The Future of Youth Employment report offers an in-depth look at the changing nature of work in the United States—from microwork, to new coordination and automation technologies, and beyond. It explores challenges and opportunities these changes present for poor and vulnerable youth, and suggests policies and actions corporations, governments, and nonprofits can take to ensure positive futures for them.
This is an android application for tourists. This application helps in solving their problem of understanding regional language and finding nearby places.
This is an android application for tourists. This application helps in solving their problem of understanding regional language and finding nearby places.
The metaverse is a concept of a persistent, online, 3D universe that combines multiple different virtual spaces. You can think of it as a future iteration of the internet. The metaverse will allow users to work, meet, game, and socialize together in these 3D spaces.
Looking for Instagram clone app development? Get complete information about developing your own Instagram clone app along with advanced features integrated with latest technologies
Importance of Data - Where to find it, how to store, manipulate, and characterize it
Artificial Intelligence (AI)- Introduction to AI & ML Technologies/ Applications
Machine Learning (ML), Basic Machine Learning algorithms.
Applications of AI & ML in Marketing, Sales, Finance, Operations, Supply Chain
& Human Resources Data Governance
Legal and Ethical Issues
Robotic Process Automation (RPA)
Internet of Things (IoT)
Cloud Computing
professional practices answers
You are the owner of a software engineering company. Your employees (engineers) want you to pay for them to attend training.
You are the owner of a software engineering company. Your employees (engineers) want you to let them do pro bono work for a local non-profit organization on company time.
You are a software engineer at a company where management routinely encourages you and your colleagues to use pirated software.
I dont feel so well. Integrating health checks in your .NET Core solutions - ...Alex Thissen
Conference: Techorama NL 2019
Location: Ede, The Netherlands
Abstract: Do you have any idea how your ASP.NET Web Apps and APIs are functioning? Are they behaving healthily or in a degraded state? You might be able to tell from log information and telemetry data, but why not have them tell you how healthy they are themselves? ASP.NET Core 2.2 introduces health endpoints that let your apps and APIs do just that. In this session you will learn how to make health checks an integral part of your solution. We will cover various types of health checks ranging from internal status, such as memory thresholds, to health based on external dependencies, such as databases and HTTP endpoints. Finally, you are going to see how this all can be used in a container cluster to allow the orchestrator to check for liveliness and readiness based on your health endpoints.
Online restaurant POS system is customizable to your business needs, and it includes the restaurant POS features necessary to enhance your businesss earning potential. Our POS software is an affordable solution to help grow your business, from the easy to learn user interface that reduces the amount of taps per transaction, to the robust scheduling and inventory tools. In addition to secure servers, some essential features include.
In 2013, in response to the opportunities presented by Africa’s rapidly growing youth population and the ubiquity of information and communications technologies across the continent, The Rockefeller Foundation launched its Digital Jobs Africa initiative. The initiative aims to enable young people to access jobs by providing them with in-demand technology-related and other employability skills. Now just past its two-year mark, the Foundation is taking stock of the rich learning that has emerged from the initiative.
Digital Jobs Africa is an initiative that seeks to impact the lives of 1 million people in six countries in Africa by catalyzing sustainable Information and Communications Technology enabled employment opportunities for African youth who would not otherwise have an opportunity for sustainable employment.
The metaverse is a concept of a persistent, online, 3D universe that combines multiple different virtual spaces. You can think of it as a future iteration of the internet. The metaverse will allow users to work, meet, game, and socialize together in these 3D spaces.
Looking for Instagram clone app development? Get complete information about developing your own Instagram clone app along with advanced features integrated with latest technologies
Importance of Data - Where to find it, how to store, manipulate, and characterize it
Artificial Intelligence (AI)- Introduction to AI & ML Technologies/ Applications
Machine Learning (ML), Basic Machine Learning algorithms.
Applications of AI & ML in Marketing, Sales, Finance, Operations, Supply Chain
& Human Resources Data Governance
Legal and Ethical Issues
Robotic Process Automation (RPA)
Internet of Things (IoT)
Cloud Computing
professional practices answers
You are the owner of a software engineering company. Your employees (engineers) want you to pay for them to attend training.
You are the owner of a software engineering company. Your employees (engineers) want you to let them do pro bono work for a local non-profit organization on company time.
You are a software engineer at a company where management routinely encourages you and your colleagues to use pirated software.
I dont feel so well. Integrating health checks in your .NET Core solutions - ...Alex Thissen
Conference: Techorama NL 2019
Location: Ede, The Netherlands
Abstract: Do you have any idea how your ASP.NET Web Apps and APIs are functioning? Are they behaving healthily or in a degraded state? You might be able to tell from log information and telemetry data, but why not have them tell you how healthy they are themselves? ASP.NET Core 2.2 introduces health endpoints that let your apps and APIs do just that. In this session you will learn how to make health checks an integral part of your solution. We will cover various types of health checks ranging from internal status, such as memory thresholds, to health based on external dependencies, such as databases and HTTP endpoints. Finally, you are going to see how this all can be used in a container cluster to allow the orchestrator to check for liveliness and readiness based on your health endpoints.
Online restaurant POS system is customizable to your business needs, and it includes the restaurant POS features necessary to enhance your businesss earning potential. Our POS software is an affordable solution to help grow your business, from the easy to learn user interface that reduces the amount of taps per transaction, to the robust scheduling and inventory tools. In addition to secure servers, some essential features include.
In 2013, in response to the opportunities presented by Africa’s rapidly growing youth population and the ubiquity of information and communications technologies across the continent, The Rockefeller Foundation launched its Digital Jobs Africa initiative. The initiative aims to enable young people to access jobs by providing them with in-demand technology-related and other employability skills. Now just past its two-year mark, the Foundation is taking stock of the rich learning that has emerged from the initiative.
Digital Jobs Africa is an initiative that seeks to impact the lives of 1 million people in six countries in Africa by catalyzing sustainable Information and Communications Technology enabled employment opportunities for African youth who would not otherwise have an opportunity for sustainable employment.
This report highlights four critical elements of training models that lead to positive employment outcomes for trainees. First, training models should be demand-driven, meaning they are responsive to employer needs by teaching the specific skills required by industry.
As so many fields have in recent years, entry-level hiring must also make the transition from relying on untested intuition to leveraging the power of data and evidence. Employers now have access to talent analytics tools that can enable them to develop a deep understanding of what attributes drive good performance for their current employees, apply tools to objectively assess these attributes, and access broader talent pools to find individuals with the most-valued attributes. The talent analytics tools that enable this vision for data-driven hiring already exist. The key obstacle to their implementation is institutional will.
Across employers and industries, we have heard stories about the value young people bring to the workplace. Employers in manufacturing cited the need for serious hand-eye coordination and reported positive experiences with young people filling these roles. Others cited the benefit of having youth in their companies who can use evolving technologies. For others, especially firms that need a lot of entry-level employees, young workers are their lifeblood.
Youth Hold the Key: Building Your Workforce Today and in the Future focuses on the role that youth can play in helping employers meet some of their current and looming workforce challenges, and how companies can improve how they hire and retain youth. The findings are based on a recent survey of 350 employers, more than 80 interviews with employers and workforce experts conducted during 2014 by The Bridgespan Group and Bain & Company, as well as a review of published literature. Much of this work focused on the potential of the millions of young people—referred to here as "opportunity youth"—who are disconnected from both work and school, and lack a college degree, to address the needs of employers.
