Speaker 1: Bushkin, I may have Higgins and this is solvable. Interviews
Speaker 1: with the world's most innovative thinkers working to solve the
Speaker 1: world's biggest problems. I'm Nikola Gilombic. I'm the founder and
Speaker 1: chairman of the Harambee Youth Employment Accelerating So my solvable
Speaker 1: is to reduce significantly youth unemployment in the South African
Speaker 1: economy and increase young people's access to future work, which
Speaker 1: is going to be globally and locally sustainable. South Africa
Speaker 1: has one of the highest youth unemployment rates in the world.
Speaker 1: Nikola's organization, the Harambee Youth Employment Accelerator, says that about
Speaker 1: forty percent of this generation of eighteen to thirty four
Speaker 1: year olds are expected to never secure stable work. Imagine
Speaker 1: what that does to an individual, and then imagine that
Speaker 1: it's happening to forty percent of young people in your country.
Speaker 1: The impact is enormous, not only on the individual's well
Speaker 1: being in health, but imagine the loss of potential, missing
Speaker 1: out on the skills and energy of these people who
Speaker 1: really should be shaping the country's future. In South Africa.
Speaker 1: That lack of opportunity is still skewed by the legacy
Speaker 1: of apartheid and now alongside rapid globalization, which has left
Speaker 1: many young people geographically removed from job opportunities. You see,
Speaker 1: under apartheid, non whites were forcibly moved to areas far
Speaker 1: from city centers and not inequality endures today in the
Speaker 1: time and money people have to spend traveling even to
Speaker 1: find work. A twenty sixteen study found that young unemployed
Speaker 1: people spend five hundred and sixty rand that's around thirty
Speaker 1: eight dollars per month searching for work, and that's more
Speaker 1: than the average per person income of the households our
Speaker 1: guest Today, Nikola Gilambic is tackling the issue head on.
Speaker 1: She's trying to bridge the gap between the skills unemployed
Speaker 1: young people have and the skills potential employers are looking for.
Speaker 1: Harambi is working on all sides of the problem. They're
Speaker 1: working with the government to create jobs in tourism, conservation
Speaker 1: and in building a green economy. They're also training unemployed people,
Speaker 1: and they're training employers so that the employers can look
Speaker 1: beyond paper qualifications and see real life skills. It's cool
Speaker 1: how they work. Nicola uses face to face methods coupled
Speaker 1: with big data and that work is now spreading beyond
Speaker 1: South Africa. Okay, let's listen to Nicola now in conversation
Speaker 1: with an Applebaum, can you describe to me the problem
Speaker 1: in a nutshell? What is the problem that you're trying
Speaker 1: to solve. South Africa has one of the highest youth
Speaker 1: unemployment rates in the world, and that has multiple dimensions. Firstly,
Speaker 1: our economy is just not producing enough jobs and all
Speaker 1: most likely never produce enough jobs to absorb the young
Speaker 1: people that we have. Secondly, we have an education system
Speaker 1: that is not preparing young people for the world of work.
Speaker 1: And Thirdly, we have massive inequality in South Africa. So
Speaker 1: even the opportunities that do exist in the economy are
Speaker 1: not accessible for young people from poor households who don't
Speaker 1: have the social networks or the means to access those opportunities.
Speaker 1: Why is this such an important problem to solve? So
Speaker 1: if we talk about global inequality and sustainability, households around
Speaker 1: the world have to feel that young people can transision
Speaker 1: into an economy and provide for families. Otherwise we just
Speaker 1: do not have a stable social core. So it's really
Speaker 1: vital that young people feel that they can progress. Young
Speaker 1: people feel they have opportunity. Young people feel they have
Speaker 1: mobility in society, both in order to sustain social cohesion
Speaker 1: as well as to actually grow productive economies into the future.
