The CV is Dead – part 4. New Employees – by Lee Lam

6th June 2018 - ideas

A study by Ernst & Young in 2016 (pre-referendum) states the following (Mark Gregory):

“Youth unemployment rates have fallen from the peaks we saw during the recession, when 40% of the UK’s 16-17 year olds were facing unemployment. However, a stubbornly high number of young people remain excluded from the labour market,which could be further exacerbated by a period of weaker economic growth in these uncertain times ahead. History has shown us that young people are more exposed to economic volatility and industry restructuring than the population as a whole.”

“The skills agenda is fast becoming one of the biggest priorities for UK business, with Brexit also likely to impose some restrictions to the free movement of labour in the future. It has never been more important to ensure the UK has the right mix of skills and talent, both nationally and locally, and young people are core to this.”

The reliance on the CV to tell us what we need to know about someone is impacting our ability to get new people into work – you can’t get a job for a role that you haven’t done before (and no amount of mountain climbing and abseiling can get over that).  We tell young people to strive for academic excellence, get a broad range of experience with travelling or sports – then assess their ability to do a job based on work that they have never done before and the experience that they do have is dismissed or seen as irrelevant.

Our young people have grown up in a world of growing technology, and are far more comfortable with the concept of a changing world than we ever were.  We do them a great disservice to give them a set of aspirations that then we immediately dismiss as they try to enter the world of employment.  It is impacting our ability to grow our economy, and our ability to help our younger generations identify and enhance their potential. The system of CVs is not set up to find the next big Thing – just the old Thing repackaged again and again.

Taking business into the future is not going to happen by doing what we did before, but by approaching business in new and truly innovative ways.  And while we are concerned with making what we have already work better or faster (Henry Ford famously said, “If I had asked people what they wanted, they would have said faster horses”), it is the up and coming generations who are freed from the shackles of ‘status quo’ to think of new and disruptive ways of achieving greater growth and profitability.  It is no coincidence that all of the major disruptors in industry – Google, Amazon, Facebook and Virgin in its infancy – are all concepts of younger people, who – precisely because they haven’t been involved with it before – can think more freely and more optimistically about what can be achieved.  We talk about wanting to find the future leaders, the future talent, the future game hangers, yet the recruitment process based on CVs does not help us achieve any of that.

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