Employment prospects for teens and young adults in the nation’s 100 largest metropolitan areas plummeted between 2000 and 2011. On a number of measures—employment rates, labor force underutilization, unemployment, and year-round joblessness—teens and young adults fared poorly, and sometimes disastrously. While labor market problems affected all young people, some groups had better outcomes than others: Non-Hispanic whites, those from higher income households, those with work experience, and those with higher levels of education were more successful in the labor market. In particular, education and previous work experience were most strongly associated with employment.
Policy and program efforts to reduce youth joblessness and labor force underutilization should focus on the following priorities: incorporating more work-based learning (such as apprenticeships, co-ops, and internships) into education and training; creating tighter linkages between secondary and post-secondary education; ensuring that training meets regional labor market needs; expanding the Earned Income Tax Credit; and facilitating the transition of young people into the labor market through enhanced career counseling, mentoring, occupational and work-readiness skills development, and the creation of short-term subsidized jobs.
Driven by long‐term shifts in the labor market and on‐going poverty and inequality, youth employment challenges have mounted steadily over the last decade and reached a crisis point in the wake of the Great Recession. Youth unemployment in 2010 reached its highest level since World War II. The short‐ and long‐term consequences of youth unemployment are severe. Individuals who fail to
transition to stable jobs by their early 20s are at risk of experiencing more frequent and prolonged spells of joblessness, permanently lower earnings, and greater difficulty building a secure financial future for themselves and their families. Ultimately, youth unemployment and associated challenges threaten to perpetuate cycles of intergenerational poverty for individuals and communities.
In this paper, we are reviewing Royal Colleges for how good, or not so good, the digital user experience (UX) is that they deliver to their members and visitors.
Stimulating Opportunity: An Evaluation of ARRA-Funded Subsidized Employment P...The Rockefeller Foundation
In 2009, in its efforts to stimulate the economy through the American Recovery and Reinvestment Act (ARRA), Congress included funding in the Temporary Assistance to Needy Families (TANF) Emergency Fund (EF) to help states cover the costs of creating new or expanding existing subsidized employment programs. All told, 39 states and the District of Columbia received approval to spend $1.3 billion of the Emergency Fund on subsidized employment programs. While the goals and structures of the TANF EF-supported subsidized employment programs varied from jurisdiction to jurisdiction, they generally sought to create job opportunities for unemployed individuals so that they could earn immediate income and build experience and skills. Many programs also sought to reduce the costs and risks to employers of hiring during a slack economy and to stimulate local economies. In a short period of time, states implemented large-scale programs, creating more than 260,000 subsidized jobs.
As reported by ABSL (Association of Business Leaders), Poland, and in this case, Łódź has seen an ever growing position in the business services sector, showing and increase in employment by roughly 10% in the year 2014. Such an increase in employment rates involves creation of positions within service centers with foreign capital aimed at potential employees with multilingual backgraunds within the area of accounting, human resources (HR) or information technology (IT). Currently a further factor in the development of multinational services is economic development combined with environmental, economic and social development.
The purpose of this paper is to present the need for highly skilled candidates with foreign languages as a requirement for employment in the service sector. Most companies require perfect interpersonal and communicative skills above theoretical knowledge. The data presented in the paper is based on the ABSL report and a series of questionnaires distributed among executive staff of major business service providers in Łódź.
Does the Islamic finance industry value its people? Joy Abdullah
Islamic finance is on the cusp of a golden opportunity to influence and implement its efficacy globally. Yet this opportunity can only be capitalized on if the industry is willing to embrace innovative ideas and take cognizance of the socio-economic changes that have come about in the past decade.
My article on this published in the IFN Education Jan 2016 issue.
Upcoming Trends and Challenges in Human Resource ManagementCeline George
One such disparity shown over technology is Human Resource Management. As the stream totally revolves around human resources, there is always a resist for deeper penetration of the technology. People fear that technology might outway them in carrying business operations. However, with HR tools like HR software in workplaces, people have started gradually adapting to technology.
Here are the challenges and trends that Human Resource Management will witness in the coming days.
Read More: https://www.openhrms.com/blog/upcoming-trends-and-challenges-in-human-resource-management
As part of the AKQA Future Academy we were set the brief by a recognised high street bank to create a product or service that would define the student experience of tomorrow. This was in order to help the client capture a greater proportion of the student market. We pushed back on the clients understanding of a student and presented to them our product, UpSkill.
October 2011 - Corporate Distance EducationFGV Brazil
FGV Online Magazine - October 2011
Corporate Distance Education - Converging professional growth and company goals
FGV Online website: http://www.fgv.br/fgvonline
The Future of HR in Europe. Key Challenges Through 2015.Sage HR
Businesses that expect to succeed in Europe in the next few years will have to come to grips with some serious challenges related not to raw materials, manufacturing processes, or the evolving nature of trade in the Eurozone, but with a host of issues related to how they recruit and manage staff.
The more specialized the staff, the more important these HR-type issues are. At least that’s the conclusion of a report by the Boston Consulting Group titled The Future of HR in Europe: Key Challenges Through 2015.
More specifically, the report asserts that five elements of HR are critical to organizations’ futures, and further notes that most organizations surveyed for the report acknowledged that they are currently weak in those areas.
These five elements are all components of workforce management: managing talent, demographics, work-life balance, and change, as well as becoming a learning organization. The rapid globalization of the economy and work may highlight these challenges today, but to my recollection, they’ve always been critical to an enterprise’s success.
FOR MORE VISIT HR BLOG -> cake.hr/blog
Future of work employability and digital skills march 2021Future Agenda
The Future of Work, Employability and Digital Skills
This interim summary identifies 50 key insights for the next decade on this critical topic. These open foresight findings are based on the results of 20 workshops and 150 interviews with over 400 informed experts from across academia, business and government conduced in the last 12 months. These were primarily across Europe, but also include views from US and SE Asia.
The varied discussions identified multiple key shifts that expected to have greatest impact over the next decade. The top 3 of these are seen as pivotal for society, for government, for employers and for future workers.
Building Digital Skills
Reinventing Roles
Developing Soft Skills
To build a richer, deeper view, we would very much welcome your feedback – especially on which shifts may deliver most benefit in the next ten years, and what is missing that ought to be included in the mix.
Article upgrade yourself or stay unemployedBogdan Negru
Academic paper on the connections between the skills gap and rising unemployment among young people. A study carried out in Romania confirming Consulting Firm McKinsey's global study.
The Transforming Health Systems (THS) initiative was one of The Rockefeller Foundation’s largest global health initiatives. Aligned with the Foundation’s mission to promote the well-being of humanity, THS aimed to improve the health status and financial resilience of poor and otherwise vulnerable populations through activities promoting improved health systems performance and the expansion of universal health coverage (UHC).
This report synthesizes findings from a five-year, multicomponent evaluation of the THS initiative. The objectives of the evaluation were to assess i) the effectiveness of the three core strategies – global advocacy, regional networks, and country-level investments – employed under THS to advance progress toward UHC in low- and middle-income countries in four focus countries, ii) the overall effectiveness and influence of the initiative, and iii) the Foundation’s legacy in the UHC arena. A key component of the evaluation was to document lessons learned from achievements and challenges to inform the development of future initiatives at the Foundation.
