Wasilla employers say young workers lack basic workplace skills

Local business leaders and educators in the Matanuska-Susitna Valley say that a lack of soft skills is the main obstacle preventing young people from securing and keeping their first jobs. The group discussed this issue at a forum on October 21, hosted by the Greater Wasilla Chamber of Commerce. The central argument was that new employees often fail to meet basic workplace expectations regarding communication and professionalism.

Faith Woolsey, director of the Mat-Su Job Center, stated that the most common complaint from her team involves candidates who cannot present themselves well in interviews. She described soft skills as the ability to dress appropriately, ask questions, and engage with others. Woolsey told the audience that these basics are currently missing from many job applicants.

Bobbie Irvin, director of the Don Young Alaska Job Corps Center in Palmer, reported a similar trend among the young adults in his training program. He referred to his current students as the COVID-era generation because many of them completed their schooling remotely. Irvin said these students often struggle with understanding personal boundaries and communicating effectively with peers.

Paula Bradison, founder of the employment consulting firm PeopleAK, observed that workers aged 18 to 22 are missing the on-the-job training that previous generations received. She argued that this age group skipped a crucial phase of workforce development where intuitive workplace behaviors are typically learned. Bradison suggested that the community should actively teach these skills to young people in public spaces.

Robert Brown, owner of Big Dipper Homemade Ice Cream, provided a specific example of how an employer can build these skills internally. His company employs 45 people across three stores, up from 15 employees five years ago. The average age of his staff is 17, yet one-third of the workforce has stayed for more than two years. Brown attributes this retention to a hiring process that prioritizes cultural fit over immediate schedule needs.

Brown said he spends at least a month hiring each new employee to ensure they align with the company mission. New hires undergo a two-hour orientation with the company’s highest-paid staff members to set high expectations. The business also sends weekly training topics and conducts regular employee reviews. Brown noted that most young employees want increased responsibility more than higher pay, so the company focuses on visible growth paths.

Tyler Gilligan, a representative from the Matanuska-Susitna Borough School District, said schools need direct feedback from employers to adjust their curricula. Gilligan stated that if the system is not producing students with necessary workforce skills, the entire system shares the blame. He urged employers to share their specific needs so schools can create higher quality programs.

Woolsey suggested that employers should go beyond posting job listings or attending job fairs. She recommended that businesses visit classrooms, invite students into their workplaces, and offer apprenticeships. These steps would help potential employees understand the profession before they apply. Bradison agreed, advising employers to invest in hired staff by creating individualized development plans that tie training to the company’s long-term goals.