Corporate-Led Upskilling Initiatives for Unemployed Youth
This Duja Consulting paper explores a powerful solution to youth unemployment that is gaining momentum worldwide – corporate-led upskilling initiatives.
With millions of young people struggling to enter the workforce, companies are stepping up to equip them with the skills, experience and support they need to succeed.
Here are some key takeaways from the paper:
- Youth unemployment is a global crisis
One in five young people globally are not in employment, education or training – a missed opportunity for both individuals and economies. - Corporates are driving change
From digital boot camps to apprenticeships, companies are investing in youth skills to build a future-ready workforce and bridge critical gaps. - Partnerships are essential
Public–private collaborations amplify impact, combining the agility of business with the reach of government and NGOs. - Real-world success stories exist
The Global Alliance for YOUth, founded by Nestlé, has already delivered over 40 million skill-building opportunities for young people globally. - Impact is measurable
The best programmes track employment outcomes, earnings progression, and job readiness – and use the data to improve continuously.
Corporate-led upskilling is not just a nice-to-have. It’s a necessity.
Introduction
Youth unemployment remains a pressing global issue, with tens of millions of young people unable to find work despite actively seeking jobs. Even as the world economy shows signs of recovery, opportunities for young job seekers often lag behind. In 2023 the global youth unemployment rate was about 13%, representing roughly 64.9 million youths – a 15-year low, yet still higher than adult unemployment. Moreover, one in five young people worldwide are not in employment, education or training (the “NEET” population), a challenge that disproportionately affects young women (28.1% of young women versus 13.1% of young men). This combination of high unemployment and inactivity among youth threatens long-term economic growth and social cohesion, underscoring the urgent need for solutions.
Against this backdrop, private sector organisations are increasingly stepping up with upskilling programmes aimed at bridging the gap between young people’s skills and the needs of the labour market. These corporate-led initiatives seek to empower unemployed youth with the competencies and experience required to secure meaningful jobs. This paper explores how corporations worldwide are addressing youth unemployment through upskilling programmes – discussing the challenges they target, the strategies employed, and the measurable impacts achieved – and highlights a successful international case study of such an initiative.
The Global Youth Unemployment Challenge
Youth unemployment is a complex, multifaceted challenge. In many countries, education systems struggle to keep pace with rapidly changing industry skill requirements, resulting in a mismatch between graduates’ skills and employers’ needs. Paradoxically, even as the global youth population (ages 15–24) has grown by 30% over the past two decades, youth participation in the labour force has dropped by about 12%. Those youths who do find work are often in the informal economy under precarious conditions, or are underemployed in roles that do not utilize their full skills. This skills gap – where young people’s qualifications and capabilities do not align with available jobs – is a key factor driving youth unemployment and underemployment. It is exacerbated by the acceleration of technology in the workplace; by one estimate, 90% of all jobs will soon require digital skills to some degree. Lacking these in-demand skills, many young people are left behind.
Another challenge is the classic “experience paradox” – employers seek candidates with work experience, but unemployed youth cannot get experience without a job. This creates a vicious cycle where motivated young job seekers remain unemployed because they have not had the chance to build skills in a real work environment. Economic shocks, such as the COVID-19 pandemic, worsen the situation. Young workers are often “last in, first out” during downturns, and in the pandemic’s aftermath youth unemployment rates spiked to around 3.5 times higher than those of adults before recovering. The pandemic also highlighted regional disparities: for example, in parts of Sub-Saharan Africa, for every 11 youths entering the workforce only about 3 formal jobs are created. Without intervention, large cohorts of young people face prolonged joblessness, which can lead to social exclusion, frustration, and lost economic potential. Bridging the skills gap and improving the employability of young people is therefore not just a social imperative but an economic one. This is where corporate-led upskilling initiatives are making a crucial intervention.
The Role of Corporate-Led Upskilling Initiatives
An emerging consensus recognises that solving youth unemployment requires collaboration across public, private, and civil society sectors. Corporations have a pivotal role to play by leveraging their resources, expertise, and reach to equip young people with market-relevant skills. From a corporate perspective, investing in youth skill development is often seen as a shared value strategy: it benefits society by reducing unemployment, while also building a pipeline of skilled talent for industries facing skills shortages. In many cases, companies view these programmes as part of their corporate social responsibility (CSR) commitments or sustainability goals, aligning with the UN Sustainable Development Goals, such as SDG 8: Decent Work and Economic Growth.
