BEST WAY TO SOLVE UNINPLOYMENT PROBLEM

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 Youth Unemployment Crisis 2Youth unemployment impacts the health of the economy as a whole, too. One million young Americans experienced long-term unemployment during the worst of the recession, and research suggests that joblessness will account for a staggering $20 billion in lost earnings over the next decade. If the recession had not occurred then young Americans would have earned on average about $22,000 more per person.

3 Increase the financial incentive for employment through an expanded Earned Income Tax Credit (EITC) targeting childless adults, including younger workers.The EITC provides a tax refund for low-income workers that has gone a long way toward making work pay, and is the nation’s largest anti-poverty program.

Community colleges represent the most promising pathway to high-quality employment for millions of American youths. Somewhere between a third and a half of American undergraduates are enrolled in community colleges today, yet community colleges receive only 20 percent of federal higher education funding.10 The current system is heavily dependent on pro-cyclical state and local budgets such that funding decreases in down times, precisely when the demand for upgraded skills is highest. A long-overdue doubling-down on our nation’s investment in “gateway higher education” should include the establishment of national goals and a related performance measurement system, coupled with the resources necessary for obtaining those goals, and policies designed to incentivize greater innovation in community college practices aimed at enhancing educational quality.

Establish a “Career Internship” standard in order to allow for a shorter-term alternative to the Registered Apprenticeship program. The Registered Apprenticeship program is only one of several ways to bolster valuable on-the-job work experience for young Americans. High-quality internships are another. While many employers offer internship programs, the quality of these experiences vary dramatically. Young workers currently have no way of knowing whether an internship opportunity is a reasonable investment of their time. Employers have few effective ways of marketing their programs in order to attract the best possible candidates. A federally-administered “Career Internship” standard would create a set of parameters that employers would need to attain in order to participate, with eligible programs combining a long-term internship with a school-approved employer, where internship hours serve as a substitute for some classroom hours.14 Schools would ensure that employers offer valuable training and experience beyond clerical work.

Create pathways to success for out-of-school, out-of-work youth by overhauling school dropout prevention policies. Just 78 percent of U.S. students graduate from high school in four years. Graduation rates for African-Americans and Hispanics are even lower, at 66 percent and 71 percent, respectively. Amongst young full-time, full-year workers, high school dropouts earn about 25 percent less than their peers with a high school diploma or equivalent, and that gap grows over the course of a career.22 High school graduates have consistently lower unemployment rates than drop-out

Reinstate the Youth Opportunity Grant (YOG) program. YOG ran for five successful years between 2000 and 2005, targeting resources in high poverty areas and incorporating research-backed strategies for improving education and employment opportunities for at-risk youth. YOG programs varied across the 36 localities that received program funds, but the wide array of services included education, occupational training, leadership development, intensive case management, and mentor ship. Congress defended the program in 2005 despite later evidence suggesting that communities with YOGs had significant success in reconnecting at-risk youth with the labor force compared to communities without grants.

Encourage partnerships to improve impact.Wherever possible, policies should aggressively incentivize collaboration between the workforce development system, higher education, and employers to encourage opportunities for students to simultaneously earn credit for work-based learning. The Community College to Career Fund Act (S. 1269, introduced by Senators Franken, Schatz, and Durbin) is a fantastic example of such an approach. The proposed legislation authorizes competitive grants to partnerships between employers, higher education institutions, and community-based organizations to support job training-related efforts such as registered apprenticeships, on-the-job-training opportunities, and paid internships for low-income students that allow them to simultaneously earn credit for work-based learning in a high-skill field

10 workers is the full timers

4 worker is the part timers

2 Casual workers

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For each individual to bring their best self forward, a sense of
belonging must first be established. Having a connection to an
organization or group of people that makes you feel you can be yourself
not only results in greater engagement and creativity in the workplace,
it’s a psychological need

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Diversity and inclusion are often treated as a single initiative owned
exclusively by HR. But for real change to happen, every individual
leader needs to buy into the value of belonging — both intellectually
and emotionally. Only when the entire C-suite steps up to own diversity
and inclusion will a company’s D&I practices thrive.

