Ban (unpaid) internships for people with a degree

The concept of traineeships has its roots in apprenticeships, which have been around for centuries as a way to provide structured learning and skill development in various trades and crafts.

In modern times, traineeships gained prominence in the mid-20th century as industrialization and technological advancements created a demand for specialized skills. As industries became more complex, traditional academic education alone was often insufficient to prepare individuals for specific job roles. Thus, the concept of traineeships emerged to bridge the gap between theoretical knowledge and practical application. Or in other words, our education system failed.

Allow me to share a personal anecdote from my own experience as a member of Generation X. When I was 18, I got a paid traineeship opportunity during Summer. I learnt the basics of sales and logistics using my German. Moreover, the company made regular contributions towards my diploma. This investment in my development enabled me to swiftly pursue my ambitions and enhance my CV with years of invaluable experience. I will always be grateful to Klara Gombos for believing in my potential and really starting up my career. Regrettably, I had to leave this opportunity behind after 2 years when love beckoned me to a different part of the country. Six years later, I returned to the same company because I wholeheartedly believed in the people who had previously placed their faith in me.

Many consultancies and CEOs frequently acknowledge the challenges posed by the lack of skilled workforce and career hopping in today's job market. However, there are underlying issues that exacerbate these challenges and hinder equal opportunities for all individuals.

It is disheartening to witness parents worldwide supporting their children well into their twenties and thirties by financing their living expenses and postgraduate education, all with the hope of securing a return on investment after years spent in the education system. Consequently, generations are burdened with overwhelming student debt. Despite these efforts, the job market continues to filter out candidates based on their financial capabilities, as many individuals cannot afford degrees, advanced degrees or unpaid traineeships. This reality deeply frustrates me.

In addition to the above, according to 普华永道 , financial hardships increase:?14% of employees around the world struggle to pay bills every month, and another 42% say once they cover their expenses, they have little or nothing left over (up from 37% in 2022). One in five respondents says they have an extra job, in addition to their principal one.?If salaried employees cannot make a living how do we expect unpaid or low-paid professionals to contribute to society and feel appreciated?

In my opinion, any organization that engages in unpaid work as part of the interview process or fails to compensate trainees is incongruent with the principles of diversity, equity, and inclusion (#DEI). There should be zero tolerance to do that.

Amongst other ideas, companies can cultivate a skilled and motivated workforce by implementing several key strategies:

1. Providing students with opportunities to work on projects that do not require extensive training, such as data cleansing, or projects that allow them to utilize their existing skills, such as managing social media platforms. We have job-shadowing, mentoring and many more tools to do that.
2. Offering postgraduates the chance to work as junior professionals, thereby preventing them from getting caught in a never-ending cycle of traineeships, sometimes extending into their thirties. It is disheartening to see ex-trainees struggling to secure permanent roles, only finding themselves in similar trainee positions.
3. Advocating for companies to sponsor Master's and PhD programs, not only for young professionals but also for individuals seeking to transition into new career paths. By investing in the continuous education of their employees, organizations can foster a culture of growth and adaptability.

The exemplary practices of the European Medicines Agency such as a paid Traineeship with a dedicated mentor demonstrate that it is possible to create an environment that supports these principles. I firmly believe that more organizations can follow suit and bring about positive change. I also firmly believe that organizations cannot afford to waste talent.

Yes, it is possible to bridge the widening gap between those who can afford such opportunities and those who cannot. No, we should not just accept that the education system and the recruitment practices failed most of us, and many people rely on the benevolence of affluent philanthropists, like Oprah Winfrey, to create leadership opportunities for talented young individuals.

It is my firm conviction that by advocating for inclusive and equitable practices, organizations can shape a future where everyone has an equal chance to succeed, regardless of their socioeconomic background. I will not stop to build a world where multigenerational talent and potential are the only currency that matters. This is not a dream but reality: what is good for us is good for organisations and nations, let's push for it.

Ban unpaid Traineeships. Ban Traineeships for people with a degree. And make even more changes for win-win positions.