Going from education into corporate work can be an overwhelming experience for young people. For some, this might be their first ever job experience, while for others, they may have some limited experience of work around education.
According to an article on the education platform FE News, a big part of the transition is getting young employees out of the ‘school mindset’: “Sometimes the stress and prospect of failure that comes from school exams is hard to shake off, so we need to help new apprentices transition to a positive mindset that is ready to take on the challenges and opportunities that their apprenticeship will offer.”
A ‘young worker’ can be defined as anyone under 18 years of age. Something that’s key to consider when employing young staff is to address any risk in the workplace. The greatest risk will likely be a new workplace environment, as young employees will be unfamiliar with risks, hazards and behaviour that is expected of them. Below we’ll explore risks and other factors in more details to capture key things managers should consider when employing apprentices and young employees.
Things for managers to consider
Any risks to young people – A lack of experience and maturity (both psychological and physical) can put young people at particular risk in a new working environment. Relevant risk assessments should be completed before a person starts work. Things such as an eagerness to make a good impression and a lack of knowledge in how to raise concerns are also areas that need to be addressed to ensure employees are safe in their environment – both from a physical and psychological point of view.
Supervision requirements – Young adults may require more supervision than adults due to a lack of experience, so it’s important to factor this in to ensure resource is available. A period of shadowing someone could be an effective way of helping the employee to grow their experience in a safe environment. As well as helping employees to get competent with their role, supervision can also help managers to get an understanding of how the young person is doing, their capabilities, and how they are progressing.
Lack of psychological maturity – Young adults may lack experience and psychological maturity. It’s important managers check that young employees have fully understood what is expected of them – whether it’s instructions, health and safety guidelines, processes they need to follow, or job briefs.
Lack of physical maturity – If the young person is placed in a physical role while they are still developing, managers should consider whether they can carry out all aspects of the role. For example, can they take part in lifting and moving items in the same way older employees can or will workplace adjustments be required?
Specific educational needs or requirements – The young person may have some specific educational requirements that the manager may need to support with. This includes any accessibility or neurodiversity requirements. Young people are often very aware of their specific requirements, so it’s important to approach this by having an honest and open conversation early on with the employee to discuss how the employer can support them. This can help the young person to feel valued and included.
Guidance on how to raise concerns – Make sure the young person understands how to raise concerns in the workplace, this includes who they need to raise issues to, and by
what channel.
Further steps managers can take to support young employees
As well as supervision, providing peer to peer support can also be really valuable. This gives young employees a ‘buddy’ they can go to for day-to-day queries such as asking what they think might be a ‘silly question’ (although no question is silly, it is always good to clarify and check understanding!). A buddy support can also help the new employee to make social connections and settle into their new role.
The manager can also consider scheduling regular one-to-one check-ins with young employees to see how they are doing during their first few months. It also gives the employee an opportunity to raise any concerns or outstanding requirements so that the manager can put support in place.
All staff will likely have some sort of induction, but you could take extra steps to ensure an induction for young employees is more thorough to cover any gaps in experience of being in a work environment. For example, their induction could cover topics such as dress code, effective time management, and other advice on general work behaviours and attitudes that is expected of them.
Providing the young employee with signposting to internal services should be carried out when they begin employment. This includes things such as how they can access mental health services, wellbeing champions, employee health apps, and any other supportive wellbeing resources. Employees might not always feel comfortable discussing their struggles, so providing signposting to support allows them to help themselves when they need it.
Some young employees may feel that they are missing out on the social life they would have had if they had gone to university. Taking steps to provide opportunities for young people to socialise with their colleagues can help them to feel part of the workforce and boost their enjoyment. Whether it’s a team meal, games night or team step challenge, have a think about fun ways to welcome your new colleagues and enhance your workplace culture.
Summary
Young employees can bring a multiple of benefits to an organisation, including diverse perspectives, fresh ideas and a willingness to learn and develop new skills. Employers have an important role in helping young people to transition from education into professional work, and to support them as they embark on their professional journey. Managers will need to address any risk carefully, and carry out the necessary steps to ensure young employees are safe and supported in their environment. Putting the relevant measures in place will help young employees to thrive, and help organisations to nurture and grow their own talent.
Further support
Health and Safety Executive – Guidance on young workers.
CIPD – Youth employment and UK training.
Apprenticeships – Understanding apprenticeship benefits and funding.
Sources:
https://assets.publishing.service.gov.uk/media/5cd174d4ed915d50b6c44fe3/Supporting_young_apprentices.pdf
Ref: WPW0280 This information was published February 2024.