My solution is innovative because I look into the key issue on the unemployment problems that is ravaging the youth

Innovation is borne out of a passion to deliver something different,
unique and something that also awakens others’ inspiration and
interest. From a business perspective, it is anything that can add a new
dimension to a company or its commercial landscape – from improving
processes to the launch of whole new services or products

The
battle between Apple and Microsoft over the music player market is an
example of a failed differentiation strategy on the part of Microsoft.
Microsoft's response to Apple's iPod with the Zune Player ended with one
of the biggest tech flops of recent years. The first Zune was released
in 2006, five years after the iPod. Although the device had some
features that the iPod did not have (e.g. sharing from player to
player), it was still not able to assert itself on the market.
Apparently, these differentiating features were not so attractive for
users that they switched to Microsoft.

This raises the question of how such market solutions can be used to tackle some of society’s most pressing issues – specifically, the  60% of young people in developing regions who are either unemployed, not studying, or engaged in irregular employment, according to ILO. Africa is a prominent example of this, with its exploding youth population.

Judith Rodin, President of The Rockefeller Foundation, suggests that the number of young people between the ages 15 and 24 in Africa will double from 200 million to 400 million by 2045. It is estimated that 200 million youth will enter the formal sector, which is a great opportunity given that new ways of employment are created by private sectors as a priority. Sadly, based on current projections, only 3-5 million jobs will be created for the 10-12 million youth eligible to enter the formal economy annually, leaving approximately half of these youth with little prospect for employment. I suggest that technology can be used to turn the tide on the continued economic marginalization of the youth.

In today’s economy, civil society organizations are left to relieve the pain felt by marginalized youth, women and children, while government points to the private sector to create the necessary jobs and the private sector in turn points to the government to create and implement the necessary policies to allow it to create jobs. But no one has asked which jobs must be created, for who, how and why – especially when it comes to tackling these inequalities.

Perhaps digital tools are able to provide insights and an understanding of the future of youth empowerment and employment. First, data collection (personal, market and other sources of big data) must be improved, and so must the analysis of that data. Finally, decision making must then be based on the employ ability, in terms of soft skill attributes, of the person. As digital tools become more efficient in solving daily productivity problems and become more adaptive to learned situations, we’ll progress to a stage where digital tools can be deployed to solve some of society’s greatest challenges, including unemployment and/or employ ability.

Today, the dominant explanation of aggregate unemployment, the so-called "structuralist" approach 1, starts with imperfect competition on labor and goods markets. In the basic scenario firms exert some influence on the prices for their products and wages are determined in a bargaining process between unions and employers or by efficiency wage considerations. This implies that the interde-pendence of wage and price formation is explicitly taken into account. The unem-ployment rate is the key variable that equilibrates the conflicting claims of wage and price-setting agents. This approach allows the influence of a variety of factors determining changes in equilibrium unemployment to be studied. Since we do not intend to summarize all theoretical developments since the mid-eighties, our contribution starts with a description of the standard structuralist model. Although several reviews of this approach exist in the literature, the basic framework is recapitulated in section . It is well known that in this model equi-librium unemployment is not affected by stabilization policies, but rather only depends on the institutional setup. Since this implication does not correspond with the empirical facts, we consider two extensions of the basic model. The first stresses the importance of persistence and hysteresis effects on unemployment.

1. The increase in labor supply was a social demographic trend—it was not caused by the economy falling into a recession. Therefore, the influx of women into the work force increased the natural rate of unemployment.
2. New entrants to the labor force, whether from college or otherwise, are counted as fictionally unemployed until they find a job.
3. Cyclical unemployment explains why unemployment rises during a recession
   and falls during an economic expansion. But what explains the remaining level of unemployment even in good economic times? Why is the unemployment rate never zero? Even when the U.S. economy is growing strongly, the unemployment rate only rarely dips as low as 4%. Moreover, the discussion earlier in this chapter pointed out that unemployment rates in many European countries like Italy, France, and Germany have often been remarkably high at various times in the last few decades. Why does some level of unemployment persist even when economies are growing strongly? Why are unemployment rates continually higher in certain economies, through good economic years and bad? Economists have a term to describe the remaining level of unemployment that occurs even when the economy is healthy: it is called the natural rate of unemployment.

Accomplishing any goal is dependent on three things – people, time, and money.

There needs to be someone responsible for completing the goal and that person has to have the time and budgeted resources to work on the goal.

For example, if the marketing manager has a goal to revamp the organization’s website with a new logo, look and feel by the end of the 2nd quarter, but does not have the budget dollars to pay a designer and webmaster, their ability to achieve that goal will be hindered.