Speaker 1: And in South Africa today, as I think is becoming
Speaker 1: the fact in many economies around the world, young people
Speaker 1: who should be an asset as the working age population,
Speaker 1: are actually trapped outside of the economy. When one looks
Speaker 1: at a problem like youth unemployment, which in South Africa
Speaker 1: is much higher than it is in many other parts
Speaker 1: of the world, how does someone like you begin to
Speaker 1: tackle it? How do you break the problem down in
Speaker 1: your head? So we've decided to be really pragmatic actually
Speaker 1: insolving the problem. The first starting point was to understand where,
Speaker 1: in fact are opportunities in the economy and where are
Speaker 1: they today and where are they likely to be in future.
Speaker 1: And then to understand who are the young people that
Speaker 1: we have, what is their actual educational and readiness for work,
Speaker 1: and what are they capable of? What are their assets,
Speaker 1: what are their attributes? And how might we match the
Speaker 1: young people we have and the opportunities we have in
Speaker 1: a better way, And where we find gaps, what is
Speaker 1: the shortest, quickest and most efficient way to close those gaps,
Speaker 1: not falling back on the traditional models of needing to
Speaker 1: send people to university for multiple years or needing to
Speaker 1: create entirely new jobs. Is Can we work with young
Speaker 1: people to close gaps in a much more agile way,
Speaker 1: to judge their potential in new ways, to be able
Speaker 1: to see attributes that they have that might be suitable
Speaker 1: for existing jobs. Can we also work with employers to
Speaker 1: change the way they're higher Can we change the way
Speaker 1: employers judge the potential of young people? Could you give
Speaker 1: some examples of what you found when, for example, when
Speaker 1: you looked at young people, what were they lacking and
Speaker 1: what was that you can give them that wasn't already
Speaker 1: available through the educational system. So, when we worked with
Speaker 1: employers in some growing areas of the economy, like global
Speaker 1: business services, back office processing, and banking, employers still today,
Speaker 1: despite tech, we're hiring people into those jobs and we're
Speaker 1: tending to seek graduates for those jobs. And we were like, well,
Speaker 1: do those jobs rarely require graduates? They were also running
Speaker 1: mathematics tests for a number of those jobs as screeners,
Speaker 1: and we're screening people out in South Africa, most young
Speaker 1: people and especially those from poor families will not have
Speaker 1: studied mathematics at school and will not have performed well
Speaker 1: in mathematics. When you actually looked at the jobs, they
Speaker 1: didn't require mathematics and they certainly didn't require university degrees.
Speaker 1: Employers were just using those as screening proxies. So what
Speaker 1: we were able to do is then look at the
Speaker 1: young people and say, well, what do I need to
Speaker 1: be a really great call center agent or what do
Speaker 1: I need to be a really good customer service facing individual?
Speaker 1: And of course what they're needed was great conversational competence.
Speaker 1: What they needed was to be well versed in English.
Speaker 1: What they needed was to be able to multitask on
Speaker 1: a computer. And all three of those actually maybe things well.
Speaker 1: So in the case of conversational competence, that may be
Speaker 1: an attribute they already have. In the case of learning
Speaker 1: to multitask on a computer, it may be a case
Speaker 1: of I've never seen a computer, but I've got a
Speaker 1: high learning potential and if you give me one, I'll
Speaker 1: learn really quickly. And in the case of practicing English,
Speaker 1: that's an opportunity to speak to somebody who speaks English
Speaker 1: rather than going back to school. So you know what
Speaker 1: we were able to do is then partner with the
Speaker 1: government to try and redirect some of the training spending
Speaker 1: that's happening in government, some of the skills money that
Speaker 1: is being in fact, vast amounts that are being spent
Speaker 1: by both government and the private sector on training young
Speaker 1: people that isn't relevant to the work that's available, and
Speaker 1: that just frustrates them further because they spend their own
Speaker 1: money and their own time and the government's money being
Speaker 1: trained and still don't actually have the basic competencies they
Speaker 1: need for the jobs that are available. So what we've
Speaker 1: been trying to do is find these short solutions, quick solutions,
Speaker 1: much more efficient solutions that give young people just the
Speaker 1: leg up they need to get into their first opportunities
Speaker 1: and make their way to get a foothold in the economy.