Overall, the evaluation found the THS initiative to be successful in its efforts to activate a global movement to accelerate progress toward UHC. The Foundation catalyzed and shaped the global UHC movement and, ultimately, influenced the inclusion of UHC in the Sustainable Development Goals (SDGs) of the post-2015 agenda. It also created enduring cross-learning platforms and tools to support country progress toward the SDGs’ UHC targets. Although THS gained less traction in advancing UHC through its focus country investments, its success in making UHC a global development target and creating networks and coalitions to support UHC reform efforts in LMICs will likely have country-level impacts for years to come.
This guide is designed for program officers to use in their work related to networks, coalitions, and other relationship-based structures as part of their initiatives, program strategies, and outcomes. It offers a set of core components that make up the basics of strategizing, implementing, and sustaining inter-organizational relationships and structures. You can work through the guide from beginning to end or jump to specific issues with which you might be struggling. Every component suggests concrete “actions” or questions that a program officer can apply.
Putting “Impact” at the Center of Impact Investing: A Case Study of How Green...The Rockefeller Foundation
More than ever before, investors are looking to put their money where their values are. As a result, impact investing has burgeoned into an over $100 billion industry in just over ten years. But how do impact investors know whether their money is truly having a positive impact on people and
the planet? How can these investors better manage their results, and use material data – both positive and negative – about social and environmental performance to maximize their impact?
This case study documents the journey of one organization, Green Canopy Homes – and its financing arm, Green Canopy Capital – toward more systematically thinking about, measuring, and managing its impact. While developing the impact thesis for its resource-efficient homes, Green Canopy applied a theory of change tool, an approach common within the social sector, to systematically map the causal pathways between its strategies and intended impact. Its rationale for adopting this approach was simple: use it to maximize impact, and understand and minimize possible harm. The tool also effectively positioned Green Canopy to measure and communicate about its social and environmental performance, and to make client-centric adaptations to its business.
The case study provides an illuminating example of how investors can adapt theory of change to serve their impact management needs. By demonstrating the relevance and transferability of this tool for articulating, measuring, and managing impact, the hope is that this case study can contribute to strengthening other investors’ approaches, in turn contributing to building the evidence base for the “impact” of impact investments.
Electricity is one of the most important drivers of socio-economic development, yet up to 250 million Indians are not connected to the national grid, and the majority of rural consumers have grossly unreliable power supply. More than solar lanterns and home systems that power a few lights and fans, among the most efficient ways to provide reliable electricity in remote areas is through local mini-grids. India has several run by energy service companies and usually funded by philanthropic capital.
Most of these enterprises have not been able to scale-up their impact meaningfully because the risk of the national grid entering their markets can render their mini-grid unviable. Rather than seeing “grid versus mini-grid” as a policy choice, Beyond Off-Grid: Integrating Mini-Grids with India’s Evolving Electricity System explores ways we can encourage more of both: to have the grid operate in partnership with a network of distributed mini-grids to accelerate electrification.
What does the roadmap for this ‘interconnection’ of our energy system look like? How can we leverage both government and private investment? What are the different interconnection models and their commercial, technical and regulatory implications? Where do mini-grids go from here? This timely report – commissioned by the Asha Impact Trust in collaboration with Shakti Foundation and Rockefeller Foundation – provides a multi-layered perspective to address these questions based on extensive research, wide-ranging policymaker interactions, and our investment experience evaluating mini-grid operators.
We cannot achieve significant poverty reduction without stimulating electricity consumption, which fuels income-generating activities in the modern economy. In India, about 237 million people have little or no access to reliable electricity -- more than 90% of them live in rural areas. This severely constrains economic opportunities. Addressing this chronic problem requires going beyond simply expanding the government grid.
Mini-grids have emerged as a viable solution to complement and integrate with the national grid, and can support the government in achieving its ‘Power for All’ vision. The Rockefeller Foundation’s Smart Power for Rural Development (SPRD) initiative is the first to pursue the creation of a mini-grid sector that is robust enough to fuel commercial enterprises and drive economic development beyond just one village. Smart Power India (SPI), which leads the SPRD initiative in India, has proven that mini-grids can be swiftly deployed to deliver reliable power, and has likewise demonstrated that mini-grids can spur economic activity needed to help people lift themselves out of poverty.
This issue of Smart Power Connect, published after the hundredth village was connected to Smart Power, explores the efforts, success stories, and challenges faced in SPI’s mini-grid journey to date. With insights from government agencies, policy experts, energy service companies, investors and mini-grid customers themselves, this publication provides a glimpse into the potential of the mini-grids to transform the energy sector – and how rural communities are embracing and utilizing clean, reliable and adequate power to improve their lives.
Today, nearly 240 million Indians lack access to reliable electricity, and 90 percent of them live in rural areas. Despite the government’s ambitious plans to accelerate universal electrification by 2018, challenges remain in providing reliable and sufficient energy to the last mile. Distributed renewable energy (DRE) solutions, and in particular mini-grids, have emerged as a reliable complement to the government’s electrification programs by providing rural areas with access to reliable and high-quality electricity at a much faster pace. The growth of the DRE sector will be an important fillip to the last-mile challenge.
Smart Power India (SPI) is an organization that implements The Rockefeller Foundation’s Smart Power for Rural Development (SPRD) to build viable and commercially oriented mini-grid ecosystems in India. This report explains the Smart Power mini-grid model and explores the drivers of success. Analyzing early data from a cohort of the 106 Smart Power mini-grids operational as of 2017, SPI provides data on commercial performance as well as recommendations to further accelerate the rural mini-grid business.
Encouragingly, the report reveals that the 23 top-cohort plants have an average unit-level profit margin of approximately 30% after the first year of operations. It also highlights that villages receiving electricity from SPRD mini-grids show early signs of social and economic impact (also see Understanding the Impact of Rural Electrification.) SPI has observed that site selection, a strong focus on operations, support for demand generation and marketing optimized for rural customers, are critical to the continued improvement of mini-grid operations. Finally, the report provides recommendations to address external challenges such as the need for increased financing, stronger policy support and further technological innovation.
A successful philanthropic initiative depends not just on the strategy pursued – but also on how that strategy is implemented. Implementation considerations can vary significantly based on the shape of an initiative – starting a new organization can look very different than investing in a portfolio of existing organizations. This report looks at four “models” for implementing initiatives. These don’t represent an exhaustive set of potential models to pursue, or even the most high potential models. Rather, these are four examples of models, each of which has significant potential for impact when chosen wisely and executed well. The report outlines the considerations involved in choosing to pursue each of these models and findings on how to implement them, drawn from real-world experience.
Globally, over 1 billion people still live without electricity. Roughly 237 million of these people are in India. Smart Power for Rural Development (SPRD) is a $75 million initiative aimed at accelerating development in India’s least electrified states. Through the deployment of decentralized renewable energy mini-grids, SPRD works to accelerate the growth of rural economies, while at the same time improving the lives and livelihoods of poor and marginalized families and communities. With access to energy, individuals, households, and communities can generate economic opportunities and enhance their quality of life. Understanding the Impact of Rural Electrification has generated significant insights on how SPRD is having an impact on the lives of villagers, and what more is needed to sustain, grow, and scale these gains. We’ve learned that households and businesses are slowly but surely moving up the energy ladder; enterprises are expanding and new ones are being created as a result of energy access, and women are feeling safer and more mobile after dark. In this report, we also introduce the innovative GDP+ approach which, which quantifies and measures the social, economic and environmental gains of access to electricity in GDP terms. The initial findings here show that SPRD villages experienced an $18.50 per capita increase in GDP+.