Importantly, corporate-led programmes tend to be practical and demand-driven. Unlike some academic curricula, they focus on the concrete skills needed for available jobs, often designed with direct input from industry experts. For example, Cisco’s Networking Academy – a long-running corporate education programme – aligns its IT courses with industry-recognised certifications to ensure learners gain job-ready technical skills. Such alignment means that participants who complete these corporate trainings are highly sought after; in fact, 94% of students surveyed in Europe, Middle East and Africa who took Cisco certification-aligned courses reported obtaining a job or further educational opportunity as a result.
Corporations also bring the ability to scale successful models across regions. Multinational companies can pilot an upskilling approach in one country and, if effective, expand it globally through their networks. They can forge partnerships with governments, educational institutions, and NGOs to amplify impact. Many have done so under international coalitions like the Global Initiative on Decent Jobs for Youth (a UN-led platform) and Generation Unlimited (a UNICEF-World Bank-private sector partnership aiming to skill 1.8 billion young people). In summary, corporate-led initiatives complement public programmes by injecting innovation, efficiency, and industry relevance into the effort to tackle youth unemployment. Below, we examine key strategies these initiatives use, as well as challenges they face, and evidence of their impact.
Key Strategies for Upskilling Unemployed Youth
Corporations around the world have adopted a variety of strategies to upskill unemployed youth and improve their employability. Common approaches include:
- Public–Private Partnerships:
Companies frequently collaborate with governments, international organisations, and NGOs to reach a broader youth population. By pairing elements of successful corporate training programs with government-led frameworks, stakeholders can create national skills development programmes at scale. For example, in Singapore a government scholarship scheme for upskilling (supported by industry) achieved a 50% participation rate and improved workplace performance among trainees. Such partnerships leverage the strengths of each sector – public bodies provide infrastructure and legitimacy, while corporates contribute expertise, technology, and sometimes funding. - Work-Based Learning and Apprenticeships:
Many corporates address the “experience gap” by offering apprenticeships, internships, or on-the-job training specifically to young people. This model, exemplified by countries like Switzerland where 90% of youth earn an education or apprenticeship certificate and enjoy low youth unemployment, combines classroom learning with paid work experience. Inspired by this success, companies in other regions have launched apprenticeship schemes. These programmes allow unemployed youth to “learn by doing” in a real work environment, developing technical skills and soft skills while often earning a modest stipend. Upon completion, participants have credible work experience and sometimes even a job offer. For instance, various hospitality and retail corporations have created youth apprenticeship tracks that lead to full-time roles. This strategy not only benefits youth but also helps companies cultivate loyal, well-trained employees. - Digital Skills Training Platforms:
With the demand for digital literacy and tech skills on the rise, several tech giants have opened up their learning platforms to unemployed youth. Free online training initiatives are a hallmark of corporate upskilling efforts globally. Google’s Grow with Google programme and Microsoft’s digital skills initiatives are prominent examples. Through Grow with Google, launched in 2015, the company has provided free digital skills workshops and courses across Europe, Africa and the Middle East, training over 10 million people in those regions by 2019. Crucially, this training has translated into real outcomes – 45% of trainees reported finding a job, advancing their career, or growing their business after the programme. Microsoft, similarly, in partnership with LinkedIn, offered free online modules to help people (especially young jobseekers) acquire in-demand tech skills, reaching tens of millions worldwide. These digital platforms lower barriers by allowing youth to learn anytime, anywhere, often at no cost, and earn certificates that improve their CVs. - Mentoring and Soft Skills Development:
Corporates recognise that technical training alone is not enough; young people also need soft skills (communication, teamwork, problem-solving) and career guidance to succeed. Many programmes incorporate mentorship by employee volunteers or structured coaching. For example, Accenture’s Skills to Succeed initiative not only imparts technical abilities but also uses simulation tools (like mock interviews via virtual reality) to build youths’ confidence for real job interviews. Some initiatives match young entrepreneurs with business mentors using AI-driven platforms. By providing role models and guidance, these programmes help youth navigate the professional world and make informed career choices. Soft skills training – such as workplace etiquette, critical thinking, and adaptability – is often blended with technical training to produce well-rounded candidates ready for corporate environments. - Certification and Job Placement Support:
The ultimate goal of upskilling programmes is gainful employment for participants. Thus, leading initiatives often include support for job placement. This may involve career fairs, introductions to partner employers, or direct hiring commitments. Some corporates work closely with recruitment firms (for instance, Cisco’s partnership with Randstad aims to place skilled graduates into tech jobs) or create talent pipelines for their own entry-level roles. Credentialing is another important aspect – providing industry-recognised certificates or badges upon completion of training gives youth a tangible proof of their skills that they can present to any employer. Initiatives like the Cisco Networking Academy excel here: students who complete its courses can earn Cisco Certified credentials, and the vast majority credit the programme with helping them secure jobs or further education. By ensuring that upskilling leads to a recognised qualification and connecting graduates with job opportunities, corporate programmes maximise the chances that training translates into employment.
