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Speaker 1: Bushkin, I may have Higgins and this is solvable. Interviews

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Speaker 1: with the world's most innovative thinkers working to solve the

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Speaker 1: world's biggest problems. I'm Nikola Gilombic. I'm the founder and

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Speaker 1: chairman of the Harambee Youth Employment Accelerating So my solvable

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Speaker 1: is to reduce significantly youth unemployment in the South African

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Speaker 1: economy and increase young people's access to future work, which

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Speaker 1: is going to be globally and locally sustainable. South Africa

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Speaker 1: has one of the highest youth unemployment rates in the world.

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Speaker 1: Nikola's organization, the Harambee Youth Employment Accelerator, says that about

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Speaker 1: forty percent of this generation of eighteen to thirty four

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Speaker 1: year olds are expected to never secure stable work. Imagine

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Speaker 1: what that does to an individual, and then imagine that

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Speaker 1: it's happening to forty percent of young people in your country.

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Speaker 1: The impact is enormous, not only on the individual's well

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Speaker 1: being in health, but imagine the loss of potential, missing

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Speaker 1: out on the skills and energy of these people who

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Speaker 1: really should be shaping the country's future. In South Africa.

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Speaker 1: That lack of opportunity is still skewed by the legacy

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Speaker 1: of apartheid and now alongside rapid globalization, which has left

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Speaker 1: many young people geographically removed from job opportunities. You see,

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Speaker 1: under apartheid, non whites were forcibly moved to areas far

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Speaker 1: from city centers and not inequality endures today in the

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Speaker 1: time and money people have to spend traveling even to

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Speaker 1: find work. A twenty sixteen study found that young unemployed

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Speaker 1: people spend five hundred and sixty rand that's around thirty

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Speaker 1: eight dollars per month searching for work, and that's more

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Speaker 1: than the average per person income of the households our

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Speaker 1: guest Today, Nikola Gilambic is tackling the issue head on.

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Speaker 1: She's trying to bridge the gap between the skills unemployed

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Speaker 1: young people have and the skills potential employers are looking for.

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Speaker 1: Harambi is working on all sides of the problem. They're

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Speaker 1: working with the government to create jobs in tourism, conservation

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Speaker 1: and in building a green economy. They're also training unemployed people,

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Speaker 1: and they're training employers so that the employers can look

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Speaker 1: beyond paper qualifications and see real life skills. It's cool

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Speaker 1: how they work. Nicola uses face to face methods coupled

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Speaker 1: with big data and that work is now spreading beyond

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Speaker 1: South Africa. Okay, let's listen to Nicola now in conversation

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Speaker 1: with an Applebaum, can you describe to me the problem

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Speaker 1: in a nutshell? What is the problem that you're trying

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Speaker 1: to solve. South Africa has one of the highest youth

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Speaker 1: unemployment rates in the world, and that has multiple dimensions. Firstly,

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Speaker 1: our economy is just not producing enough jobs and all

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Speaker 1: most likely never produce enough jobs to absorb the young

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Speaker 1: people that we have. Secondly, we have an education system

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Speaker 1: that is not preparing young people for the world of work.

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Speaker 1: And Thirdly, we have massive inequality in South Africa. So

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Speaker 1: even the opportunities that do exist in the economy are

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Speaker 1: not accessible for young people from poor households who don't

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Speaker 1: have the social networks or the means to access those opportunities.

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Speaker 1: Why is this such an important problem to solve? So

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Speaker 1: if we talk about global inequality and sustainability, households around

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Speaker 1: the world have to feel that young people can transision

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Speaker 1: into an economy and provide for families. Otherwise we just

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Speaker 1: do not have a stable social core. So it's really

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Speaker 1: vital that young people feel that they can progress. Young

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Speaker 1: people feel they have opportunity. Young people feel they have

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Speaker 1: mobility in society, both in order to sustain social cohesion

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Speaker 1: as well as to actually grow productive economies into the future.

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Speaker 1: And in South Africa today, as I think is becoming

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Speaker 1: the fact in many economies around the world, young people

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Speaker 1: who should be an asset as the working age population,

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Speaker 1: are actually trapped outside of the economy. When one looks

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Speaker 1: at a problem like youth unemployment, which in South Africa

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Speaker 1: is much higher than it is in many other parts

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Speaker 1: of the world, how does someone like you begin to

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Speaker 1: tackle it? How do you break the problem down in

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Speaker 1: your head? So we've decided to be really pragmatic actually

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Speaker 1: insolving the problem. The first starting point was to understand where,

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Speaker 1: in fact are opportunities in the economy and where are

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Speaker 1: they today and where are they likely to be in future.