Speaker 1: Can you give me a specific example of a kind
Speaker 1: of short term program or solution, maybe an individual that
Speaker 1: you've met, and what kind of training do you mean
Speaker 1: in the short term? So, for example, some of the
Speaker 1: programs are a few days long to prepare somebody for
Speaker 1: customer service roles where they haven't been customers themselves. They
Speaker 1: come from a poor family and they haven't had the
Speaker 1: opportunity to just kind of engage with strangers and communicate
Speaker 1: in English with rangers, and a lot of that is
Speaker 1: just about the confidence to find one's voice and engage,
Speaker 1: particularly in English. Many of them have been sitting at
Speaker 1: home unemployed and just getting used to the fact that
Speaker 1: they have to stand on their feet all day. Comes
Speaker 1: a really important part of the training. It's a simulation
Speaker 1: of the work that prepares people to behave in a
Speaker 1: different way. Getting ready to actually and make a plan
Speaker 1: at home to get places on time is actually something,
Speaker 1: you know, punctuality something employers really really value to think
Speaker 1: it's most likely to get a young person fired in
Speaker 1: South Africa is not arriving on time, but actually navigating
Speaker 1: transport systems in big cities when you're poor is a
Speaker 1: difficult process, especially if you've got childcare concerns as well.
Speaker 1: So a lot of our training is not really training.
Speaker 1: A lot of it is behavioral simulation. A lot of
Speaker 1: it is preparing young people to be ready to take
Speaker 1: on the challenges that that world of work will present
Speaker 1: for them. So that's like a simple example in retail,
Speaker 1: But other one you know would be you know, when
Speaker 1: I say a short program, perhaps an eight week program
Speaker 1: where I am practicing and improving my written English communication,
Speaker 1: or I am practicing my spoken English communication, I am
Speaker 1: demonstrating problem solving capabilities that would be relevant in the
Speaker 1: financial services job that I'm going to go into. And
Speaker 1: a third example would be perhaps a six month program
Speaker 1: where I'm actually, despite the fact that I didn't do
Speaker 1: or succeed in mathematics at school, I'm actually born to code,
Speaker 1: and somebody has found that out about me and they're
Speaker 1: now are going to put me through a coding boot
Speaker 1: camp which is not just going to accelerate me into
Speaker 1: coding despite my absence of good schooling, but also going
Speaker 1: to give me the kind of behavioral readiness to work
Speaker 1: in teams, to collaborate, to problem solve in the way
Speaker 1: that I'm going to need to do when I land
Speaker 1: in a junior programming role. How do you work with employers?
Speaker 1: How do you change their prejudices about young people and
Speaker 1: who would be a good person to hire and who
Speaker 1: is that a kind of a training course they have
Speaker 1: to go through as well? You know, the change management
Speaker 1: journey with employers is probably the hardest part of this journey,
Speaker 1: and some of the tactics that we've employed over the
Speaker 1: last seven years that have really paid off is understanding
Speaker 1: that employers are most influenced by other employers, and so
Speaker 1: Harumby started with some early adopter employers who agreed to
Speaker 1: create the proofpoint and then also to be advocates with
Speaker 1: other employers about the fact that this cohort of young
Speaker 1: people could demonstrate the potential to do these jobs, could
Speaker 1: perform in these jobs. What we were able to do
Speaker 1: also was right from the outset, gather a lot of
Speaker 1: data and create the evidence space that we needed to
Speaker 1: be able to demonstrate this evidence of this that the
Speaker 1: young people could meet certain benchmarks in terms of their
Speaker 1: psychometric and competence potential. So a combination of a lot
Speaker 1: of relationship based change management work with employers as well
Speaker 1: as data and evidence to back this up, I think
Speaker 1: has allowed us to go from having five employers as
Speaker 1: partners at the outset to now having over five hundred
Speaker 1: employers who on a routine basis are accessing young people
Speaker 1: from this pool. Can you give me some idea of
Speaker 1: the effectiveness of the program? How do you know that
Speaker 1: this is working? So I think the first thing is
Speaker 1: that Harrambian now is starting to operate as system scale.
