The document discusses youth unemployment and lack of employability in India. It provides data showing that 47% of graduates are unemployable and lack skills like English communication and cognitive ability. To address this, it recommends public employment strategies, regulatory reforms, and leadership programs. It also advocates for positive youth development approaches like building adult relationships, leadership skills, and age-appropriate opportunities. The conclusion is that youth employment programs are needed to prepare future workforces.

1. Boosting Skills : Increasing the
employability of youth
Group Members : Rahul Jain
Siddhant Arora
Gaurav Sharma
Pavneet Singh
Honey Walia

2. DATA OF EMPLOYMENT CONCERN
1. 47% of graduates are not employable for
any industry role.
2. Employability of graduates varies from
2.59% in functional role such as accounting
to 15.88% in sales related roles and
21.37%for roles in BPO’s.
3. 84% graduates were found to lack right
levels in cognitive ability.
4. 90% graduates did not have required
proficiency in English communication.

3. Main Problem
• The youth face specific barriers in the labour market; their unemployment rate is significantly higher
and their employment and working conditions are worse than those of their elders, which leads to high
economic and social costs for their society. Special attention must, therefore, be paid to integrating the
youth better into the labour market, even more so given that their number is so high.
• Support for the youth should mainly be based on existing employment policies, complemented, where
necessary, by targeted interventions and when implemented, its impact on other age groups must be
taken into consideration.
• Often a supply demand mismatch lies at the root of the weak labour market integration of the youth;
this is a situation that could be resolved by adopting integrated approaches that consider both sides of
the labour market effectively and involve all sectors of society, including the youth, in the decision-
making process
Nationwide, 15 million people between the ages of 16 and 24 are not prepared for high‐wage employment.
Inadequate education or training is a major reason. Individuals ill prepared for employment are more likely
to live in poverty. Recent statistics indicate that the mean annual earnings of young people with a bachelor’s
or advanced degree was $24,797 in 2007, three times higher than the mean earnings for high school
dropouts. Unemployment also impacts communities. Unemployed individuals are unable to contribute to
public taxes, lowering a community’s tax base. In addition, taxpayers incur higher spending to cover the
social costs of welfare, healthcare, and incarceration. Clearly ,communities also benefit when its young
people are prepared to become productive adults.

5. WHAT SHOULD BE DONE
1. PUBLIC EMPLOYMENT STRATEGIES: Direct employment by the public sector, and direct
subsidies for private employment , remain models that appeal to many governments
because of their immediate and observable impacts.
HYPOTHESIS: The expense of public employment programs may undermine a government’s
fiscal position.
2.REGULATORY STRATEGIES: Both for its impact and its fiscal efficiency is for government to
adopt policies that create a broadly enabling environment for job creation while focusing
more strategic investments on improving individuals ability to prepare for whatever jobs
the economy creates.
HYPOTHESIS: Regulatory initiatives improve access to capital markets and reduce barriers to
business formation.
3.LEADERSHIP STRATERGIES: Because of the broad social and economic consequences of this
scenario, there is shared responsibility among all stakeholders to nurture a fresh
generation of skilled talent where currently one does not exist.
HYPOTHESIS: The lack of jobs for young people creates a dangerous scenario where young
people are being locked out of the learning curve and their ability to contribute to society
is significantly diminished.

6. HOW IT SHOULD BE DONE?
SOCIAL DEVELOPMENT
• Administration of Trialling New
Approaches to Social Sector Change.
• Development and Funding of Community
Services.
• Family and Community Services.
• Management of Student Loans.
• Management of Student Support
excluding Student Loans.
• Planning, Correspondence and
Monitoring.
• Social Policy Advice (MCOA)
• Tailored Sets of Services to Help People
into Work or Achieve Independence.
• Vocational Skills Training.
• Youth Development.
MINISTRY INTERVENTION
• Contract third-party providers to mentor
and provide support for young people to
reduce their chances of needing a benefit
in the future.
• Provide youth-focused employment
programmes to move young people out
of the benefit system.
• Introduce stronger obligations for young
beneficiaries and work more closely with
disengaged youth.
More young people are in education,
training or work, More young people
contribute positively to their
communities.

7. RECOMMENDATIONS.
1.Market information systems that can help market participants and market makes balance
the supply and demand for skills.
2.Convene employers and educators to create a shared, pragmatic language of skills
specifications that is job-relevant and that can help coordinate training Resources.
3.Improve young people’s access to training that is clearly related to employment
outcomes help young people evaluate the economic returns on degree and certificate
programs ensure appropriate support systems to help young people complete their
programs.
4.Support new, youth-friendly technology platforms, such as mobile phones and
texting, for the delivery of information and services to youth.

8. POSITIVE YOUTH DEVELOPMENT
APPROACH
 Encourage Strong Youth/Adult Relationships
Research continuously recognizes that sustained relationships with caring, knowledgeable adults are
important for the healthy development of young people. Caring adults are critical for gaining a young
person’s trust and commitment to a program. Such adults may be mentors, teachers, counsellors, program
directors, employers or community members.
 Build Youths’ Responsibility and Leadership Skills
Effective initiatives acknowledge that youth are capable of actively contributing to their environment and
should be involved in decision‐making processes. The rationale for this is simple: when youth are involved in
decision‐making processes, they can become resources for creating the kinds of settings that promote
positive development for themselves and others.
 Create Opportunities that are Age/Stage Appropriate
Effective youth programs acknowledge the distinct needs of young people and create opportunities that are
age and stage appropriate. For example, less mature youth may not be ready for a job and may benefit from
in‐program activities, but older youth may be ready to take on an outside internship or work experience .
 Build a Sense of Self and Group
Effective initiatives help young people develop a positive image of who they are. In order to do this,
programs may work to increase young people’s life skills, provide youth with opportunities to showcase
their work and skills, use journals, and engage in self reflection. In addition to helping participants develop
their personal identity, youth need to form attachments to larger groups. Peer groups and peer support
increase youth’s attachment to a program or organization.

10. CONCLUSION
 It is evident there is a need for youth
employment programs, not only to help
youth find meaningful work, but also to
help prepare our future workforce. By
continuing to fund youth employment
programs that utilize effective
practices, we can help increase the
likelihood that future generations are
adequately prepared for high‐wage
employment.