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Speaker 1: And then to understand who are the young people that

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Speaker 1: we have, what is their actual educational and readiness for work,

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Speaker 1: and what are they capable of? What are their assets,

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Speaker 1: what are their attributes? And how might we match the

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Speaker 1: young people we have and the opportunities we have in

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Speaker 1: a better way, And where we find gaps, what is

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Speaker 1: the shortest, quickest and most efficient way to close those gaps,

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Speaker 1: not falling back on the traditional models of needing to

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Speaker 1: send people to university for multiple years or needing to

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Speaker 1: create entirely new jobs. Is Can we work with young

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Speaker 1: people to close gaps in a much more agile way,

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Speaker 1: to judge their potential in new ways, to be able

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Speaker 1: to see attributes that they have that might be suitable

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Speaker 1: for existing jobs. Can we also work with employers to

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Speaker 1: change the way they're higher Can we change the way

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Speaker 1: employers judge the potential of young people? Could you give

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Speaker 1: some examples of what you found when, for example, when

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Speaker 1: you looked at young people, what were they lacking and

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Speaker 1: what was that you can give them that wasn't already

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Speaker 1: available through the educational system. So, when we worked with

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Speaker 1: employers in some growing areas of the economy, like global

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Speaker 1: business services, back office processing, and banking, employers still today,

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Speaker 1: despite tech, we're hiring people into those jobs and we're

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Speaker 1: tending to seek graduates for those jobs. And we were like, well,

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Speaker 1: do those jobs rarely require graduates? They were also running

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Speaker 1: mathematics tests for a number of those jobs as screeners,

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Speaker 1: and we're screening people out in South Africa, most young

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Speaker 1: people and especially those from poor families will not have

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Speaker 1: studied mathematics at school and will not have performed well

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Speaker 1: in mathematics. When you actually looked at the jobs, they

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Speaker 1: didn't require mathematics and they certainly didn't require university degrees.

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Speaker 1: Employers were just using those as screening proxies. So what

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Speaker 1: we were able to do is then look at the

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Speaker 1: young people and say, well, what do I need to

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Speaker 1: be a really great call center agent or what do

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Speaker 1: I need to be a really good customer service facing individual?

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Speaker 1: And of course what they're needed was great conversational competence.

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Speaker 1: What they needed was to be well versed in English.

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Speaker 1: What they needed was to be able to multitask on

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Speaker 1: a computer. And all three of those actually maybe things well.

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Speaker 1: So in the case of conversational competence, that may be

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Speaker 1: an attribute they already have. In the case of learning

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Speaker 1: to multitask on a computer, it may be a case

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Speaker 1: of I've never seen a computer, but I've got a

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Speaker 1: high learning potential and if you give me one, I'll

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Speaker 1: learn really quickly. And in the case of practicing English,

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Speaker 1: that's an opportunity to speak to somebody who speaks English

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Speaker 1: rather than going back to school. So you know what

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Speaker 1: we were able to do is then partner with the

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Speaker 1: government to try and redirect some of the training spending

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Speaker 1: that's happening in government, some of the skills money that

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Speaker 1: is being in fact, vast amounts that are being spent

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Speaker 1: by both government and the private sector on training young

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Speaker 1: people that isn't relevant to the work that's available, and

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Speaker 1: that just frustrates them further because they spend their own

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Speaker 1: money and their own time and the government's money being

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Speaker 1: trained and still don't actually have the basic competencies they

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Speaker 1: need for the jobs that are available. So what we've

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Speaker 1: been trying to do is find these short solutions, quick solutions,

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Speaker 1: much more efficient solutions that give young people just the

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Speaker 1: leg up they need to get into their first opportunities

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Speaker 1: and make their way to get a foothold in the economy.