Speaker 1: So we have half a million young people in the
Speaker 1: Harrambian network and are going to have one and a
Speaker 1: half million young people in the network by twenty twenty two. Also,
Speaker 1: by that time, it will mean that for every cohort
Speaker 1: of young people exiting the schooling system or the education
Speaker 1: system every year, that the large percentage of those that
Speaker 1: would normally fall out into not being in education, training
Speaker 1: or employment by the end of the first year will
Speaker 1: now be on a pathway. They will be in a
Speaker 1: positive network, they will be improving their employability, and they
Speaker 1: will be getting access to information about opportunities. So that
Speaker 1: is a system scale solution for the country. Harambee is
Speaker 1: in partnership with the Greatest City region of Johannesburg around
Speaker 1: being a clearinghouse for unemployed people across the city, and
Speaker 1: I think that that model is a replicable one and
Speaker 1: is also being adopted nationally by the national government to
Speaker 1: work in tandem with the Department of Labor to manage
Speaker 1: the pathways of young people from learning to earning. And
Speaker 1: I think that as the Harambee platform becomes a scalable
Speaker 1: to the system, we're also seeing the dramatic impact that
Speaker 1: it can have. It doesn't just translate into more young
Speaker 1: people from poorer household accessing available opportunities. We're also able
Speaker 1: to start working with growth sectors, different industries that are growing,
Speaker 1: new job families that are growing, and to be able
Speaker 1: to almost plan ahead how we can prepare colds of
Speaker 1: young people for the jobs of the future, and to
Speaker 1: be able to match them to areas or parts of
Speaker 1: the country on a place based basis where we can say,
Speaker 1: you know, we're going to grow these industries here, how
Speaker 1: do we get the young people here ready for those jobs?
Speaker 1: And so that allows us to, in a very kind
Speaker 1: of agile way as a country, start to at least
Speaker 1: the growth that we do have, make it work for
Speaker 1: our young people and particularly our poor young people. So
Speaker 1: imagine there's a young person in South Africa who's finished school,
Speaker 1: who's unemployed, who wants to be employed. What exactly are
Speaker 1: the steps that he has to go through in order
Speaker 1: to get a job and how does he find out
Speaker 1: about you? How does he what does he access a website?
Speaker 1: Do you find him? How does it work? So young
Speaker 1: people can access Harambi and mostly word through a mobile
Speaker 1: platform which doesn't require a smartphone or a lot of data.
Speaker 1: It's pretty much free and for them to apply to Harrumbi,
Speaker 1: they will get called back and we find that while
Speaker 1: we gather a lot of data from them on the
Speaker 1: mobile phone, it's really important to have somebody interacting with
Speaker 1: them in person. They really appreciate somebody taking the time
Speaker 1: to understand them better, to understand their circumstance better, and
Speaker 1: to make a connection with them. And having made that connection,
Speaker 1: we're then able to sustain that connection through the mobile
Speaker 1: network and through ongoing interactions with young people who get
Speaker 1: offered things over time depending on where they are, what
Speaker 1: their attributes are. So they will be given a range
Speaker 1: of assessments and those assessments will tell us a lot
Speaker 1: about their eligibility for different kinds of roles in the economy.
Speaker 1: But we're trying to use assessments that are not traditional ones.
