Work-integrated Learning and Capability-building
Work-integrated learning fails when designed for funding tables rather than real jobs. Start with the end in mind.
Which roles will exist in 12 months, and what outputs define competence?
Build a curriculum backwards from those outputs, with supervisors trained to coach, not just “host”.
Measure absorption rate (who gets placed into real roles), time-to-productivity, and retention at 6–12 months.
Report honestly on drop-off and the reasons; improve the design in the next cycle.
Youth employment initiatives are too important to become compliance rituals.
Done properly, they renew capability, expand opportunity, and pay back multiples of their cost—because they solve actual work, not stage a classroom
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