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John Cremer

Since its launch in 2018, Generation Hong Kong has focused on creating job opportunities for young people and preparing them for the workplaces of the future.
It does that by bridging the gap between education and employment, providing the support to enable a successful start in roles that can lead to life-changing careers that would otherwise be inaccessible.
Generation is an independent, global non-profit founded in 2014 by international consultancy firm McKinsey & Company. In the past six years the Hong Kong operation has already transformed the lives of close to 1,000 youngsters.
Now, thanks to a generous grant from the Apollo Opportunity Foundation (AOF), it will be able to help even more young people achieve economic mobility and make the most of their abilities in the years ahead.
AOF was set up in 2022 in New York with a US$100 million commitment from Apollo Global Management to invest in career education, workforce development and economic empowerment around the world.
In Hong Kong, funds from the grant will be used to realise three main objectives.
The first, building on a proven approach, is to deliver more skills-based, train-and-place programmes, with a particular focus on accelerating career development and meeting needs in the innovation and technology (I&T) industry. That includes making subsidised internships available, and cementing strategic partnerships with local businesses and other organisations to ease the transition from education to full-time work.
The second is to address the talent mismatch, recognising that young jobseekers often struggle to find inspiring offers, while many employers have difficulties in attracting suitable candidates.
The third objective is to exert an influence by advocating for changes to the current school curriculum and the broader education-to-employment ecosystem. This can be achieved by highlighting the practical nature and ongoing success of Generation Hong Kong’s GrowHKTalent agenda, as well as by engaging the programme’s alumni.
Maintaining contacts with an expanding network helps individuals make a lasting impact in their careers and the community. Importantly too, it lets them pass on their experience as mentors to the next generation.
“The grant from AOF will allow us to extend our efforts to empower underprivileged youth and our alumni and address the challenges they face in their journeys from education to employment,” says Brian Cheng, chief executive of Generation Hong Kong. “We are grateful to AOF for their belief in our mission and active engagement in driving positive change together.”
Early on, when first exploring how to be a catalyst for change, an in-depth study was conducted, which identified five main challenges.
For instance, it found there was a deep-rooted “societal norm” holding that higher education is the only path to a successful career. It also showed that young people in general were not sufficiently well prepared for the future disruptions that technology and automation are bound to bring.
The study further revealed a misalignment of expectations between employers and prospective employees; a presumed scarcity of talent, driven in part by outdated criteria used to assess candidates; and employers struggling to “connect with” the younger generation in the digital age.
“We always believed there is plenty of local talent and that, with the right kind of programmes, it’s possible to bridge the gaps,” says Cheng. “So, with initial financial support from the likes of the Hong Kong Jockey Club Charities Trust and the DH Chen Foundation, we used a data-centric methodology to power seven profession-specific training and job programmes for key sectors including hospitality, technology, elderly care and customer service.”
Besides teaching relevant technical competencies, each programme gives learners instruction in job-search skills, and the types of behaviour and mindset expected in today’s workplace.
This aspect of the training includes CV writing and interview practice, as well as sessions to hear from and question employers, plus referrals for current openings.
On completing such programmes, learners are much better equipped to apply for positions in fields ranging from property management, digital marketing and software development, to occupational therapy, quality assurance, data analysis and robot support.
“By preparing, placing and supporting young people in this way, we are not just filling jobs,” Cheng says. “The objective is to give each individual a meaningful and sustainable career path with good compensation and advancement opportunities, not short-term placements. We are unlocking potential and creating a better future for each person. Ultimately, that is our most satisfying and inspiring achievement – what we are most proud of.”

Generation Hong Kong makes a point of teaming up with forward-thinking employers committed to developing diverse talent pools. These companies are also asked to provide input on curriculum design to ensure that training modules are pertinent, practical and of a consistently high standard.
So far, the organisation has cooperated with more than 300 employers and, going further, has found innovative ways to match 100-plus like-minded businesses with local secondary schools to enhance career counselling for students.
The Jockey Club has also been an important partner, most notably in gauging the effectiveness of various teaching strategies against the Clap@JC Hong Kong Benchmark and by supporting a traineeship model for first-time jobseekers via its JC PROcruit C scheme.
When selecting programme participants, the priority is to enrol youngsters who are eager to acquire in-demand skills, but who may face barriers if trying for traditional courses or recruitment schemes.
Applicants are assessed for their “motivational fit” and commitment to success during the interview process, and are expected to show aptitude and an openness to learning, even if their background is not considered typical.
“The programme aims to provide opportunities for those overlooked by traditional hiring,” Cheng says. “We recognise that talented people can come from diverse situations.”
Statistics show that 85 per cent of participants land a job within 90 days of completing the programme, with 87 per cent remaining in that position for at least 180 days, with a significant increase in average earnings.
“These metrics demonstrate powerful, tangible outcomes for our participants,” Cheng says. “We define impact as simultaneously advancing three dimensions – breadth, depth and durability. Among other things, the AOF grant means we can extend our junior data engineer programme with subsidised internships, so participants can put their learning into practice and gain vital work experience.”


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