These strategies, especially when used in combination, have shown promise in various contexts. However, implementing them is not without difficulties. It is important to acknowledge the challenges corporate-led programmes face in practice and how they attempt to overcome them.
Challenges in Implementation
While corporate-led upskilling initiatives offer innovative solutions, they also encounter several challenges:
- Reaching the Most Vulnerable Youth:
Often the young people who would benefit most from upskilling (such as those in low-income or rural communities, refugees, or those who dropped out of school) are the hardest to reach. They may lack internet access, awareness of programmes, or even the basic literacy needed to take advantage of training. Corporations have to partner with community organisations and adapt content (for example, providing courses in local languages or via mobile phones) to include these groups. Gender disparity is a persistent concern – young women face extra barriers (family responsibilities, cultural norms, safety issues) that can limit their participation in training and work. Effective initiatives explicitly focus on inclusion, as seen in programmes that target young women for digital skills (e.g. special cybersecurity classes for women in Scotland under Cisco’s academy). Overcoming these access barriers requires additional mentorship, scholarships, or support services, which can increase programme costs. - Ensuring Relevance and Quality:
For an upskilling programme to truly bridge the gap, it must continuously update its curriculum to keep pace with industry changes. This can be challenging for companies to manage across multiple regions and sectors. Close industry alignment (as in apprenticeship models or tech certification courses) helps, but maintaining quality at scale is an ongoing task. Companies sometimes struggle to find the right local partners or instructors to deliver training at the same standard globally. There is also the challenge of mapping and recognizing skills – a lack of common “skills language” can make it hard to certify what a youth knows in a way that all employers trust. To address this, some initiatives work on developing universal skill frameworks and digital badges, but widespread adoption takes time. - Measuring Impact and ROI:
Corporates need to justify the investment in youth programmes, which means tracking outcomes. It can be difficult to measure long-term impact – did participants secure stable jobs and income growth over years? Many programmes rely on self-reported data or short-term metrics (number of youths trained or placed in jobs within 3-6 months). While impressive success stories exist (as we will see in the case study), gathering reliable data at scale is complex. Some companies have started using independent evaluations and index measures (for instance, Hilton partnered to create a Global Youth Wellbeing Index to track multi-dimensional outcomes). Demonstrating a clear return on investment, whether in the form of social impact or future talent supply, remains essential to sustain corporate commitment. - Scalability and Sustainability:
Piloting a training programme in one location is one thing; scaling it nationally or internationally is quite another. Corporations must adapt initiatives to different cultural and economic contexts, which may require changing content or delivery methods. Funding is also a consideration – many initiatives begin as philanthropic efforts or CSR budgets, which might be limited. Some programmes seek multi-stakeholder funding models or generate revenue (e.g. by placing graduates with employers who then contribute back). Maintaining momentum and funding over the long term, especially if corporate priorities or leadership change, is a known challenge. This is why alliances or coalitions can be useful to spread responsibility (and credit) among multiple companies, reducing the burden on any single entity.
Despite these challenges, numerous corporate-led upskilling programmes have demonstrated tangible success. Strong leadership, partnerships, and innovation have allowed them to positively impact the lives of thousands – and in some cases, millions – of young people. The following case study illustrates how one such initiative has made a difference on an international scale.