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Speaker 1: Can you give me a specific example of a kind

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Speaker 1: of short term program or solution, maybe an individual that

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Speaker 1: you've met, and what kind of training do you mean

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Speaker 1: in the short term? So, for example, some of the

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Speaker 1: programs are a few days long to prepare somebody for

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Speaker 1: customer service roles where they haven't been customers themselves. They

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Speaker 1: come from a poor family and they haven't had the

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Speaker 1: opportunity to just kind of engage with strangers and communicate

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Speaker 1: in English with rangers, and a lot of that is

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Speaker 1: just about the confidence to find one's voice and engage,

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Speaker 1: particularly in English. Many of them have been sitting at

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Speaker 1: home unemployed and just getting used to the fact that

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Speaker 1: they have to stand on their feet all day. Comes

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Speaker 1: a really important part of the training. It's a simulation

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Speaker 1: of the work that prepares people to behave in a

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Speaker 1: different way. Getting ready to actually and make a plan

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Speaker 1: at home to get places on time is actually something,

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Speaker 1: you know, punctuality something employers really really value to think

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Speaker 1: it's most likely to get a young person fired in

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Speaker 1: South Africa is not arriving on time, but actually navigating

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Speaker 1: transport systems in big cities when you're poor is a

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Speaker 1: difficult process, especially if you've got childcare concerns as well.

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Speaker 1: So a lot of our training is not really training.

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Speaker 1: A lot of it is behavioral simulation. A lot of

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Speaker 1: it is preparing young people to be ready to take

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Speaker 1: on the challenges that that world of work will present

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Speaker 1: for them. So that's like a simple example in retail,

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Speaker 1: But other one you know would be you know, when

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Speaker 1: I say a short program, perhaps an eight week program

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Speaker 1: where I am practicing and improving my written English communication,

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Speaker 1: or I am practicing my spoken English communication, I am

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Speaker 1: demonstrating problem solving capabilities that would be relevant in the

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Speaker 1: financial services job that I'm going to go into. And

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Speaker 1: a third example would be perhaps a six month program

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Speaker 1: where I'm actually, despite the fact that I didn't do

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Speaker 1: or succeed in mathematics at school, I'm actually born to code,

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Speaker 1: and somebody has found that out about me and they're

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Speaker 1: now are going to put me through a coding boot

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Speaker 1: camp which is not just going to accelerate me into

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Speaker 1: coding despite my absence of good schooling, but also going

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Speaker 1: to give me the kind of behavioral readiness to work

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Speaker 1: in teams, to collaborate, to problem solve in the way

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Speaker 1: that I'm going to need to do when I land

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Speaker 1: in a junior programming role. How do you work with employers?

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Speaker 1: How do you change their prejudices about young people and

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Speaker 1: who would be a good person to hire and who

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Speaker 1: is that a kind of a training course they have

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Speaker 1: to go through as well? You know, the change management

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Speaker 1: journey with employers is probably the hardest part of this journey,

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Speaker 1: and some of the tactics that we've employed over the

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Speaker 1: last seven years that have really paid off is understanding

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Speaker 1: that employers are most influenced by other employers, and so

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Speaker 1: Harumby started with some early adopter employers who agreed to

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Speaker 1: create the proofpoint and then also to be advocates with

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Speaker 1: other employers about the fact that this cohort of young

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Speaker 1: people could demonstrate the potential to do these jobs, could

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Speaker 1: perform in these jobs. What we were able to do

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Speaker 1: also was right from the outset, gather a lot of

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Speaker 1: data and create the evidence space that we needed to

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Speaker 1: be able to demonstrate this evidence of this that the

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Speaker 1: young people could meet certain benchmarks in terms of their

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Speaker 1: psychometric and competence potential. So a combination of a lot

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Speaker 1: of relationship based change management work with employers as well

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Speaker 1: as data and evidence to back this up, I think

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Speaker 1: has allowed us to go from having five employers as

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Speaker 1: partners at the outset to now having over five hundred

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Speaker 1: employers who on a routine basis are accessing young people

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Speaker 1: from this pool. Can you give me some idea of

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Speaker 1: the effectiveness of the program? How do you know that

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Speaker 1: this is working? So I think the first thing is

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Speaker 1: that Harrambian now is starting to operate as system scale.

