Stop blaming young people for being unemployed, says Amazon’s UK boss
Stop blaming young people for being unemployed, says Amazon’s UK boss
Stop blaming young people for being – Unemployment among young people in the UK has reached unprecedented heights, yet Amazon’s UK country manager, John Boumphrey, argues that the responsibility lies not with the youth but with the broader system. Speaking to the BBC during an interview titled “Big Boss,” Boumphrey highlighted a critical gap between education and the demands of the modern workforce. “We have to stop blaming young people,” he said, emphasizing that the education system is failing to equip individuals with the skills necessary for employment. This sentiment aligns with the challenges faced by businesses like Amazon, which struggle to find candidates who meet specific job requirements.
“It’s not a motivation problem, it’s a system problem, and that requires a system response,” Boumphrey stated. He pointed out that nearly a million young Britons are not in education, employment, or training (NEET), a statistic that underscores the urgency for change. According to Boumphrey, the current approach does not address the underlying issue of skills mismatch, which he attributes to the education system’s inability to adapt to industry needs.
The UK’s unemployment rate recently climbed to 5%, marking a slight increase from 4.9% in the previous quarter. While this rise affects all age groups, Boumphrey noted that young people are disproportionately impacted, particularly due to sector-specific challenges like the decline in hospitality jobs and reduced graduate training programs. He argued that these trends have left many young individuals without clear pathways to employment, creating a cycle of underemployment that persists despite their efforts.
“I think too often you read about young people that somehow they lack motivation, they lack resilience, they lack the will to develop skills. That is not our experience,” Boumphrey said. He shared examples of individuals who had been distant from the workforce, describing how Amazon’s programs had transformed their careers. “We work with some individuals who are probably furthest from work and that’s where we actually see the biggest transformation.”
Boumphrey proposed making work experience a mandatory requirement for individuals over 16. He described it as a “transformative” process that provides skills not typically taught in traditional curricula, such as teamwork, communication, and problem-solving. “If you get a T-level student, they come in for a week, they understand the value of teamwork, of communication and problem solving,” he explained. This hands-on exposure, he argued, bridges the gap between academic learning and real-world job expectations.
Amazon, which operates 100 premises across the UK, including 30 warehouses, is a significant employer, with 75,000 people currently in its workforce. According to Boumphrey, half of these employees transition directly from education or unemployment, highlighting the company’s role in providing opportunities for those overlooked by the traditional job market. However, this success comes at a cost: Amazon faces a shortage of skilled workers, particularly in roles like mechatronics engineering and technical maintenance, which have emerged with the integration of automation and robotics in its operations.
“When we introduced robots into our warehouses, there was some concern they would replace people,” Boumphrey admitted. “Actually, the reverse happened…we ended up employing more people.” He attributed this shift to the creation of new job categories that require specialized expertise, which the education system has not yet fully addressed. “We can’t find enough people to fill those roles,” he said, underscoring the need for collaboration between businesses, local governments, and educational institutions.
Despite its economic contributions, Amazon has faced scrutiny over its tax payments in the UK. Critics argue that the company’s tax bill has not kept pace with its growing sales, especially as online shopping has surged since the onset of the pandemic. Boumphrey defended the company’s stance, noting that last year, it contributed over £5.8 billion in taxes. “Of course we pay all the tax we’re meant to pay,” he said, but he stressed that its impact extends beyond mere financial contributions. “It’s also about the 75,000 jobs we create,” he added, framing the company’s role as a catalyst for economic growth.
Boumphrey’s remarks come at a time when the UK’s job market is described as weak, with young people bearing the brunt of sector-specific downturns. The hospitality industry, for instance, has seen a decline in roles due to pandemic-related restrictions, while graduate schemes have been scaled back, limiting access to skilled positions. Yet, Amazon’s experience suggests that the problem is not one of individual effort but of systemic inefficiencies. The company’s ability to adapt to these challenges through innovative hiring and training programs offers a model for addressing the broader skills gap.
“I think you need businesses to come together with local governments and further education colleges,” Boumphrey explained. “You need that to happen on a regional basis so that you can understand what the skills gaps are.” This approach, he argued, would allow for tailored solutions that reflect the unique needs of different areas. For example, in regions where automation is expanding, there could be a greater emphasis on technical training to prepare the workforce for evolving job markets.
The UK’s current labor landscape reveals a complex interplay of factors, from educational reforms to technological advancements. While Boumphrey acknowledged the challenges of the present, he remained optimistic about the potential for collaboration. “We’ve seen a transformation in people who were previously out of work,” he said, citing the positive outcomes of Amazon’s initiatives. By integrating work experience into the educational framework, he believes the system can better align with the demands of the 21st-century economy, ensuring that young people are not just employed but equipped to thrive in their roles.
As Amazon continues to expand its footprint in the UK, its experience serves as a reminder of the broader implications of skills development. With the company now accounting for 30% of all online sales in the country, its success highlights the potential for businesses to drive employment in challenging times. However, it also raises questions about the need for policy changes to support such efforts. Boumphrey’s call for a more integrated approach between education and industry reflects a growing recognition that the solution to youth unemployment requires more than just individual initiative—it demands systemic overhaul.