Speaker 1: We're trying to use assessment that don't exclude young people
Speaker 1: based on their education qualifications, that don't exclude young people
Speaker 1: based on their poverty and social circumstance, but that rather
Speaker 1: can go through those and see the potential of young
Speaker 1: people their attributes. You know, it may be that what
Speaker 1: employers will say is we're looking for grits and resourcefulness
Speaker 1: and problem solving. Well, a young person who's been struggling
Speaker 1: to stay in school and get themselves through school, responsible
Speaker 1: for many things in a poor household, and dealing with
Speaker 1: financial issues day to day has demonstrated a huge amount
Speaker 1: of grits and resourcefulness, which if we are able to
Speaker 1: capture that and demonstrate that in the profile of that
Speaker 1: young person, may mean that an employer can really see
Speaker 1: their potential and understand that they can be an asset
Speaker 1: in the workplace. So Harrumpies process involves a lot of
Speaker 1: new proxies and new assessments that we're using to judge
Speaker 1: young people's potential. If they stay in the network, they
Speaker 1: can also grow their profile, so they will be nudge
Speaker 1: and encouraged to improve things about themselves or gain elements
Speaker 1: of their profile that would strengthen their likelihood to succeed
Speaker 1: in the economy if they're eligible for and could access
Speaker 1: an opportunity, for example, that required them to have conversational English,
Speaker 1: like a great tourism job or a job in a
Speaker 1: call center, which in a South African context would be
Speaker 1: a high quality job for these young people. You know,
Speaker 1: can we nudge them to an opportunity near where they
Speaker 1: live where they could practice their English. Can we link
Speaker 1: them to an opportunity to retake one module of mathematics
Speaker 1: if they were going into or eligible for a job
Speaker 1: that really did require that. Could we take their theoretical
Speaker 1: qualification as an electrician and give them an opportunity to
Speaker 1: visit an institution where they could actually apply what they've
Speaker 1: learned for the first time, because they won't have had
Speaker 1: that opportunity before. So these are very practical nudges and
Speaker 1: opportunities that we would constantly provide to those young people
Speaker 1: to what we call bring them closer to work, and
Speaker 1: then have them in this very sophisticated data driven network
Speaker 1: that also then has demand side intelligence, knows about all
Speaker 1: the jobs that are available in the economy and in
Speaker 1: the geographies in which these young people live, and are
Speaker 1: able to match them and link them to those opportunities
Speaker 1: on an ongoing basis. So your process is really quite individualized.
Speaker 1: You have teams of people who work for you, who
Speaker 1: are accustomed to speaking to young people across a wide
Speaker 1: range of very wide range of languages and cultures in
Speaker 1: South Africa and then personalizing a program for them. Although
Speaker 1: we have half a million young people in the network
Speaker 1: we talk about it's you know, it's five hundred thousand
Speaker 1: cohorts of one, and every individual in the network should
Speaker 1: feel like they're on their own personal journey, that there
Speaker 1: are young people at the other end of a call
Speaker 1: that can speak to them, that understand and have empathy
Speaker 1: with their circumstance, who until fairly recently were in the
Speaker 1: same position as them and have now made it into
Speaker 1: the economy and can guide and advise them. And they
Speaker 1: should feel like the profile that they receive and the
Speaker 1: advice and nudges that they get are highly relevant and
Speaker 1: appropriate to them as an individual and to their personal
Speaker 1: circumstance where they live, the kind of household they're in,
Speaker 1: the kind of financial means that they have, the kind
Speaker 1: of transport systems they can access, and the kind of
Speaker 1: school that they went to, and that what's on offer
Speaker 1: should feel highly personalized for them. But obviously, to do that,
Speaker 1: we've had to build very scalable systems, which include taken
Speaker 1: cloud based systems that enable us to gather a lot
Speaker 1: of intelligence that enables us to provide a really quality
Speaker 1: service to individuals, as as well as a national call
Speaker 1: center which means we can actually have personalized interaction with
Speaker 1: young people over the phone, and then in community services,
Speaker 1: in partnerships with government and community organizations, where we can
Speaker 1: extend services and opportunities to young people that are local
Speaker 1: to where they live. It's fascinating as a kind of
Speaker 1: combination of some very old fashioned thinking, you know, one
Speaker 1: to one speak to the person individually, with very high
Speaker 1: tech collection of data so that you know where the
Speaker 1: jobs are in their area and so on. Exactly. I mean,
Speaker 1: I think we fundamentally believe that people need to interact
Speaker 1: with other people, and in fact, we've built a network
Speaker 1: because they need peer networks. They need people to care
Speaker 1: about them. They need to feel that somebody is seeing them,
Speaker 1: and you can't achieve that just with a tech platform.
Speaker 1: On the other hand, the tech platform enables us to
Speaker 1: do things that simply would not be possible at scale
Speaker 1: if we were just running a kind of high touch,
Speaker 1: personalized service, not just the data that we're able to
Speaker 1: gather both on the demand and the supply side, but
Speaker 1: also to once you've made a connection with somebody's stay
Speaker 1: in communication with them through a tech platform that is
Speaker 1: not just scalable but highly affordable. Is this a system
Speaker 1: that you think could be taken to other countries. Does
Speaker 1: this just work for South Africa or do you envision
Speaker 1: it working in other reports of Africa or in the world.