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Speaker 1: So we have half a million young people in the

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Speaker 1: Harrambian network and are going to have one and a

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Speaker 1: half million young people in the network by twenty twenty two. Also,

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Speaker 1: by that time, it will mean that for every cohort

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Speaker 1: of young people exiting the schooling system or the education

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Speaker 1: system every year, that the large percentage of those that

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Speaker 1: would normally fall out into not being in education, training

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Speaker 1: or employment by the end of the first year will

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Speaker 1: now be on a pathway. They will be in a

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Speaker 1: positive network, they will be improving their employability, and they

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Speaker 1: will be getting access to information about opportunities. So that

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Speaker 1: is a system scale solution for the country. Harambee is

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Speaker 1: in partnership with the Greatest City region of Johannesburg around

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Speaker 1: being a clearinghouse for unemployed people across the city, and

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Speaker 1: I think that that model is a replicable one and

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Speaker 1: is also being adopted nationally by the national government to

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Speaker 1: work in tandem with the Department of Labor to manage

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Speaker 1: the pathways of young people from learning to earning. And

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Speaker 1: I think that as the Harambee platform becomes a scalable

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Speaker 1: to the system, we're also seeing the dramatic impact that

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Speaker 1: it can have. It doesn't just translate into more young

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Speaker 1: people from poorer household accessing available opportunities. We're also able

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Speaker 1: to start working with growth sectors, different industries that are growing,

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Speaker 1: new job families that are growing, and to be able

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Speaker 1: to almost plan ahead how we can prepare colds of

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Speaker 1: young people for the jobs of the future, and to

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Speaker 1: be able to match them to areas or parts of

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Speaker 1: the country on a place based basis where we can say,

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Speaker 1: you know, we're going to grow these industries here, how

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Speaker 1: do we get the young people here ready for those jobs?

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Speaker 1: And so that allows us to, in a very kind

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Speaker 1: of agile way as a country, start to at least

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Speaker 1: the growth that we do have, make it work for

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Speaker 1: our young people and particularly our poor young people. So

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Speaker 1: imagine there's a young person in South Africa who's finished school,

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Speaker 1: who's unemployed, who wants to be employed. What exactly are

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Speaker 1: the steps that he has to go through in order

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Speaker 1: to get a job and how does he find out

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Speaker 1: about you? How does he what does he access a website?

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Speaker 1: Do you find him? How does it work? So young

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Speaker 1: people can access Harambi and mostly word through a mobile

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Speaker 1: platform which doesn't require a smartphone or a lot of data.

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Speaker 1: It's pretty much free and for them to apply to Harrumbi,

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Speaker 1: they will get called back and we find that while

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Speaker 1: we gather a lot of data from them on the

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Speaker 1: mobile phone, it's really important to have somebody interacting with

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Speaker 1: them in person. They really appreciate somebody taking the time

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Speaker 1: to understand them better, to understand their circumstance better, and

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Speaker 1: to make a connection with them. And having made that connection,

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Speaker 1: we're then able to sustain that connection through the mobile

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Speaker 1: network and through ongoing interactions with young people who get

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Speaker 1: offered things over time depending on where they are, what

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Speaker 1: their attributes are. So they will be given a range

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Speaker 1: of assessments and those assessments will tell us a lot

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Speaker 1: about their eligibility for different kinds of roles in the economy.

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Speaker 1: But we're trying to use assessments that are not traditional ones.

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Speaker 1: We're trying to use assessment that don't exclude young people

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Speaker 1: based on their education qualifications, that don't exclude young people

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Speaker 1: based on their poverty and social circumstance, but that rather

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Speaker 1: can go through those and see the potential of young

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Speaker 1: people their attributes. You know, it may be that what

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Speaker 1: employers will say is we're looking for grits and resourcefulness

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Speaker 1: and problem solving. Well, a young person who's been struggling

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Speaker 1: to stay in school and get themselves through school, responsible

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Speaker 1: for many things in a poor household, and dealing with

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Speaker 1: financial issues day to day has demonstrated a huge amount

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Speaker 1: of grits and resourcefulness, which if we are able to

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Speaker 1: capture that and demonstrate that in the profile of that

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Speaker 1: young person, may mean that an employer can really see

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Speaker 1: their potential and understand that they can be an asset

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Speaker 1: in the workplace. So Harrumpies process involves a lot of

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Speaker 1: new proxies and new assessments that we're using to judge

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Speaker 1: young people's potential. If they stay in the network, they

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Speaker 1: can also grow their profile, so they will be nudge

