MEGT’s adaptable approach to youth employment 

The challenge

For many young people—especially those without consistent internet access, strong digital skills, or family support— the process of applying for apprenticeships and traineeships posed real barriers. The systems involved were often complex, with multiple logins and unclear instructions, which often led to frustration and drop-off.  

MEGT wanted to make sure that capable young people weren’t missing out simply because the system didn’t work for them

The pilot

In partnership with Social Ventures Australia, MEGT launched a six-month pilot to redesign recruitment and onboarding. The goal was to simplify the process, make it more accessible, and ensure young people got the support they needed from the start. 

Key changes included: 

• Simplified job ads: MEGT rewrote their ads in plain English, removing jargon and unnecessary detail so young applicants could understand the opportunity clearly. 

• Streamlined onboarding: Instead of multiple emails and links, applicants received a single message with step-by-step instructions and a link to an onboarding portal (Tribal Habits). 

• In-person support: For applicants without reliable technology, MEGT provided office access and one-on-one help. Staff were also available to walk candidates through the process if needed. 
• Supervisor training: MEGT recognised the critical role of frontline managers in supporting young people and developed online training for supervisors to set expectations and build capability. 

The results

• As MEGT works with rolling intakes, the team was able to test, tweak and improve the pilot in real time, responding to feedback and making immediate adjustments as needed. 
• The changes worked. Over six months, MEGT successfully onboarded approximately 250 to 300 young people, including many who would likely have been excluded or faced challenges under the old system. 
• Staff became more aware of the barriers some young people face, and the recruitment team reported higher success rates with fewer follow-ups and technical issues. 
• Importantly, the pilot contributed to an increase in retention, a critical outcome in a sector where early attrition is common.
• Many of the pilot’s innovations are now part of MEGT’s standard approach. The simplified onboarding process and enhanced communication tools have been rolled out across the organisation, and office-based support remains available for those who need it. 
• Supervisor training is also continuing, with a focus on building understanding, consistency, and stronger relationships with young hires

Key takeaways for employers

• Keep it simple: Removing jargon and reducing complexity in job ads and onboarding steps helps more young people succeed.
• Stay close to delivery: The ability to test and refine in real time allowed the MEGT team to respond quickly and improve the experience across intakes.
• Address digital barriers: Not every young person has access to reliable tech. Offering in-person support ensures equity and inclusion from day one.
• Invest in your supervisors: A good first experience often comes down to who’s managing the new recruit. Training frontline leaders builds retention and confidence across the team.

What’s next

While MEGT continues to use digital platforms for onboarding, the pilot has helped shape how support is delivered. The process is now more responsive to individual needs. Learnings from the Employer Innovation Lab are now informing good practices across the organisation, with teams applying these insights to improve the candidate experience and strengthen early engagement. is now rolling out the pilot model nationally.  

The focus moving forward is clear: reduce barriers, improve retention, and ensure every young person—regardless of background—has a fair chance at building a career.