The Global Alliance for YOUth
One notable example of a successful corporate-led upskilling initiative is the Global Alliance for YOUth, a coalition of multinational companies working together to tackle youth unemployment. The alliance was created and is led by Nestlé, initially launched in Europe in 2014 and later expanded globally. Over the past decade, this business-driven movement has grown to include 25 major companies (including brands like L’Oréal, Microsoft, SAP, Mastercard, Adecco, and others) united by the goal of empowering young people with skills and opportunities.
Approach:
The Alliance for YOUth operates on the principle that collaboration amplifies impact. Member companies coordinate their efforts to provide skills training, internships, apprenticeships, and first-job opportunities to young people in their respective spheres. Each company undertakes specific projects – for example, some offer digital skills workshops or coding bootcamps, others create on-the-job training schemes in fields like finance or engineering. The alliance also partners with youth organizations and educational institutions (such as Junior Achievement) to reach secondary school and college students before they enter the job market. A key feature is targeting underserved groups: the alliance has run programmes for refugee and marginalised youth in partnership with NGOs in countries like Germany and Poland, recognising that these groups often face higher unemployment. By sharing best practices among companies and pooling resources, the Alliance avoids duplication and extends its reach beyond what any single firm might achieve alone.
Achievements:
In its first ten years, the Global Alliance for YOUth has collectively created over 40 million skill-building and development opportunities for young people worldwide. These opportunities range from attending a skills workshop, to receiving career coaching, to securing an internship or job placement. Crucially, the Alliance reports that many beneficiaries have been able to kick-start their careers thanks to these programmes. Nestlé, as the founding member, has itself contributed significantly – since 2017, Nestlé alone has connected 7.7 million young people to employment, training or entrepreneurship opportunities. In 2023, despite global economic uncertainties, Nestlé and its partners facilitated nearly 24,000 job placements and around 11,000 apprenticeships for under-30s in that single year. This demonstrates the Alliance’s ability to deliver results at scale.
Beyond raw numbers, the Alliance for YOUth has spurred innovation in youth upskilling. It launched an annual Youth Innovation Challenge in collaboration with the World Economic Forum and Accenture, inviting young innovators to solve social problems and in the process gain entrepreneurial skills. It also organised a Code4YOUth hackathon with tech partners to promote digital skills, where thousands of young people competed to develop tech solutions for community issues. These events not only build participants’ skills but also raise awareness of the youth employment cause at global forums (e.g. winners have been given the stage at Davos to represent youth voices). The Alliance’s comprehensive approach – covering employability skills, entrepreneurship (through programmes to help youth start businesses), and even agripreneurship training for rural youth – makes it a holistic model for addressing youth unemployment.
Impact:
The success of the Global Alliance for YOUth is reflected in the stories of its beneficiaries. For instance, a young participant of an Alliance programme in Europe, who was a refugee from Ukraine, shared that the training and support she received provided a “roadmap and tools” that were instrumental in her securing employment in her new country. Such testimonials underscore the real-life impact behind the statistics – confidence built, careers launched, and lives changed. From the business perspective, member companies benefit by gaining access to a diverse talent pool of youth who have been nurtured and vetted through these programmes. In many cases, companies end up hiring graduates of Alliance initiatives (either directly or through supply chains), thus filling their skills gaps with job-ready young talent. This mutually beneficial cycle exemplifies how corporate-led upskilling can bridge the gap between eager, unemployed youth and the companies in need of qualified employees.
The Alliance for YOUth case study highlights that with commitment and cooperation, corporate initiatives can achieve large-scale impact. By setting clear targets (like Nestlé’s ambition to help 10 million young people by 2030) and regularly reporting outcomes, such initiatives also remain accountable and continually refine their strategies.
Measuring Impact: Outcomes and Learnings
Across various corporate-led upskilling initiatives, there is accumulating evidence of positive outcomes for unemployed youth. Many programmes now publish impact metrics as part of annual sustainability reports or independent evaluations. Some noteworthy outcomes include:
- Employment Rates: Job placement rates for participants are a critical measure. Programmes that combine technical training with placement support have shown high success rates. For example, Generation – a non-profit employment initiative initially funded by a major consulting firm – has achieved an 80% job placement for its graduates within three months of program completion. These graduates, drawn from 16 different countries, often come from long-term unemployment, yet the vast majority find work shortly after upskilling. Tracking graduates over time, Generation found that nearly 75% remained employed six months later and were still earning improved incomes. Similarly, as noted earlier, Google’s digital workshops led to nearly half of trainees securing jobs or growing their business ventures post-training. Such figures demonstrate that well-designed interventions can significantly boost employability.