This is why it is important to incorporate annual goals into the budgeting process to ensure the resources are available to support the completion of the goal.

1. Understand the Purposes and Limitations of Goals and Planning.
2. Communication and Participation.
3. Consistency, Revision, and Updating.
4. Effective Reward Systems.
5. Encouraging Change and Motivating Employees.
6. Being Ready for Future Contingency.

Measuring the effectiveness of an intervention. How do you know if a program was effective? If a program was not effective, would you want to know so that it could be improved? It is unlikely that we build capacity simply for the sake of building capacity, and because of this, we need to know whether or not our programs are effective, just as the nonprofits we serve need to know if their services are achieving the desired results.2. Identifying effective practices. With the information you collect, you can determine which activities to continue and build upon. Some practices might be modified and replicated for other programs or initiatives based on your results.3. Identifying practices that need improvement. Some activities may need to change in order to improve the effectiveness of your program.4. Proving your value to existing and potential funders. The climate for funding social services and capacity building has undergone some radical transformations in the last few decades. Funders are keenly aware of the need to document the success of programs. Capacity building has lagged somewhat behind the social services field in having established evaluation standards. In 2003, the Alliance for Nonprofit Management reported that the capacity building field still lacked a framework for evaluation. However, this is changing, and it is important for capacity builders to stay ahead of the curve to be able to continue doing their work.5. Getting clarity and consensus around the purpose of your program. Everyone in your organization, from board members to service staff to volunteers, should understand what is going on in your program and what it is intended to achieve. Outcome measurement helps to clarify your understanding of your program.

It takes great leadership to build great teams. Leaders
 who are not  afraid to course correct, make the difficult decisions
and establish standards of performance that are constantly  being met –
and improving at all times.   Whether in the workplace, professional
sports,  or your local community, team building requires a keen
understanding of people, their strengths and what gets them excited to work with others.  
building requires the management of egos and their constant demands for
attention and recognition – not always warranted.   Team building is
both an art and a science and the leader who can consistently build high
performance teams is worth their weight in gold.

Our team have been working as one one body for three years now each of the member proven their affiance in the versus assignment of duty.

For now we no organization in partnership

With ongoing technological and economic disruptions, jobs and skills
interventions will only be successful if they are designed with a
proactive, long-term approach rather than one that is reactive or based
on past successes. For example, apprenticeship programmed where young
people are placed in traditional jobs seem pointless if those job
categories are likely to be obsolete within five years. Instead, it
might make more sense to create apprenticeship programme for new
high-growth occupations.

Trust
us on this one, it takes money to make money, and you’ll need a lot of
it to run a successful staffing business. Typically, you’ll need initial
startup capital to get your staffing firm up and running, ongoing
working capital to maintain your day-to-day operations and investment
capital to put back into your company and support growth.

We have generated some fund eternally to keep the solution project running, we are expecting assistance from willing individual who show interest in what are doing.

Th only fund we have so fare is the internally generated fund from the executive committee which is only the fund  we are using to pilot this solution and that is $15000 only.

We need a minimum of $500,000 to complete this solution

$100,000 burjected  for the materials

Insurance ,800 0

payroll 60000

Rent $18,000


Utility $50000
project materials $264000

We need a minimum of $5000,000 to complete this solution by 2021 project

$1000,000 burjected  for the materials

Insurance ,$80000

payroll 60000

Rent $180,000

Utility $50000

The skills mismatch is a youth unemployment cause that affects young people everywhere. There are millions of young people out of school and ready to work, but businesses needs skills these young people never got. Young people end up experiencing a difficult school-to-work transition, and businesses are unable to find suitable candidates for their positions.

The Sustainable Development Goals (SDGs) can only be realized with a strong commitment to global partnership and cooperation. While official development assistance from developed countries increased by 66 percent between 2000 and 2014, humanitarian crises brought on by conflict or natural disasters continue to demand financial resources and aid. Many countries also require Official Development Assistance to encourage growth and trade.

The world today is more interconnected than ever before. Improving access to technology and knowledge is an important way to share ideas and foster innovation. Coordinating policies to help developing countries manage their debt, as well as promoting investment for the least developed, is vital to achieve sustainable growth and development.

The partnership organization We are

Access Bank

Shell USA

Global innovation funding

Bank of industry