The information in this brief is drawn from a case study of the JLN conducted by Mathematica Policy Research in consultation with the THS team and the Evaluation Office of The Rockefeller Foundation. The study, completed in 2016, was undertaken to assess the extent to which the JLN had achieved its goal of becoming a country-driven, sustainable network helping to advance progress toward universal health coverage in low- and middle-income countries.
The Joint Learning Network (JLN) is a key innovation and central part of The Rockefeller Foundation’s efforts to promote universal health coverage (UHC) in low- and middle-income countries (LMICs) under its Transforming Health Systems (THS) initiative (2009-2017). Launched in 2010, the JLN is a country-led, global learning network that connects practitioners around the globe, in order to advance knowledge and learning about approaches to accelerate country progress toward UHC. The JLN currently includes 27 member countries across Africa, Asia, Europe, and Latin America that engage in multilateral workshops, country learning exchanges, and virtual dialogues to share experiences and develop tools to support the design and implementation of UHC-oriented reforms. The core vehicles for shared learning and resource development under the JLN are technical initiatives, which are managed by several technical partners and organized around key levers for reaching UHC objectives.
With 62.5 million tons of food wasted in the United States each year, there is much work to be done to
bring about substantial changes in the food industry that will create a more efficient food system and
help preserve the environment. This guide describes promising opportunities to reduce food waste
in three areas—packaging, food retail, and home kitchens—and discusses a number of solutions that
could be piloted, validated, and scaled to significantly reduce food waste in America.
National Disaster Resilience Competition's Resilience Academies - Emerging In...The Rockefeller Foundation
In 2015 The Rockefeller Foundation partnered with the U.S. Department of Housing and Urban Development (HUD) to launch the National Disaster Resilience Competition (NDRC)
Resilience Academies. Recognizing the salient need to infuse resilience thinking into HUD’s NDRC, these Academies were established to expose state and local governments to new approaches for protecting and promoting the long-term well-being and safety of their communities. A recent independent evaluation of the Academies has provided instructive insights about what works in efforts to build innovative resilience capacity.
Following its successful partnership with the U.S. Department of Housing and Urban Development’s (HUD) post–Hurricane Sandy Rebuild by Design competition, The Rockefeller Foundation launched the Resilience Academies and Capacity-Building Initiative. Designed to support HUD’s National Disaster Resilience Competition (NDRC), the Academies and the Initiative provide eligible state, county, and municipal governments with subject-matter expertise and lessons from the Foundation’s years of on-the-ground disaster recovery programming and mitigation planning. Further, the Foundation hoped to assist these key players in moving global knowledge and resources to meet homegrown needs.
In December 2016, The Rockefeller Foundation’s African Regional Office hosted the Rockefeller Foundation Resilience Convening in Nairobi, Kenya. Over 150 delegates and 40 speakers participated, sharing insights, examples, and engaging in debate and discussion on why and how ‘resilience’ can enhance Africa’s ongoing development.
Launched in 2008, the Asian Cities Climate Change Resilience Network (ACCCRN) Initiative aimed to catalyze attention, funding, and action for building the climate change resilience of vulnerable cities and people in Asia. Given that current estimates forecast that about 55 percent of Asia’s population will be living in urban centers by 2030, the ACCCRN Initiative is built on the premise that cities can take actions to build climate resilience – including drainage and flood management, ecosystem strengthening,
increasing awareness, and disease control – which can greatly improve the lives of poor and vulnerable people, not just in times of shock or stress, but every day.
At the time the initiative was launched, the concept of urban resilience and models for implementing it were nascent and emergent. ACCCRN proved to be an important experiment and “learning lab” for the Foundation and its grantees and partners to build capacity in cities to better understand and implement resilience solutions to the often devastating shocks and stresses of climate change. The initiative was effective in the initial 10 ACCCRN cities and, later, in an additional 40 cities.
As part of our Foundation-wide commitment to learning and accountability to our grantees, partners and stakeholders, we undertook an independent evaluation of the work of the initiative in 2014 to assess what worked well and not so well in ACCCRN. Conducted by Verulam Associates and ITAD, who also conducted a mid-term evaluation of the ACCCRN Initiative in 2011, this summative evaluation highlights successes, but also provides an important moment to reflect on the challenges we faced and on what we can do better or differently going forward.
As part of its overall mission of promoting the well-being of humanity throughout the world, The Rockefeller Foundation developed the goal of advancing inclusive economies. The framing of this goal is deliberate: the word inclusive stresses the need to overcome disadvantage while the choice of economies versus growth suggests the need to consider all dimensions of economic life. This executive summary outlines efforts to develop a framework to better understand and measure the characteristics of an inclusive economy. It includes:
• The evolution of the concept of an inclusive economy
• Key lessons learned from an analysis of indicator initiatives
related to measuring an inclusive economy
• A recommended indicator framework composed of 5 broad
characteristics, 15 sub-categories, and 57 indicators
• Implications for future work
For more details, a full report is available at:
inclusiveeconomies.org
Situating the Next Generation of Impact Measurement and Evaluation for Impact...The Rockefeller Foundation
Situating the Next Generation of Impact Measurement and Evaluation for Impact Investing contends that measurement practices need to evolve by borrowing from the strengths of both private business and social sector evaluation. Suggesting that an impact thesis is a crucial anchor for impact measurement strategies, the paper offers several measurement approaches in use today. The ‘next generation’ of impact measurement and evaluation must stem from a commitment of impact investors to strengthen evidence for their social returns alongside the evidence for financial returns.
The goal of the CEO & Gender Media Audit was to understand the media coverage of CEOs in various situations and determine if there are differences in the way male and female CEOs are covered.
Equity and Inclusive Growth from a Development Perspective is essential reading for development and evaluation practitioners. It provides a concise history and critical examination of the concepts related to growth, poverty, and equity. These three foundational elements of contemporary development theory and practice are at the root of The Rockefeller Foundation’s movement toward advancing inclusive economies and building resilience.
The paper offers many insights about the measurement and evaluation of programs. It illuminates the debate surrounding ways to assess well-being beyond GDP. It covers the many ways to approach the measurement of poverty and the most commonly used indexes. Finally, it examines the important distinction between equity and equality and the policy implications of pursuing equity.
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Vighnesh Shashtri
In India, financial inclusion remains a critical challenge, with a significant portion of the population still unbanked. Non-Banking Financial Companies (NBFCs) have emerged as key players in bridging this gap by providing financial services to those often overlooked by traditional banking institutions. This article delves into how NBFCs are fostering financial inclusion and empowering the unbanked.
The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
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USDA Loans in California: A Comprehensive Overview.pptxmarketing367770
USDA Loans in California: A Comprehensive Overview
If you're dreaming of owning a home in California's rural or suburban areas, a USDA loan might be the perfect solution. The U.S. Department of Agriculture (USDA) offers these loans to help low-to-moderate-income individuals and families achieve homeownership.
Key Features of USDA Loans:
Zero Down Payment: USDA loans require no down payment, making homeownership more accessible.
Competitive Interest Rates: These loans often come with lower interest rates compared to conventional loans.
Flexible Credit Requirements: USDA loans have more lenient credit score requirements, helping those with less-than-perfect credit.
Guaranteed Loan Program: The USDA guarantees a portion of the loan, reducing risk for lenders and expanding borrowing options.
Eligibility Criteria:
Location: The property must be located in a USDA-designated rural or suburban area. Many areas in California qualify.
Income Limits: Applicants must meet income guidelines, which vary by region and household size.
Primary Residence: The home must be used as the borrower's primary residence.
