The annual International Youth Day on August 12th is a moment to celebrate the potential of young individuals in reshaping the future world, particularly in the workplace.
Shannon Robertson, our Pontoon Instinct Director of Strategic Insights, recently engaged in a conversation with Dan Crerand, the Global Head of CEO for One Month at Adecco Group (TAG). In part one, they explored ways businesses can combat youth unemployment. In this continuation, part two delves into strategies for harnessing the talents of the younger generation in the workforce.
CEO for One Month, an initiative by TAG, provides young people with an opportunity to showcase their potential in a real corporate setting. Under Dan’s leadership, this unique internship emphasizes a person’s potential to evolve into a future business leader, without the need for specific educational or skill backgrounds.
Shannon Robertson: Recent labor market data analysis reveals a rise in mental health issues among NEET (not in education, employment, or training) youth from 11% in 2011 to 30% in 2022. Do you believe businesses should formulate strategies to support young job seekers dealing with mental health conditions?
Dan Crerand: An excellent question. While I’m not an expert in this field, I’ll share my personal perspective. I wasn’t aware of the exact figures you mentioned, but it doesn’t surprise me. This group of individuals might be navigating new cities and countries, experiencing their first in-person office roles, and grappling with many new challenges, especially those who completed their education in a virtual environment.
Before I respond, I want to emphasize that I tend to view things with a glass-half-full perspective in many respects. Post-pandemic, I’ve observed a noticeable difference in the talent I’ve worked with. In the past, interns and graduates often kept problems to themselves, fearing it might jeopardize their chances of securing a permanent role or a spot in a graduate program. Now, in 2023, the talent I encounter is open and unafraid to share and trust others with their vulnerabilities. They are more likely to communicate when their workload becomes overwhelming. So, I believe these numbers can go in either direction. Perhaps it’s the transparency of some managers and senior leaders, companies leading with authenticity, and encouraging people to let go of perfectionism. I need to do that myself—I was always too eager to be a perfectionist. It could also be attributed to businesses showing more commitment to mental health and well-being, raising awareness and consequently increasing these figures.