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Speaker 1: and encouraged to improve things about themselves or gain elements

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Speaker 1: of their profile that would strengthen their likelihood to succeed

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Speaker 1: in the economy if they're eligible for and could access

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Speaker 1: an opportunity, for example, that required them to have conversational English,

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Speaker 1: like a great tourism job or a job in a

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Speaker 1: call center, which in a South African context would be

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Speaker 1: a high quality job for these young people. You know,

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Speaker 1: can we nudge them to an opportunity near where they

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Speaker 1: live where they could practice their English. Can we link

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Speaker 1: them to an opportunity to retake one module of mathematics

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Speaker 1: if they were going into or eligible for a job

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Speaker 1: that really did require that. Could we take their theoretical

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Speaker 1: qualification as an electrician and give them an opportunity to

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Speaker 1: visit an institution where they could actually apply what they've

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Speaker 1: learned for the first time, because they won't have had

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Speaker 1: that opportunity before. So these are very practical nudges and

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Speaker 1: opportunities that we would constantly provide to those young people

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Speaker 1: to what we call bring them closer to work, and

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Speaker 1: then have them in this very sophisticated data driven network

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Speaker 1: that also then has demand side intelligence, knows about all

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Speaker 1: the jobs that are available in the economy and in

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Speaker 1: the geographies in which these young people live, and are

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Speaker 1: able to match them and link them to those opportunities

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Speaker 1: on an ongoing basis. So your process is really quite individualized.

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Speaker 1: You have teams of people who work for you, who

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Speaker 1: are accustomed to speaking to young people across a wide

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Speaker 1: range of very wide range of languages and cultures in

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Speaker 1: South Africa and then personalizing a program for them. Although

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Speaker 1: we have half a million young people in the network

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Speaker 1: we talk about it's you know, it's five hundred thousand

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Speaker 1: cohorts of one, and every individual in the network should

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Speaker 1: feel like they're on their own personal journey, that there

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Speaker 1: are young people at the other end of a call

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Speaker 1: that can speak to them, that understand and have empathy

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Speaker 1: with their circumstance, who until fairly recently were in the

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Speaker 1: same position as them and have now made it into

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Speaker 1: the economy and can guide and advise them. And they

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Speaker 1: should feel like the profile that they receive and the

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Speaker 1: advice and nudges that they get are highly relevant and

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Speaker 1: appropriate to them as an individual and to their personal

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Speaker 1: circumstance where they live, the kind of household they're in,

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Speaker 1: the kind of financial means that they have, the kind

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Speaker 1: of transport systems they can access, and the kind of

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Speaker 1: school that they went to, and that what's on offer

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Speaker 1: should feel highly personalized for them. But obviously, to do that,

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Speaker 1: we've had to build very scalable systems, which include taken

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Speaker 1: cloud based systems that enable us to gather a lot

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Speaker 1: of intelligence that enables us to provide a really quality

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Speaker 1: service to individuals, as as well as a national call

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Speaker 1: center which means we can actually have personalized interaction with

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Speaker 1: young people over the phone, and then in community services,

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Speaker 1: in partnerships with government and community organizations, where we can

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Speaker 1: extend services and opportunities to young people that are local

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Speaker 1: to where they live. It's fascinating as a kind of

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Speaker 1: combination of some very old fashioned thinking, you know, one

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Speaker 1: to one speak to the person individually, with very high

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Speaker 1: tech collection of data so that you know where the

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Speaker 1: jobs are in their area and so on. Exactly. I mean,

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Speaker 1: I think we fundamentally believe that people need to interact

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Speaker 1: with other people, and in fact, we've built a network

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Speaker 1: because they need peer networks. They need people to care

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Speaker 1: about them. They need to feel that somebody is seeing them,

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Speaker 1: and you can't achieve that just with a tech platform.

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Speaker 1: On the other hand, the tech platform enables us to

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Speaker 1: do things that simply would not be possible at scale

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Speaker 1: if we were just running a kind of high touch,

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Speaker 1: personalized service, not just the data that we're able to

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Speaker 1: gather both on the demand and the supply side, but

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Speaker 1: also to once you've made a connection with somebody's stay

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Speaker 1: in communication with them through a tech platform that is

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Speaker 1: not just scalable but highly affordable. Is this a system

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Speaker 1: that you think could be taken to other countries. Does

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Speaker 1: this just work for South Africa or do you envision

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Speaker 1: it working in other reports of Africa or in the world.