Application Process:
Find a USDA-Approved Lender: Not all lenders offer USDA loans, so it's essential to choose one approved by the USDA.
Pre-Qualification: Determine your eligibility and the amount you can borrow.
Property Search: Look for properties in eligible rural or suburban areas.
Loan Application: Submit your application, including financial and personal information.
Processing and Approval: The lender and USDA will review your application. If approved, you can proceed to closing.
USDA loans are an excellent option for those looking to buy a home in California's rural and suburban areas. With no down payment and flexible requirements, these loans make homeownership more attainable for many families. Explore your eligibility today and take the first step toward owning your dream home.
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Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
Even tho Pi network is not listed on any exchange yet.
Buying/Selling or investing in pi network coins is highly possible through the help of vendors. You can buy from vendors[ buy directly from the pi network miners and resell it]. I will leave the telegram contact of my personal vendor.
@Pi_vendor_247
how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
how to swap pi coins to foreign currency withdrawable.DOT TECH
As of my last update, Pi is still in the testing phase and is not tradable on any exchanges.
However, Pi Network has announced plans to launch its Testnet and Mainnet in the future, which may include listing Pi on exchanges.
The current method for selling pi coins involves exchanging them with a pi vendor who purchases pi coins for investment reasons.
If you want to sell your pi coins, reach out to a pi vendor and sell them to anyone looking to sell pi coins from any country around the globe.
Below is the contact information for my personal pi vendor.
Telegram: @Pi_vendor_247
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how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Resume
• Real GDP growth slowed down due to problems with access to electricity caused by the destruction of manoeuvrable electricity generation by Russian drones and missiles.
• Exports and imports continued growing due to better logistics through the Ukrainian sea corridor and road. Polish farmers and drivers stopped blocking borders at the end of April.
• In April, both the Tax and Customs Services over-executed the revenue plan. Moreover, the NBU transferred twice the planned profit to the budget.
• The European side approved the Ukraine Plan, which the government adopted to determine indicators for the Ukraine Facility. That approval will allow Ukraine to receive a EUR 1.9 bn loan from the EU in May. At the same time, the EU provided Ukraine with a EUR 1.5 bn loan in April, as the government fulfilled five indicators under the Ukraine Plan.
• The USA has finally approved an aid package for Ukraine, which includes USD 7.8 bn of budget support; however, the conditions and timing of the assistance are still unknown.
• As in March, annual consumer inflation amounted to 3.2% yoy in April.
• At the April monetary policy meeting, the NBU again reduced the key policy rate from 14.5% to 13.5% per annum.
• Over the past four weeks, the hryvnia exchange rate has stabilized in the UAH 39-40 per USD range.
If you are looking for a pi coin investor. Then look no further because I have the right one he is a pi vendor (he buy and resell to whales in China). I met him on a crypto conference and ever since I and my friends have sold more than 10k pi coins to him And he bought all and still want more. I will drop his telegram handle below just send him a message.
@Pi_vendor_247
1. INSTITUTE FOR THE FUTURE
201 Hamilton Avenue, Palo Alto, CA 94301
650.854.6322 | www.iftf.org
The Future of Youth Employment
December 2014
Four Scenarios Exploring the Future
of Youth Employment
Supported by
3. The Future of YOUTH EMPLOYMENT
Table of Contents
Introduction................................................................................................................................1
Alternative Scenarios: Growth, Collapse, Constraint, Transformation................................6
Growth: The Flexing Economy..................................................................................................7
Collapse: The Growing Gap....................................................................................................10
Constraint: oDesk Inside.........................................................................................................13
Transformation: The Amplified Individual..............................................................................16
Final Thoughts..........................................................................................................................19
4. 1 INSTITUTE FOR The FutuRE
The workplace landscape for disadvantaged youth in the United States is more precarious than it
has been at any other time in the past eighty years. According to a June 2013 report by the Center
for American Progress, 22.5 percent of teens ages 16 to 19 are unemployed, and 1.4 million teens
are neither enrolled in school nor working. Young people in general can have a hard time positioning
themselves with employers due to age, shortage of experience and maturity, and lack of education
and skills. Certain subpopulations face even greater barriers due to factors including race, sex, and
socioeconomic status.
These challenges are heightened during an economic downturn. They are heightened right now as
well by the fact that the basic nature of work is in a state of flux. Smart algorithms and networked
robotics are transforming the meaning of work. Online labor markets like oDesk and the growth of
sharing economy platforms hint toward fewer full-time jobs. Automation is increasingly displacing
workers from routine manufacturing and service jobs. Many entry-level jobs and minimum-wage
tasks are on their way out, if not already gone. On top of all that, the school-to-work pipeline doesn’t
function like it used to—a college degree is no longer a surefire ticket to a good job.
Whether caused by a sluggish economy,
technological drivers, or lack of preparation,
unemployment creates lasting difficulties
for youth and for the country’s economy
as a whole. As the Center for American
Progress report makes clear, if America’s
youth-unemployment crisis is not adequately
addressed, “businesses will consequently
suffer from reduced consumer demand, and
taxpayers will feel the impact in the form
of lost revenues, greater demand for more
government-provided services such as health
care, increased crime, and more welfare
payments.” With these threats looming,
Introduction
5. 2The Future of YOUTH EMPLOYMENT
businesses along with nonprofits, educational institutions, and government agencies cannot afford to
let a large percentage of an entire generation lose out on all the benefits that come from working—the
earnings, the experience, the self-esteem, and the skills development.
To address the present crisis in employment for disadvantaged youth, IFTF, with support from
The Rockefeller Foundation, held a workshop in August 2014 with professionals in hiring services,
city government, education, corporate HR, and labor market research. Our goal was to envision
a successful working future for these vulnerable youth, the population at greatest risk of being
displaced by the changes under way. Our insights from the workshop are presented in this report.
The report uses the alternative scenarios methodology developed at the University of Hawaii to
envision four archetypal futures: growth, collapse, constraint, and transformation. We list key
elements of each and describe how each would look for organizations and individuals. Each scenario
is dramatized by a fictional story of a future worker, followed by a set of signals—local innovations
or disruptions that are already happening and have the potential to grow in scale and geographic
distribution. Each scenario concludes with (1) key strategies that can be used by corporate employers
and third parties concerned with promoting workforce preparedness and development for youth, and
(2) policy recommendations for government.
6. 3 INSTITUTE FOR The FutuRE
The key elements of each of the four scenarios are as follows:
Alternative Scenarios:
Growth, Collapse, Constraint, Transformation
GROWTH:
The Flexing Economy
COLLAPSE:
The Growing Gap
CONSTRAINT:
oDesk Inside
TRANSFORMATION:
The Amplified Individual
Labor market favors high-
skill employees in certain
growth sectors.
Job market is highly
fluid with abundant new
opportunities.
Worker skills must be
constantly upgraded.
Education expands from
institutions into online and
community spaces.
Alternative credentialing
grows and is increasingly
accepted.
Growing automation
reduces knowledge work
and minimum-wage jobs.
More college students
graduate but find their
degrees unmarketable.
Permanent underclass
of detached individuals
grows.
Governance faces a crisis
and is unable to address
needs in a systematic way.
Informal economy and
alternative currencies
grow.
With few new growth
opportunities, firms focus
on cutting costs.
Algorithms coordinate
teams; efficient teams
command a premium.
Online labor networks
supplement highly efficient
employees.
Flat organizational
structures supported by
coordination software
replace traditional
hierarchy.