Speaker 1: I definitely think it has application beyond South Africa. We
Speaker 1: have recently begun the process of applying the model in
Speaker 1: Rwanda in partnership with the government there and MasterCard Foundation
Speaker 1: and others, and we have had a tremendous amount of
Speaker 1: interest from other parts of Africa, but also other parts
Speaker 1: of the world. I think the world has caught up
Speaker 1: with us on this future of work problem and also
Speaker 1: of the problem of young people in particularly poor young
Speaker 1: or being excluded from the economy. I definitely think that
Speaker 1: the solutions that we're building have great relevance globally. The
Speaker 1: way we're assessing potential, the way we're managing demands supply
Speaker 1: matching on a much more real time and agile basis,
Speaker 1: and the way we're breaking through some of the barriers
Speaker 1: of the education system. I think we'll have relevance way
Speaker 1: beyond South Africa, probably globally. So give me an example
Speaker 1: of how your program might change the life of one individual.
Speaker 1: So let me tell you about Cindy and She lives
Speaker 1: in a poor township outside of Cape Town in South Africa,
Speaker 1: member of a fairly large family. No one in the
Speaker 1: family's working, single mom. She has a young child of
Speaker 1: her own and the child is not in daycare. The
Speaker 1: family kind of is scrounding around food on a daily basis,
Speaker 1: accessing some government grants pretty much run out by the
Speaker 1: end of the month, and so in that circumstance, Indie
Speaker 1: manages to hear about the her rumby Youth Employment Accelerator.
Speaker 1: She accesses her RUBY through her mobile phone and came
Speaker 1: in by all our assessments a really high potential individual.
Speaker 1: She just was off the charts in her psychometric profile
Speaker 1: for the world of work and in her learning potential
Speaker 1: and ability to learn quickly. So she was successful in
Speaker 1: accessing a two month bridging program which prepare her for
Speaker 1: a care center job at a premier health insurer in
Speaker 1: South Africa. And one of the days on the training program,
Speaker 1: she was late. And it's a real kind of issue
Speaker 1: on the training program to be late, because punctiality is
Speaker 1: one of the most important and valued issues on the
Speaker 1: training program, and she was like ten minutes late, and
Speaker 1: it turned out that she had been mugged on the
Speaker 1: way to the program, had everything stolen from her. She
Speaker 1: was very anxious about her child, and the whole situation
Speaker 1: been really terrible. She was most concerned that she was
Speaker 1: ten minutes late for the program because she just saw
Speaker 1: this as her ticket and her chance to shift the
Speaker 1: trajectory of her life and that of her child. She
Speaker 1: stayed on the program, and Stall a few years later
Speaker 1: successfully landed and has kept her job at She's now
Speaker 1: actually been promoted in this job at this insurance company.
Speaker 1: One of the things that Cindy talks about, which I
Speaker 1: find most powerful, is the transformation that landing this what
Speaker 1: by many people in the global norse might seem like
Speaker 1: not a fantastic job, but in her world, is a
Speaker 1: completely transformative job. It's stable income. It means that the
Speaker 1: cash flows in the family can be relied on. It
Speaker 1: means that her daughter is nine daycare and in an
Speaker 1: early learning program. It means that the food that the
Speaker 1: family's eating is more nutritious and more regular. And she
Speaker 1: has chosen not to leave her family and leave her community,
Speaker 1: but rather stay there and be a role model to
Speaker 1: other girls in her community about the progress that they
Speaker 1: can make. And she is an outstanding example of the
Speaker 1: five hundred thousand, but she is just an example because
Speaker 1: we have Cindies throughout our network. How does one go
Speaker 1: about funding a program like this? It must be very expensive.