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Speaker 1: I definitely think it has application beyond South Africa. We

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Speaker 1: have recently begun the process of applying the model in

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Speaker 1: Rwanda in partnership with the government there and MasterCard Foundation

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Speaker 1: and others, and we have had a tremendous amount of

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Speaker 1: interest from other parts of Africa, but also other parts

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Speaker 1: of the world. I think the world has caught up

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Speaker 1: with us on this future of work problem and also

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Speaker 1: of the problem of young people in particularly poor young

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Speaker 1: or being excluded from the economy. I definitely think that

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Speaker 1: the solutions that we're building have great relevance globally. The

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Speaker 1: way we're assessing potential, the way we're managing demands supply

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Speaker 1: matching on a much more real time and agile basis,

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Speaker 1: and the way we're breaking through some of the barriers

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Speaker 1: of the education system. I think we'll have relevance way

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Speaker 1: beyond South Africa, probably globally. So give me an example

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Speaker 1: of how your program might change the life of one individual.

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Speaker 1: So let me tell you about Cindy and She lives

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Speaker 1: in a poor township outside of Cape Town in South Africa,

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Speaker 1: member of a fairly large family. No one in the

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Speaker 1: family's working, single mom. She has a young child of

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Speaker 1: her own and the child is not in daycare. The

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Speaker 1: family kind of is scrounding around food on a daily basis,

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Speaker 1: accessing some government grants pretty much run out by the

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Speaker 1: end of the month, and so in that circumstance, Indie

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Speaker 1: manages to hear about the her rumby Youth Employment Accelerator.

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Speaker 1: She accesses her RUBY through her mobile phone and came

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Speaker 1: in by all our assessments a really high potential individual.

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Speaker 1: She just was off the charts in her psychometric profile

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Speaker 1: for the world of work and in her learning potential

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Speaker 1: and ability to learn quickly. So she was successful in

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Speaker 1: accessing a two month bridging program which prepare her for

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Speaker 1: a care center job at a premier health insurer in

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Speaker 1: South Africa. And one of the days on the training program,

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Speaker 1: she was late. And it's a real kind of issue

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Speaker 1: on the training program to be late, because punctiality is

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Speaker 1: one of the most important and valued issues on the

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Speaker 1: training program, and she was like ten minutes late, and

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Speaker 1: it turned out that she had been mugged on the

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Speaker 1: way to the program, had everything stolen from her. She

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Speaker 1: was very anxious about her child, and the whole situation

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Speaker 1: been really terrible. She was most concerned that she was

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Speaker 1: ten minutes late for the program because she just saw

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Speaker 1: this as her ticket and her chance to shift the

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Speaker 1: trajectory of her life and that of her child. She

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Speaker 1: stayed on the program, and Stall a few years later

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Speaker 1: successfully landed and has kept her job at She's now

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Speaker 1: actually been promoted in this job at this insurance company.

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Speaker 1: One of the things that Cindy talks about, which I

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Speaker 1: find most powerful, is the transformation that landing this what

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Speaker 1: by many people in the global norse might seem like

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Speaker 1: not a fantastic job, but in her world, is a

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Speaker 1: completely transformative job. It's stable income. It means that the

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Speaker 1: cash flows in the family can be relied on. It

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Speaker 1: means that her daughter is nine daycare and in an

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Speaker 1: early learning program. It means that the food that the

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Speaker 1: family's eating is more nutritious and more regular. And she

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Speaker 1: has chosen not to leave her family and leave her community,

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Speaker 1: but rather stay there and be a role model to

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Speaker 1: other girls in her community about the progress that they

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Speaker 1: can make. And she is an outstanding example of the

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Speaker 1: five hundred thousand, but she is just an example because

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Speaker 1: we have Cindies throughout our network. How does one go

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Speaker 1: about funding a program like this? It must be very expensive.