Coordination costs drop
significantly.
Capital for businesses from
crowdfunding, banks, and
VCs flows freely.
Highly entrepreneurial
flexible firms and mindsets
proliferate.
Power balance shifts from
large organizations to
individuals.
7. 4The Future of YOUTH EMPLOYMENT
Key Elements
• Labor market favors high-skill employees in certain growth sectors.
• Job market is highly fluid with abundant new opportunities.
• Worker skills must be constantly upgraded.
• Education expands from institutions into online and community spaces.
• Alternative credentialing grows and is increasingly accepted.
Overview
The next ten years are a time of painful restructuring as the economy grows more competitive and
jobs themselves unbundle. Shorter-term tasks rather than 9-to-5 jobs come to dominate the work
landscape. Automation encroaches on all sectors of the economy, destroying low-pay work and
forcing workers out of some fields while creating opportunities in emerging fields. In order to adapt
and maintain sustainable livelihoods, individuals continuously strive to upgrade skills; those with
fewer skills and less drive to learn lose out. After the student loan bubble bursts in 2016, spiraling
tuition costs reinforce the reality that higher education for most students is simply not worth it. The
pathways connecting education and work shorten as education increasingly moves from the four-
year classroom into personalized, online, and specialized forms. The workforce fills with entrants who
combine online courseware credentials, conventional higher education certificates, and portfolios of
projects to demonstrate competencies.
The View for Institutions
Organizations restructure as companies opt for fewer permanent employees and decreased overhead
in order to stay nimble in the shifting economy. Management of large numbers of contract workers,
investments in a select few of the most valuable employees, and development of efficient work
processes define organizational priorities. With advances in data analytics and coworker review
systems, organizations direct tasks to the worker best suited
to complete it. Employers abandon reliance on college degree
credentials for filtering candidates and instead look for project
portfolios that illustrate the ability to learn skillsets quickly, stay
motivated, and work well with others. Companies depend on
staffing firms and online platforms that can reflect the multiple
imperatives of this new workplace dynamic: flexible hours, quickly
shifting worker profiles, and workers who have hands in many
pies. Employers invest in creating online curricula to not only train
workers but also allow them to continuously update their skills
Growth | The Flexing Economy
Increasing competition and automation force workers to continuously
upgrade skills or risk losing out on opportunities.
Source: jpmorganchase.com
8. 5 INSTITUTE FOR The FutuRE
GROWTH | THE FLEXING ECONOMY
The View for Individuals
Many of the full-time jobs lost during the recession never come back. Part-time and contract jobs
pay less but fit the needs of young workers who value autonomy and flexibility. Minimum-wage
work is viewed as a quick stepping-stone where workers can gather skills or training before moving
up in a company or out as an independent agent. Workers face a constant need for upskilling and
retraining, and they invest substantial amounts of their own time and money in this. Time designated
for e-learning becomes part of many companies’ benefit packages. Because a lot of work is found
through online and face-to-face social networks, low-income youth without access to such networks
find themselves vulnerable in new ways.
Worker of the Future: Meet Max
Max, 22, finished high school but never attended college. His lack of educational
credentials put him in a demographic that commonly fares poorly in the job market. Max
takes informal evening classes at a forum organized by a central San Francisco nonprofit.
Through a personal connection he makes there, Max gains a reference and applies to be
a customer service rep for a cable company. Max scores high on interpersonal skills in
the interview and lands a job. A year later, after taking an online course at the company’s
training website, he passes an online test and is promoted to home technician, installing
equipment and earning a solid middle-class wage. Max’s path becomes increasingly
common as other workers of comparable skill and education level discover the power of networking
and retraining.
Signals
• NYC’s Summer Youth Employment Program offers youth new opportunities.
• The Hartford’s reverse-mentoring project has surprising benefits.
• Harvard Business Review calls projects the new job interviews.
• JPMorgan Chase’s New Skills at Work initiative supports demand-driven skills training.
• Starbucks subsidizes online education for employees.
Flickruser:wonderlane
9. 6The Future of YOUTH EMPLOYMENT
GROWTH | THE FLEXING ECONOMY
Key Strategies
• Teach individuals how to market themselves and how to tap and expand their social networks
for career opportunities.
• Provide workers with tools and mapping services to help them plan career paths responsive to
present-day realities.
• Work with current employees and hiring agencies to maximize the accuracy of job listings.
• Reduce the lag between identifying the skills for a new position, listing the job, and hiring for it
from months to weeks or days.
• Design new promotional pathways to keep successful workers on board in an economy in
which tenure is shortening.
Policy Recommendations
Subsidize the cost of entry-level employment to aid disadvantaged youth. To lower the risk
and cost of hiring young workers without a four-year degree or work track record, firms should be
subsidized for hiring disadvantaged youth. Funding can be corporate, governmental, or philanthropic.
Employer tax breaks can create further incentives by linking hiring with lower tax burdens. Workers
should be required to remain on the job for a minimum duration so a firm’s training investment is
not lost.
Deploy online and on-the-job upskilling curricula. Companies should be given incentives to
develop and distribute online courseware as a tool for finding and promoting new workers. By
vetting young and vulnerable candidates, this job test would greatly reduce costs and hiring risks
for employers. These software platforms can be created
collaboratively with employment unions and hiring
agencies, and they can be promoted and accessed
through existing Workforce Investment Board (WIB)
infrastructures.
Promote employer acceptance of alternative
credentialing. The creation of new credentialing systems
representing competence in a task can level the playing
field for workers without a four-year college education.
A new organization should be formed and tasked with
aggregating and evaluating credentialing platforms in a
modern, decentralized way.
Source: nyc.gov
10. 7 INSTITUTE FOR The FutuRE
Key Elements
• Growing automation reduces knowledge work and minimum-wage jobs.
• More college students graduate but find their degrees unmarketable.
• Permanent underclass of detached individuals grows.
• Governance faces a crisis and is unable to address needs in a systematic way.
• Informal economy and alternative currencies grow.
Overview
By 2019, increasing automation has wiped out many jobs and is an elephant impossible to stop.
The remaining service economy jobs—such as elder care, child care, and counseling—are generally
at the lower end of the wage scale. The upheaval of an automating economy is grossly mishandled
without third-party or government efforts to redirect the elephant. With an ample supply of workers,
employers have all the leverage. Proactive workplace retraining in advance of automation is unheard
of. Snake oil salesmen occupy education and workforce prep. The number of college graduates
continues to rise and many find their skills and degrees unmarketable because what they’ve been
trained to do has been automated or outsourced, or is no longer in demand. Workers are trained for
nonexistent or soon-to-be nonexistent fields. The informal economy and black market step in to meet
public needs, and a widespread redefinition of cultural values results.
The View for Institutions
Government officials and large employers find themselves in a defensive, reactionary posture.
Companies disengage from unrealistic worker demands and automate at their earliest possible
convenience. Nonprofits and organized labor choose to fight against instead of guide the elephant
of automation. While highly automated organizations that rely on very few workers are exceedingly
profitable, without a consumer class that has income to spend
on products and services, these firms increasingly search for new
markets overseas, vying for a top tier of global consumers. The
gap between this elite global consumer class and the rest is vast
and cannot be sustained over the long term. A growing coalition of
the political right and left float what were once considered radical
policy solutions, including tax code restructuring and a basic income
guarantee. On the local level, the informal economy leads to many
creative off-the-books businesses in low-income communities.