Speaker 1: So one of the reasons her Rumby has been so
Speaker 1: successful and has scaled as much as it has is
Speaker 1: because it is fundamentally built on a partnership between different employers, government,
Speaker 1: private sector, donors, and global aid organizations all working together,
Speaker 1: and everybody is contributing their peace. You know, employers are
Speaker 1: paying fees to recruit to young people, the government is
Speaker 1: able to subsidize the process of scaling the services for
Speaker 1: young people, and donors and private sector as well are
Speaker 1: able to contribute to the innovations and developing some of
Speaker 1: the solutions that are needed to be scaled. And I
Speaker 1: think that it's it's in that magic mix that we've
Speaker 1: been able to create something that can not just scale
Speaker 1: but also endear. So for people listening, people who are
Speaker 1: concerned about global unemployment, maybe in your community, maybe in
Speaker 1: their own communities, what can they do? What can an
Speaker 1: individual do to help and effort like yours? Well, I mean,
Speaker 1: I think advocacy with employers is really important because employers
Speaker 1: are a key piece of the puzzle and are using
Speaker 1: very exclusionary tools to assess young people and their potential
Speaker 1: and are stuck in quite traditional ways of recruiting and
Speaker 1: managing human capital. And I think we need a breakthrough
Speaker 1: in the way employers behave and a much more inclusive
Speaker 1: approach to hiring. So anybody who's in a position to
Speaker 1: be a great advocate for that within business, I think
Speaker 1: would be a tremendous asset to this process. I think
Speaker 1: the second thing is is that governments need to think
Speaker 1: differently about human capital and about the deployment of government
Speaker 1: resources in ways that unlock the potential of young people,
Speaker 1: rather than just fund legacy education, training and higher education
Speaker 1: institutions that may actually sort of be barriers to young
Speaker 1: people growing their human capital and participating in the economy.
Speaker 1: So people who can exercise influence in those worlds, and
Speaker 1: I think that's a great area of advocacy. And then
Speaker 1: of course it's just people working with young people or
Speaker 1: people who are young people gaining the confidence and a
Speaker 1: new sense of self which is not blinkered by all
Speaker 1: the traditional ways of measuring their value and their readiness
Speaker 1: to contribute to community, to society and to the economy.
Speaker 1: And I think awakening young people to what they are
Speaker 1: capable of, what value they bring and how they can
Speaker 1: be contributed. Any young people who can lead other young
Speaker 1: people in feeling and believing that, I think will be
Speaker 1: a tremendous essage. Nikola Glambic does not mince her words.
Speaker 1: Scaling up the work of Harambe and ensuring South Africa's
Speaker 1: have the right to dignified work. That will take a
Speaker 1: lot of changes. Employers need to change, the government needs
Speaker 1: to value human capital in different and better way, and
Speaker 1: young people need to understand what they're capable of and
Speaker 1: just how important they are. Also the functionality thing. Yikes,
Speaker 1: poor Cindy. I'm so glad to hear she's doing well today.
Speaker 1: There is huge potential and a huge need for Nicola
Speaker 1: and Harambi's model to spread. The International Labor Organization says
Speaker 1: that in twenty eighteen, youth unemployment globally it was three
Speaker 1: times the rate of adult unemployment. So it's regarded as
Speaker 1: a global crisis and Harambi as a solvable well it
Speaker 1: could be used all over the world. Solvable is a
Speaker 1: collaboration between Pushkin Industries and the Rockefella Foundation, with production
Speaker 1: by Laura Hyde, Hester Kant, Laura Sheeter, and Ruth Barnes
Speaker 1: from Chalk and Blade. Pushkin's executive producer is Neia LaBelle,
Speaker 1: Research by Sheer, Vincent, engineering by Jason Gambrell and the
Speaker 1: great Folks at GSI Studios. Original music composed by Pascal
Speaker 1: Wise and special thanks to Maggie Taylor, Heather Fine, Julia Barton,
Speaker 1: Carli mcgliori, Jacob Weisberg, and Malcolm Gladwell. You can learn
Speaker 1: more about solving today's biggest problems at Rockefella Foundation dot org,
Speaker 1: slash Solvable, I'm Mave Higgins now ghost Solve It. Try
Speaker 1: to be