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Speaker 1: So one of the reasons her Rumby has been so

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Speaker 1: successful and has scaled as much as it has is

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Speaker 1: because it is fundamentally built on a partnership between different employers, government,

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Speaker 1: private sector, donors, and global aid organizations all working together,

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Speaker 1: and everybody is contributing their peace. You know, employers are

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Speaker 1: paying fees to recruit to young people, the government is

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Speaker 1: able to subsidize the process of scaling the services for

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Speaker 1: young people, and donors and private sector as well are

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Speaker 1: able to contribute to the innovations and developing some of

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Speaker 1: the solutions that are needed to be scaled. And I

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Speaker 1: think that it's it's in that magic mix that we've

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Speaker 1: been able to create something that can not just scale

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Speaker 1: but also endear. So for people listening, people who are

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Speaker 1: concerned about global unemployment, maybe in your community, maybe in

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Speaker 1: their own communities, what can they do? What can an

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Speaker 1: individual do to help and effort like yours? Well, I mean,

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Speaker 1: I think advocacy with employers is really important because employers

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Speaker 1: are a key piece of the puzzle and are using

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Speaker 1: very exclusionary tools to assess young people and their potential

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Speaker 1: and are stuck in quite traditional ways of recruiting and

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Speaker 1: managing human capital. And I think we need a breakthrough

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Speaker 1: in the way employers behave and a much more inclusive

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Speaker 1: approach to hiring. So anybody who's in a position to

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Speaker 1: be a great advocate for that within business, I think

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Speaker 1: would be a tremendous asset to this process. I think

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Speaker 1: the second thing is is that governments need to think

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Speaker 1: differently about human capital and about the deployment of government

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Speaker 1: resources in ways that unlock the potential of young people,

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Speaker 1: rather than just fund legacy education, training and higher education

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Speaker 1: institutions that may actually sort of be barriers to young

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Speaker 1: people growing their human capital and participating in the economy.

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Speaker 1: So people who can exercise influence in those worlds, and

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Speaker 1: I think that's a great area of advocacy. And then

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Speaker 1: of course it's just people working with young people or

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Speaker 1: people who are young people gaining the confidence and a

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Speaker 1: new sense of self which is not blinkered by all

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Speaker 1: the traditional ways of measuring their value and their readiness

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Speaker 1: to contribute to community, to society and to the economy.

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Speaker 1: And I think awakening young people to what they are

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Speaker 1: capable of, what value they bring and how they can

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Speaker 1: be contributed. Any young people who can lead other young

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Speaker 1: people in feeling and believing that, I think will be

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Speaker 1: a tremendous essage. Nikola Glambic does not mince her words.

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Speaker 1: Scaling up the work of Harambe and ensuring South Africa's

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Speaker 1: have the right to dignified work. That will take a

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Speaker 1: lot of changes. Employers need to change, the government needs

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Speaker 1: to value human capital in different and better way, and

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Speaker 1: young people need to understand what they're capable of and

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Speaker 1: just how important they are. Also the functionality thing. Yikes,

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Speaker 1: poor Cindy. I'm so glad to hear she's doing well today.

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Speaker 1: There is huge potential and a huge need for Nicola

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Speaker 1: and Harambi's model to spread. The International Labor Organization says

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Speaker 1: that in twenty eighteen, youth unemployment globally it was three

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Speaker 1: times the rate of adult unemployment. So it's regarded as

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Speaker 1: a global crisis and Harambi as a solvable well it

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Speaker 1: could be used all over the world. Solvable is a

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Speaker 1: collaboration between Pushkin Industries and the Rockefella Foundation, with production

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Speaker 1: by Laura Hyde, Hester Kant, Laura Sheeter, and Ruth Barnes

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Speaker 1: from Chalk and Blade. Pushkin's executive producer is Neia LaBelle,

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00:29:29,756 --> 00:29:33,956
Speaker 1: Research by Sheer, Vincent, engineering by Jason Gambrell and the

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00:29:33,996 --> 00:29:38,796
Speaker 1: great Folks at GSI Studios. Original music composed by Pascal

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Speaker 1: Wise and special thanks to Maggie Taylor, Heather Fine, Julia Barton,

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00:29:43,676 --> 00:29:47,836
Speaker 1: Carli mcgliori, Jacob Weisberg, and Malcolm Gladwell. You can learn

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00:29:47,876 --> 00:29:52,836
Speaker 1: more about solving today's biggest problems at Rockefella Foundation dot org,

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Speaker 1: slash Solvable, I'm Mave Higgins now ghost Solve It. Try

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Speaker 1: to be