- Earnings and Career Progression: Beyond just landing a first job, upskilling can improve the quality of employment. Many youth see substantial income gains after acquiring new skills. In the Generation programme, even those who were employed prior to training experienced a 3-4x increase in income post-programme because they moved into higher-paying roles. In the long run, a majority of alumni reported financial stability (70% could meet daily needs and 40% started saving for the future a few years after the programme). These outcomes indicate that upskilling doesn’t just help youth find any job – it helps them step onto a sustainable career ladder. Corporates also measure how trainees perform on the job: in Generation’s case, 80% of employers said the programme’s hires outperformed their peers, validating the quality of training. Such feedback loops encourage more employers to open roles to youth from these programmes.
- Scale of Reach: The number of young people reached by corporate initiatives has grown impressively, which is vital given the scale of the global problem. Cisco’s Networking Academy, for instance, has reached 17.5 million learners in 190 countries over its 25-year history. Through partnerships with thousands of schools and community organisations, it continues to train hundreds of thousands per year in IT and cybersecurity, with a new goal to add 25 million more learners in the next decade. Meanwhile, multi-company coalitions like the Alliance for YOUth have provided tens of millions of skill-building opportunities as noted in the case study. Microsoft reported helping over 30 million people worldwide gain access to digital skills during 2020-2021 through its global skilling initiative. These large numbers are encouraging, though reaching the most disadvantaged youth remains an ongoing effort.
- Policy and Systemic Influence: A less quantifiable but important impact is how corporate programmes influence wider systems. Some companies have successfully advocated for changes in education and labour policy – for example, tech firms lobbying for computer science to be added to national curricula or for governments to recognise new digital credentials. Others have developed models (like apprenticeship frameworks or vocational curriculum) that governments adopt and scale up nationally. The Swiss-style apprenticeship mentioned earlier is being emulated in various forms around the world, often with corporate support. The presence of corporates in global initiatives (e.g. World Economic Forum’s Reskilling Revolution or UNICEF’s Generation Unlimited) helps keep youth skills on the agenda and mobilises additional resources. In effect, corporate-led programmes can serve as innovation labs that demonstrate what works, which can then inform public policy and broader adoption.
Conclusion
Corporate-led upskilling initiatives have become a cornerstone in the fight against youth unemployment globally. By focusing on practical skills, partnerships, and direct pathways to jobs, these programmes are helping to bridge the gap between education and employment that so many young people fall through. They address challenges like skills mismatch and lack of experience with solutions grounded in real-world requirements and backed by the considerable resources of the private sector. The strategies employed – from apprenticeships that blend learning and earning, to massive open digital training platforms – showcase the creativity and commitment companies are bringing to this issue.
The measurable impacts speak for themselves: millions of youth trained, hundreds of thousands placed into jobs or internships, and evidence of improved livelihoods and business outcomes as a result. The case of the Global Alliance for YOUth illustrated how collective corporate action can achieve scale and reach across continents, providing opportunities to those who need them most. It also highlighted the mutual benefits for young people and companies alike when the skills gap is narrowed – youth gain a foothold in the labour market and hope for the future, while employers cultivate the talent they require for growth and innovation.
Of course, no single actor can solve youth unemployment alone. The success of corporate initiatives depends on supportive public policies, community engagement, and the drive and resilience of the youth themselves. Challenges such as inclusion, consistent funding, and keeping pace with technological change require ongoing attention. However, the progress made thus far is encouraging. As more organisations join in – whether through global alliances or local CSR projects – the momentum builds toward a future where being young does not equate to being jobless.
In summary, corporate-led upskilling programmes are not a panacea, but they are a powerful and indispensable part of the solution. They bridge the gap by turning potential into productivity: taking unemployed youth brimming with energy and ambition, and equipping them with the skills and opportunities to thrive in careers. In doing so, they help secure not only the future of those young individuals, but also contribute to a more robust, inclusive global economy. The task now is to sustain and expand these efforts, continually learning from what works, so that the bridge to employment is open to every young person who seeks a better life.
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