Collapse | The Growing Gap
Increasing automation reducing the number of both low- and high-skill jobs
is grossly mishandled and results in a deep social and economic divide.
Source: usatoday.com
11. 8The Future of YOUTH EMPLOYMENT
COLLAPSE | THE GROWING GAP
The View for Individuals
Workers experience “automation anxiety,” uncertainty about the future of their career or company,
and many find themselves without jobs with little warning as their positions are automated. The
critical period of time for workers to get retrained—between when the company decides to automate
and when it implements those plans—is lost, leaving workers without a job or marketable skills.
Information opacity also afflicts education: specious degrees are invented, marketed, and sold to
students with little-to-no research backing them as worthwhile. Most new jobs are in the platform
economy—as Lyft or Uber drivers, for example, or contract workers for coordination-economy
companies. These independent workers receive low wages, get no benefits, and have little chance of
advancement. Even workers who assemble a portfolio of microwork tasks find that cobbling together
a living is difficult. Disillusionment about career opportunities strikes hard, creating deep pessimism,
and a growing sense of detachment, as well as increasing crime rates.
Worker of the Future: Meet Steven
Steven, 26, is a full-time Lyft driver and works on nearly a dozen other
platforms to boot. For years he flounders in the microwork economy,
performing a variety of functions as he searches for direction, figuring out
strategies for optimizing routes across his city. Over time, this interest
develops into a passion, and he becomes an apprentice to a big data/route
planning algorithm writer at a task-routing company.
He learns skills through this apprenticeship and supplements them with
online learning until he can contribute to the algorithm itself. Steven is a lucky exception; he joins
the company as a full-time employee. But he feels for platform workers unable to leap the widening
gap between the service economy and the higher echelons of this employment market. Many of the
algorithms Steven writes will make microwork markets more competitive and therefore drive down
wages even further.
Signals
• IMF chief warns youth unemployment jeopardizes future of the European economy.
• Poll finds a quarter of employers don’t believe college prepares grads for jobs.
• OpenIDEO issues global challenge to address rising youth unemployment.
• Petition on change.org addresses unfair working conditions at oDesk.
• Momentum Machines’ hamburger-making machine displaces line cooks.
Flickruser:kioko
12. 9 INSTITUTE FOR The FutuRE
Key Strategies
• On a citywide scale, use big data to highlight skills gaps in the market, leading to more informed
workforce development processes.
• Equip high school graduates with the skills to do a cost-benefit analysis of four years of college
versus modern alternatives as well as to research areas of future job growth.
• Fully inform employees about corporate plans and provide them with retraining as soon as the
decision is made to automate.
• Engage in dialogue with all stakeholders about how best to guide the elephant of automation.
• Organize contract workers and provide them with support to earn a higher wage, take care of
their own benefits, and ensure their own advancement.
Policy Recommendations
Compel employers to designate time for upskilling. Online learning and evening classes fuel career
advancement, but many disadvantaged youth struggle to dedicate energy to these opportunities. This
challenge should not be solely borne by employees. Upskilling laid-off workers for a new job should
be formalized as a corporate policy in partnership with staffing agencies familiar with job market
demands.
Reconstitute organized labor to support wages and protect jobs. As new fields emerge—from
microwork to the coordination economy and beyond—the functions and forms of organized labor
must radically evolve. The weakening of organized labor and its difficulty evolving in a globalizing,
automating world has fed a downward spiral of
wages. New organized labor institutions must be
built into the platforms of the modern economy,
from oDesk to Lyft.
Promote non-labor income and deconstruct
the work-income link. A range of plans has been
advanced in the past decade to help vulnerable
workers in a jobs market that increasingly disfavors
them, including individual development accounts
and shared wealth programs (structured after
Alaska’s Permanent Fund). Both the political left
and right have endorsed universal guaranteed
minimum income.
COLLAPSE | THE GROWING GAP
Source: openideo.com
13. 10The Future of YOUTH EMPLOYMENT
Constraint | oDesk Inside
Highly networked and internally coordinated firms become efficient
economic forces and major employers of coordinated workforces.
Key Elements
• With few new economic growth opportunities, firms focus on cutting costs.
• Algorithms coordinate teams; efficient teams command a premium.
• Online labor networks supplement highly efficient employees.
• Flat organizational structures supported by coordination software replace traditional hierarchy.
Overview
In 2019, the economy remains sluggish. With few new growth opportunities, companies shift their
focus toward cost savings and efficiency measures. Efficiency is hardcoded into the employment
system, benefiting both employers and employees. Companies use new technologies to reduce
transaction costs—that is, costs of managing and coordinating various tasks within the company.
Firms find highly efficient mechanisms for dividing tasks among workers, both remote and in-office.
Older companies built around highly structured and inflexible titles reshape their anatomy. These
companies redesign their processes to resemble oDesk, the online labor market. Employees bid on
tasks, review each other, and can be quickly shuffled around as their expertise emerges. As college
degrees grow costlier, many youth instead harness online learning and apprenticeship opportunities.
The View for Institutions
Employers across sectors build their own online training curricula on existing platforms, open to
current and prospective employees. Companies then hire and promote using these courses for
guidance. Many large companies eliminate the vertical hierarchy and dispense with titles and rank.
Collaboration technologies like Asana, Google Docs, and Trello
diminish the need for costly managers and create digital footprints
for workers, leading to streamlined worker feedback. These
collaboration technologies, along with platforms like Holacracy
for distributing power in an organization and worker ratings and
review systems, point to teams as the new effective unit. Companies
seek to optimize efficiency within teams and assign teams
where needed.
Source: workforce.com
14. 11 INSTITUTE FOR The FutuRE
CONSTRAINT | THE NEW FIRM
The View for Individuals
For individuals, the keywords are nimble and lean. Employees fulfill changing roles that require
multiple functions rather than fixed responsibilities as they move from project to project. Workers are
expected to be self-motivated but may be subject to remote productivity monitoring. Their digital
footprints and project records supplement traditional resumes and can be leveraged to open new
doors for rapid advancement. Ambitious workers seeking promotions find their pay grade increasing
by small amounts frequently, rather than by discrete raises. “Career path” no longer means holding
three or four jobs ending in a senior management position; it could mean holding dozens of jobs
along a zigzagging road toward positions of greater responsibility and social status. Mentorship and
community support are increasingly important; having a plan or set of goals helps workers find and
activate opportunities.
Worker of the Future: Meet Genevieve
Genevieve, 18, is a single mother and community college student. While she excelled
in high school, she finds herself priced out of four-year colleges. She works part-time
as a receptionist in a manufacturing company, studying business in the evenings. In her
free time at work, Genevieve completes assorted office tasks as they pop up on her
computer. She builds expertise in supply chain logistics, which she supplements through
online learning. Genevieve joins a network of young learning mothers who gather to
pool child-care resources to free up study time. She gets a notice from an employment
agency seeking workers to assist in inventory management at a nearby firm. Genevieve
applies, using her current expertise profile as a resume, and is accepted. Though the pay is low, she
selects her own hours. It is a step up, but just as importantly, she can now demonstrate her new
competencies, positioning herself for future advancement.
Signals
• Medium.com uses a distributed desicion-making platform.
• Organizations use social learning platforms to boost employee collaboration.
• Teams, brain scans, and externships are forecast as the future of work.
• Hospira creates a toolkit to enable employees to manage their own career paths.
• Five Labs compares Facebook personalities and may enable more effective ‘culture fit’ and
‘team fit’ evaluations for HR.
