The employment market is very dynamic as more and more international companies are opening up in Mauritius. Jobs in fields such as accounting, finance, logistics, offshore companies, BPOs, fund management, hotels are in high demand of resources.
Therefore, international companies largely influence employment trend in the private sector. Salaries are more competitive, more responsibilities for employees who are empowered to work at an international level dealing with several countries. This encourages employees to deal with a diversified workforce and several cultures across the globe, a great learning curve for Mauritian employees.
Employees with international exposure and strong leadership are highly employable. However, the challenge for 2015 will be to reduce youth unemployment and increase leadership potential of young graduates. For instance, to be efficient in the BPO industry, young people need to demonstrate management skills early.
Moreover, the education sector will have to work closely with the employment market in order to align demand for jobs and supply of resources. A growing industry is information technology and supply of resources for IT technical skills is very scarce. Young graduates should be made aware of that. An initiative was launched last year with regards to establishing statistics around sectors recruiting the most. These statistics should be sustained as it will be extremely useful to provide guidance to young employees.
The main challenge is to decrease youth unemployment in Mauritius. We note this issue has been rising across the globe with 75 million unemployed young people. It is high time that companies hire younger resources and train them. Else unemployment will continue to rise and like it has been the case in countries such as South Africa measures to alleviate race discrimination in organisation, similarly measures such as a quota for organisations to recruit young people will have to be implemented.
Hiring young people requires a well-established and managed selection process, the accurate identification of talents is critical for their future performance in the job. Many organisations hire as a matter of urgency without establishing a road map over one year and an adequate recruitment process. Thus increasing the risk of a mismatch. Younger employees require more modern recruitment tools such as social media recruitment campaign, videos instead of the traditional CV, and a more dynamic and fast moving work environment where hierarchy and promotions are not linked to just experience or age but to potential and performance…
At Adecco, we are committed to youth unemployment, our team is mostly young employees. Moreover, our aim at Adecco this year is to help the unemployed youth via several initiatives.
A first initiative will be “CEO for a month” where I will be giving my job as CEO of Adecco for a month to a young graduate. We want to give the youngsters of our society the opportunity to show what they are made of.
A second initiative will also be followed by the Adecco Experience, where we will provide internships to young graduates in Mauritian companies in association with our clients.
Finally, a third initiative, on the 26th of March, our team will run the street days where we will assist and help unemployed people to find a job.
We strongly encourage Mauritian companies to undertake the same type of initiative which will then make a difference in the employment market for our future talents.
As far as training is concerned, the trend is on digital learning and technologies. We hear clients talk about digital HR. E learning has been growing for the past five years and will continue to grow. However, the main challenge is to change training habits from classroom training (which has proved less successful) to blended learning for instance (both e-learning and face-to-face training). Coaching for instance has also been in high demand from top management and allows the manager to have one-on-one attention and guidance. This method has proved highly successful.
Blended learning will require a shift in the company learning culture and has to be tackled as an internal project with clear targets and a marketing plan to foster employee’s participation and buy in. It’s the only way to ensure learning and technology cut across the company culture and will stay on the long term. Individuals learn best when training is made available on the job (experiential learning) when they need it (just in time training) for example through a mobile application. This will be the future of training for employees. Classroom training is phasing out, employees have limited time to learn and training can be time consuming when it’s done though lecturing.