firstname.lastname@example.org
Since 1977, FUNOC - Formation pour l’Université Ouverte de Charleroi (Training – Open University - Charleroi) develops a series of training schemes for young and low-skilled adults and with little education in the Charleroi area. Each year within FUNOC, more than a thousand people find the opportunity to train and qualify. The FUNOC develops actions to the attention of NEETs throughout a work in disadvantaged areas of Charleroi, by working both on culture, painting and street art at the same time.
• Professional rehabilitation: all training aims to give people greater chances to find or regain employment. • Reintegration into skills training: the FUNOC acts as a “bridge” between those who want skills training and training centres that require certain prerequisites. • The self-confidence recovery and “re-socialisation” to find a new dignity, a new solidarity to consider new life projects. • “Social rating”: An expected outcome is to enable participants to acquire skills to act and participate in society as full citizens. A better understanding of economic, social and cultural mechanisms enable them to make responsible choices.
Details of the BP (best practice)
• Number of young people integrating training : 1500 (about 20 % are NEETs) • Number of tutors/trainers: Trainers, integration officers, guides for putting to employment (20) • Number of NEETs integrating the training: 30 • Programme (main features): Awareness raising, information and guidance, classroom workshops, works on school-construction sites, traineeships. The programme lasts 12 weeks (3 sessions per year) • Added value of working with NEETs: Social and professional integration, making the link, enabling young people to reconnect with their environment. F.U.N.O.C, Avenue des Alliés, 19 6000, Charleroi, Belgique www.funoc.be Joëlle Van Gasse (Director) +32 497 03 90 82 email@example.com
BTM Sound Description
BTM SOUND SL is a company created in 1992 with the intention to provide a comprehensive service in the assembly and production of shows and social events. They have become a reference of professionalism in the sector. They have extensive experience in the field of sound, lighting and image for live shows and corporate events. Currently, they are available to design and build any projects or spaces. They adapt to market requirements and customer needs.
BTM works on a regular basis with several training programme to help NEETs to get job experience. Nonetheless, there are obstacles for a company such as BTM: the cost of personal equipment is about 150â‚Ź per person. Also, for insurance reasons they cannot work off site to mount sound and lighting equipment (for scenarios, theatres, etc.). Often the trainees want to work with the best and newest equipment, as this is usually newer than the equipment they have at training centre. But, they have to start with basics.
Details of the BP (best practice)
So far the experience including Neets with the BTMâ€™s staff has been very positive. BTM has currently two trainees within their staff who come from a training programme for NEETs. On the job, BTM provides a reference person from its own staff. The mentor work always next to the trainees even if they might do separate tasks. The material BTM is dealing with is very expensive and some tasks are dangerous. The trainees start with basic tasks at the warehouse such as maintenance, ordering material, loading and unloading the trucks. Only then do they start working on programming sound equipment. At this stage, they can acquire specialised skills and theoretical knowledge. BTM Sound SL Major de Salt, 345 17190 Ssalt - Spain www.btmsound.com Xavier Morell (General Manager) +34 972 242927 firstname.lastname@example.org
GRN Serveis TelemĂ tics Internet Before June 1995 the few people in Gerona willing to connect to Internet had to make a long distance phone call, with a cost of twenty Euros per hour. In late June 1995 the GRN Telematics Services Internet access local node became operational, giving the possibility to connect to the Internet via a local call. GRN celebrates its 20th anniversary this year by rememorizing the beginnings of the Internet world. GRN is in the world of the Internet since its inception. Its products and services aim to cover all aspects: connectivity, the domain hosting, email, housing in dedicated and virtual servers, IP telephony, technology consultancy in the Linux environment, firewalls, web design, mobility, new Description
cloud philosophies and every technology new issue. GRN was born in 1995 with an infrastructure consisting of a Linux server BBS and, therefore, its history with this operating system goes back to the beginning, and that has been the key to its success and the fact that even exist as an independent ISP. This trajectory supports GRN as Linux consultants. Today the range of devices that work with Linux is immense. In business you can find everything from file servers, database, web server with PHP and MySQL, mail servers, firewalls, proxies, routers, and a long etc. GRN can contribute to help users to find the best solution in each case, as well as to integrate open source products to obtain a solution to their preference. The goal is to teach them the habits and general requirements of both
the company and the business sector in general. We want them to reach a good level of knowledge of the world of private enterprise.