Flickruser:llee_wu
15. 12The Future of YOUTH EMPLOYMENT
CONSTRAINT | THE NEW FIRM
Key Strategies
• Emphasize teamwork skills in education.
• Teach job seekers to leverage their digital footprints and project records to demonstrate
competency and skills to potential employers.
• Create more efficiency in the hiring system.
• Develop HR policies to accommodate workers with diverse backgrounds and credentials.
• Help employees develop, track, and exhibit skills, including self-motivation skills to help them
keep up work output with fewer managers.
Policy Recommendations
Improve the school-to-work pipeline. Defining career pathways should begin in high school. High
school career academies, followed by skills-based learning in community colleges, then work, should
be plotted by a single job or career curator who tracks and advises workers across the education
and career trajectory. Specialized employment agencies and platforms should reestablish formal
connections to community colleges, government job
training entities, and employers to facilitate
more effective search, hiring, and tracking of
job candidates.
Promote employee ownership. Employee
stock ownership plans (ESOPs) issue stock to
workers, providing a stake that accumulates value
during employment. All employees are entitled to
participate. These stakes should not be confused
with outright ownership (about 7,000 US firms are
100-percent employee-owned). ESOPs have been
shown to increase worker productivity, economic
security, and compensation.
Source: Flickr user: BASF
16. 13 INSTITUTE FOR The FutuRE
Key Elements
• Coordination costs drop significantly.
• Capital for businesses from crowdfunding, banks, and VCs flows freely.
• Highly entrepreneurial flexible firms and mindsets proliferate.
• Power balance shifts from large organizations to individuals.
Overview
In the twenty-first century, the ease of coordinating tasks like marketing, logistics, sales, and even
research enables workers to get more done outside of large organizations such as corporations,
banks, and schools. By 2019, this “deinstitutionalized economy” allows people to pursue passions
in new and exciting ways. It rewards highly entrepreneurial individuals who are skilled at finding and
assembling resources and coordinating task flows. From Etsy to Kickstarter, entrepreneurial platforms
are open to people in every income bracket. A whole ecosystem of services emerges to support
amplified individuals—from co-working spaces to legal, health, and financial instruments targeted to
individuals and micro-businesses. Within organizations, entrepreneurship as a skill becomes just as
foundational to entry-level work as to the small businesses. Knowledge work, like manufacturing, can
now be done anywhere in the world.
The View for Institutions
Creating jobs in the United States depends on leveraging
cheap knowledge-economy labor in developing countries.
Companies use platforms such as Elance to assemble ad
hoc teams to provide sales and customer support, help with
editorial work, conduct research, and perform many other
tasks online and in an instant. These new digital platforms act
as real-time online staffing agencies that cross borders and
integrate the global workforce at levels never seen before.
Transformation | The Amplified Individual
Technologies only available to large organizations now empower employees
to splinter off and create single-person companies and ventures.
Source: CNN
17. 14The Future of YOUTH EMPLOYMENT
TRANSFORMATION | THE AMPLIFIED INDIVIDUAL
The View for Individuals
In 2019, the ability to use marketplaces like oDesk and Elance has grown to be a basic office
competency, like Microsoft Word was in 2010. Employees on the bottom rung at American companies
are expected to manage teams of three or more associates throughout the world, including finding,
hiring, coordinating, and reviewing these workers. This new amplified employee is paid an entry-level
salary but through task networking can accomplish as much as four or more traditional workers. In
this future, workers realize that they themselves have all the skills needed to run a business. People in
every income bracket open their own firms, where they manage distribution, design, marketing, and
finances with the support of a suite of software. For disadvantaged youth, building entrepreneurship
skills and access to new kinds of funding means not only income but also a sense of purpose.
Worker of the Future: Meet Jennifer
Jennifer, 20, attends community college. She learns how to manage
and work with teams in a video production class. As an experiment, she
crowdsources script and video editing, and hosts the final version of a
film about time travel on her portfolio website, where it is discovered by
Entermet, an entertainment media company. After conversing with Entermet
staff, she applies and is hired for an entry-level position where she can use
what she has learned. On her first day at Entermet, Jennifer realizes the
editorial team is seriously under water, so she contracts with six writers in
India to write blog posts and video descriptions. This experience helps her believe that she can run
her own business, so she hires a developer to build a website where users can click anywhere on a
map and listen to songs popular in that location. After a year at Entermet, Jennifer quits and officially
launches Mapsong for globally curious audiophiles.
Signals
• NewDesk, a social enterprise providing jobs for disconnected youth, uses the oDesk platform.
• Verizon software developer outsources job to China and pockets salary difference.
• 10EQS, a knowledge platform, connects global top talent in online collaboration.
• Etsy entrepreneurs sell more than $1.35 billion in goods globally in 2013.
• Growing national movement seeks to curb exploitation of part-timers.
Flickruser:ILO/MarcelCrozet
18. 15 INSTITUTE FOR The FutuRE
TRANSFORMATION | THE AMPLIFIED INDIVIDUAL
Key Strategies
• Connect disadvantaged youth with accessible role models and mentors to help them build skills
and investigate entrepreneurship.
• Teach students how to find, hire, and manage workers through online labor markets as a
foundational skill for later work, whether for themselves or for corporate employers.
• Rethink how and why we are training youth, since the traditional entry-level jobs we currently
train youth for are moving overseas.
• Include entrepreneurship training in every workforce development program.
Policy Recommendations
Make microloans available to low-income entrepreneurs. Self-employment has been on the
rise since 1991 and is an increasingly viable pathway for disadvantaged youth. Bank microlending
can bring entrepreneurs out of the underground economy and broaden their market reach. Debt
forgiveness will further stimulate entrepreneurship.
Push for entrepreneurship modules throughout K–16 education. In a world of declining traditional
employment, finding and creating work as a skilled individual meeting market opportunities is the
new norm. Entrepreneurship is not for everyone, but individuals eager to explore this option should
be supported in doing so. Students should be taught how to find and create work opportunities,
and should be equipped with the same skills needed to start a business—creativity, self-motivation,
applied economics, business strategy, and more.
Support worker cooperative business development.
Worker cooperatives, which are owned and democratically
managed by their employees, have been shown to
improve pay equality within businesses, build equity for
worker-owners, and remain rooted in local communities.
Such small-scale co-ops have succeeded in Spain and
elsewhere and can be brought to scale in the United
States. New York City is a model—its new Worker
Cooperative Business Development Initiative will support
the creation of jobs by coordinating education and training
resources and by providing technical, legal, and financial
assistance for WCBs.
Source: blog.etsy.com
19. 16The Future of YOUTH EMPLOYMENT
A young person who is unemployed can expect to not only suffer lost wages for the period of
unemployment but also lagging wages over the next decade due to their time spent unemployed,
according to the Center for American Progress. Young people out of work also fall behind on student-
loan payments, delay saving for retirement, and move home with their parents. Disadvantaged youth
suffer these consequences disproportionately.
The four scenarios in this report provide an immersive experience in a wide range of critical
employment challenges facing disadvantaged youth in the emerging future. All of these scenarios are
already happening, to some extent and on a city-by-city scale. From here, the future will not evolve
exactly as described in any one of the four scenarios but will likely weave together elements of each.
Thus, it will be important for concerned parties to pursue a portfolio of strategies and policies during
the next ten years to lift disadvantaged youth out of joblessness. For our collective future, all of the
strategies and policies suggested here are worth considering.
Final Thoughts