“Do you have advice for running a successful YES programme?”
Having been involved in the rollout of the Youth Employment Service (YES) programme in South Africa, and as one of the most experienced teams in the country when it comes to implementing YES initiatives, this is a question we are asked regularly.
Here are some of our practical insights.
Launched in 2018, the YES B-BBEE incentive is arguably one of the most successful transformation incentives introduced in recent years. With more than 200 000 twelve-month work experiences created and approximately 2 000 participating corporates, the YES programme stands out as a strong example of a public-private partnership addressing youth unemployment through the B-BBEE framework.
What is the Youth Employment Service (YES) programme?
In short, the YES programme rewards organisations with recognition on their B-BBEE scorecards for creating quality work opportunities for unemployed youth.
This recognition is additive and can take the form of:
- One additional B-BBEE level
- One level plus three bonus points
- Two full level-ups, depending on participation and structure
The Youth Employment Service (YES) NPC administers the programme on behalf of the Department of Trade, Industry and Competition (DTIC).
What can go wrong when running a YES programme?
One of the defining features of the YES incentive is that it is actually difficult to get wrong if the fundamentals are managed properly. Because it is an additive element, organisations can forecast their annual YES investment far more accurately than with other priority elements such as Skills Development or Enterprise and Supplier Development (ESD).
That said, there are several recurring challenges we see:
- Starting the Year 2 YES programme too late, resulting in gaps and pressure
- Struggling with absorption, particularly with smaller youth cohorts
- High drop-off rates, which drive replacement and administrative costs
If any of these challenges sound familiar, they are worth addressing early rather than reacting later in the programme cycle.
Practical tips for running a successful YES programme
Having consulted on and implemented YES programmes for over seven years, the following insights consistently separate high-impact programmes from those that simply tick a compliance box.
Hire for the roles you actually need
This sounds obvious, but many organisations treat YES as a generic entry-level placement exercise. When the novelty wears off, the cost of managing disengaged youth becomes clear.
A YES participant does not need to be unskilled. The eligibility criteria are specific and clear:
- Aged 18–35
- Black, as defined by the B-BBEE Codes
- Unemployed at the time of contracting
- Has not previously participated in a YES programme
This could include accountants, software developers, sales representatives or junior analysts, not just administrative roles.
Factor in transport costs
Transport is often overlooked. For youth earning around R5 000 per month, commuting costs can quickly become unsustainable. Failure to plan for this is one of the most common drivers of early drop-off.
Youth do not need to be hosted on your payroll
If you cannot host youth internally, this may raise questions about your ability to absorb them after 12 months. However, the YES framework allows flexibility.
You may host youth with suppliers, customers or partner organisations, provided you can demonstrate a clear funding link. This approach can strengthen supplier relationships while still meeting your YES targets.
If you cannot offer a meaningful career path internally, it is often better to place youth in an organisation that can.
Pay above the minimum wage where possible
One unintended consequence of YES is that highly capable youth sometimes accept minimum wage roles simply to gain experience.
While this may appear efficient in the short term, it often results in high churn once candidates gain confidence, skills and industry exposure. Paying slightly above minimum wage can significantly improve retention and engagement.
Gamify or incentivise retention
If a YES participant exits before the eight-month mark, they must be replaced with a new participant on a new twelve-month contract. This is where YES costs escalate quickly.
Incentives such as incremental salary increases, performance bonuses or milestone-based rewards can help participants stay engaged beyond the critical eight-month threshold.
Build professional development into the programme
Entering the workplace is a steep learning curve for most youth.
You can make use of YES learning modules, including Microsoft AI training, or create a structured learning plan that keeps participants engaged during quieter periods. Ongoing development improves both performance and retention.
Don’t ignore Employment Equity (EE) implications
One of the notable trends in 2026 is mid-sized organisations (typically with 40–50 employees) juggling YES participation alongside Employment Equity compliance.
Crossing the 50-employee threshold introduces additional EE requirements. This can be managed through careful workforce planning, host placements or by working with an experienced YES implementation partner.
Work with a team that understands YES in practice
When it comes to YES programme implementation, our team brings a unique perspective. We worked directly with, and provided advisory support to, the YES team itself during the first six years of the programme’s rollout.
In addition, we collaborate with experienced B-BBEE advisory partners who have implemented YES programmes across a wide range of industries and business sizes. This allows us to align impact goals, youth outcomes and B-BBEE strategy in a way that is practical, compliant and sustainable.
If you would like to discuss how to structure or optimise your YES programme, we invite you to reach out and speak to our team about building a high-impact solution.