New employees are usually well trained, or at least with a basic VET education. Tasks at the company call for a minimum technical knowleMethodology
dge. Though they need adaptation to the labour environment and to some specific company habits. Psychology is the most appropriate trainer profile. GRN is a medium size company and integrate only one by one apprenticeship. GRN integrates newcomers to the company by working next to a well-integrated company member with good technical level and ability to train new staff members. GRN uses mentorship in the process
Details of the BP (best practice)
to adapting the newcomers. Retired technical staff members are glad to cooperate in some business activities. Those people have a deep understanding of the professional tasks needed and know about the demands of the technology sector. The apprenticeship is mainly a practical process, structured with comment and support from the mentor along the way. Meaningful communication is very important to achieve this goal. GRN Serveis TelemĂ tics Carrer Oviedo, 46, 17005 Girona - Spain
www.grn.cat Esteve CamĂłs - Administrador +34 972230000 email@example.com
Hewlett-Packard CDS Hewlett-Packard CDS is a wholly owned subsidiary of Hewlett-Packard and although an integral part of Delivery Operations EMEA, is a separate legal entity providing true multi-vendor service capability for HP customers. The HP service offerings are contained in a single portfolio of HP branded services, which are delivered by both HP CDS and HP service Description
teams. HP CDS specialises in on-site delivery for multi-vendor products and services. Hewlett -Packard CDS provides a competitive advantage for the Group HP grounded in elevated performance of the provision of services. These are the qualities which will distinguish it in the market: • The Customer Satisfaction (focus in quality of service) • Agility in the design of solutions. • Efficiency Costs HP CDS has created the Technological Observatory and has an agreement with the University of Girona and several education institutions in order to supervise students’ projects and support them in training periods inside the company. Once the project or training period ends,
the company hires the students who show interest and potential (far more than 90% of cases) for a period of six months. To ensure the correct monitoring and adaptation of the new apprentices, the company assigns them a tutor who takes care of the learner during the initial period.
HP selects a number approximate of 4-6 students per year from the best final projects. Of course, the experts are crucial in the selection process. Though a key person involved is their assigned tutor when they are integrated Details of the BP (best practice)
into the company. The job offered is for 6 months. One of the main goals of the project is to involve these students right after finishing their training in real projects. They may have a hard time looking for a job after this, but they have already gained valuable work experience. HEWLETT-PACKARD CDS Carrer Emili Grahit, 91, Narcis Monturiol Parc CientĂfic i TecnolĂ˛gic 17003 Girona - Spain
https://www.hpcds.com/es/ Gerard Font - Service Delivery Manager +34 670055906 firstname.lastname@example.org
Droit et Devoir ASBL Droit et Devoir is a Belgian private “not-for-profit” company with three missions: • Social by helping unemployed to join or re-join the workforce on the assumption that computer science concerns require low-skilled people as well as qualified ones. Description
• Economical by contributing at the creation of high quality and stable jobs. • Environmental through the process of recovery and re-use of obsolete computing equipment. The company runs a second-hand computing equipment shop as well as a call centre. This economic activity is conciliated with a mission of social insertion by offering three type of employment: computer assembler, recycling waste handler and call centre operator for people over 18. Training is based on a worked-based pedagogy. The participant follows theoretical courses alongside practical and productive workshops in authentic working situations, either in Droit et Devoir premises either through an internship done in an external company (up to 520 hours can be dedicated to this task). The company has developed a personalized support method called “4D.A Ex-
cellself” to face problems of low-motivation. Based on tools coming from the neurocognitive and behavioural approach, it identifies motivation mechanisms by differentiating two categories of motivations: unconditional motivations (sustainable and resisting to failure) from conditional motivations (unstable as depending on work results and cknowledgement). This approach is a way to identify precisely, and objectively, the personality of each trainee and to help him/her to develop their a potential and to be more dedicated to their
project/tasks. The method “4D.A Excellself” is composed of: • Diagnosis (identify talents and obstacles) • Decoding (untie the knots such as: there is no work) • Development (developing talents and potential skills) • Decision (learning to decide to take the step, questioning) • Action (to enter the process, set priorities) Furthermore, Droit et Devoir follows a participative approach, where the trainee is at the core of his/her professional and learning project, by stimulating their expression and creativity. • Number of young people integrating the training: between 80 and 100. • Number of tutors/trainers: 2.5 full-time equivalents (coaches and practitioners qualified in the neurocognitive and behavioural approach ANC) and a Details of the BP (best practice)
“job” tutor. • Number of NEETs integrating the training: 8 to 12 places. • Programme (main steps): Welcome, awareness, hook, training, and guidance. The programme lasts 12 weeks. • Added value of working with NEETs: Creative persons, entrepreneurs who start an undertaking from nothing, need for sense and valuation. Droit et Devoir Asbl Rue du Fisch Club, 6 7000 Mons, Belgique
www.droitetdevoir.com Bouchaïb SAMAWI (Manager) +32 65 37 42 51 email@example.com
Graphic Design: Mireia Puigderrajols
Published on Aug 25, 2016
Published on Aug 25, 2016
ERASMUS+ 2014-2016 project. This Integration Booklet is the result of the close collaboration, co-operation and the sharing of experience b...