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dialog.russia.ru The Politics of the First Job: Designing a Common Platform for Opportunity in BRICS+
PREAMBLE: In a world that calls itself interconnected, the most valuable resource remains unevenly distributed: orientation. Never before has information been so abundant, and yet the ability to act on it has rarely been so unevenly distributed. The AI revolution has accelerated this divergence and compressed timelines across every sector. Studies already suggest what common sense confirms: those able to learn quickly, reposition themselves, and interpret fast-moving signals will thrive; those who cannot will face sharply reduced chances of upward mobility.
Yet the paradox remains that the group most capable of adaptation, the youth, is also the group least integrated into strategic planning.
International development discourse still assumes that talent speaks for itself. It does not. Talent needs a structure. Without it, inequality is reproduced through something far more subtle than income or technology: access to the pathways that shape a life. Most young people can pass an exam, but cannot draft a CV. They complete degrees, but are never taught how to enter the labour market. They scroll through oceans of content, but cannot find the one scholarship or internship that would alter their horizon. BRICS+ states educate millions of capable students, offer thousands of funded study places, and invest heavily in human capital, yet large parts of their own youth remain unaware of these openings. In geopolitical terms, this informational fog obscures the landscape of talent mobility.
As Andrey Kortunov observed, BRICS faces a choice between remaining an international club or evolving into a laboratory that produces intellectual and institutional outputs. Human capital is precisely the field where this laboratory approach is needed
[1].This is where our proposal begins.
BRICS+ Next-Gen Careers Hub aims to create a shared digital space where young people under 35 can access internships, jobs, research placements, scholarships, conferences, and early-career opportunities across all BRICS+ states. A place where orientation itself becomes infrastructure.
RELEVANCE: Youth unemployment remains persistently higher than adult unemployment, while broader indicators such as NEET
[2] rates show millions of young people stuck outside both education and formal employment, particularly in developing regions. At the same time, severe shortages of skills in precisely those sectors that should anchor future growth like AI, data, advanced manufacturing, green technologies and healthcare creating a paradox of simultaneous youth underemployment and unfilled vacancies.
A lack of integrated talent infrastructure fuel both domestic shortages and virtual brain drain via Western platforms. In other words, shortages and surpluses coexist because there is no common architecture that systematically matches young people’s skills with cross‑border demand inside the bloc
The BRICS Youth Careers & Skills Hub is a direct response to this problem: it provides a shared, skills‑driven infrastructure where youth can see, compare and access internships, training and early‑career roles across the bloc, while institutions use the same system to align education, guidance and active labour‑market programmes with real demand. In doing so, it reframes youth employment from a series of isolated national challenges into a coordinated BRICS‑level solution, turning informational equality and joint career pathways into core components of the bloc’s growth strategy.
Three strands of evidence point to the same structural problem.First, global research on youth employment shows that traditional “active labour market programmes” (ALMPs) rarely fix the transition from school to work on their own. A major World Bank review
[3]finds that most training schemes have modest effects at best, because they add marginal skills on top of weak general education and almost never address the matching problem between young people and real vacancies.The same paper notes that the interventions which work best are those that combine counselling, job-search support and direct links to employers, reducing the time spent in unemployment even when they do not transform long-term earnings.
The logic is simple: without organised pathways, skills have nowhere to go. Young people spend an unnecessary number of months not because they lack competence, but because they cannot see vacancies, do not know how to apply, and have no structured support connecting them to real employers.This fragmentation deepens inequality by rewarding only those with pre-existing networks and digital literacy.
Second, research on platform employment
[4]shows both the potential and the risks of the digital shift. Across China, India, Brazil, South Africa and Russia, tens of millions of people now earn income through online platforms. This has expanded access to work, especially for youth and vulnerable groups, but at the cost of unstable contracts, low social protection and extreme information asymmetry: workers often accept tasks without understanding career prospects, rights or long-term skill trajectories. The same studies warn of “algorithmization” of behaviour and the erosion of standard employment if no public institutions shape this space.Platform employment expands access to tasks, but not careers. In other words, digital ecosystems democratise entry, but not progress. This is precisely the structural gap a transnational careers hub can repair.
DESCRIPTION: The Hub operates through two integrated functions:1. What youth can do (opportunity layer)
A unified portal where a young person can search and apply for:internships, apprenticeships and graduate programmes in BRICS companies and public institutions; scholarships, exchange semesters and research placements at BRICS universitiesjunior and trainee positions in priority sectors;curated remote projects suitable for early‑career profiles, not just senior freelancers.
Every opportunity is tagged and filtered by: skills required, sector, work mode (on‑site/remote/hybrid), language, location, and whether it is open to applicants from other BRICS countries, so that cross‑border options are visible. For example, internships in Russian and Chinese companies, scholarships via Rossotrudnichestvo and analogous programmes, conferences and fellowhips organized by the Gorchakov Fund and other public diplomacy bodies, graduate schemes in Indian and Brazilian firms, placements in South African public projects, etc.
An AI-assisted matching engine that suggests opportunities based on profile, skills, language and mobility constraints, modelled on the intelligent talent-matching architecture developed for the BRICS remote-employment platform.
What Youth Need to Grow) (Guidance & Skills layer): Youth create a single profile that records: formal education, courses, certificates, competitions, portfolio projects and informal work.AI tools turn this into a skills map: clustering competencies into families, identifying missing skills for target roles, and suggesting “closest‑fit” occupations rather than only exact matches.Optional personality and preference questionnaires are used only to refine guidance (for example, project‑based vs. routine work, people‑facing vs. analytical roles), not to automatically exclude candidates, reflecting evidence that personality tools should be advisory, not gatekeeping.
[5]Important to note, the Hub does not replace national employment services or private platforms. It sits in between them as a connective tissue.The platform is also deliberately integrated with existing BRICS initiatives rather than competing with them.
IMPLEMENTATION AND PROGNOSIS: Mid Term Effects
1.Unified Opportunity Space: By consolidating early-career openings across BRICS+ and linking them to verified youth profiles, the Hub transforms a fragmented landscape into a single, navigable opportunity space. What had previously been dispersed across ministries, universities, private firms, scholarship portals, embassy programs and informal networks is brought into one place.This transparency produces a positive reinforcement loop: once institutions see that partner entities are attracting strong candidates through the Hub, they are incentivised to expand their own offerings, which in turn draws more entities into the ecosystem. Because all participating organisations undergo verification, both sides — institutions and young applicants — operate with greater trust, reducing informational noise and raising overall market quality. The result is not only higher visibility of internships, research placements and first jobs, but a self-sustaining system where opportunity generation becomes cumulative rather than episodic.
2. Knowledge, skill, and standards exchange: Users are brought into contact with international expectations: intercultural communication, digital professionalism, portfolio-building norms, and the quality standards of remote and hybrid work. This raises competence on both sides of the market — employers gain better-prepared applicants, and young professionals acquire skills that general education systems rarely teach.
3. Strengthening economic and human ties: Regular cross-border mobility of talent creates denser networks between universities, companies, and public institutions. Over time, this produces a more resilient ecosystem of shared projects, investment flows, and cultural-political interaction
Long-Term Effects: 1. Balanced Labour Mobility: The Hub helps redistribute demand for skilled labour away from a narrow set of Western markets toward a wider BRICS+ space. This directly benefits countries with high youth unemployment and those facing structural shortages of qualified workers.
3. Positive demographic and macroeconomic spillovers: Stable early-career trajectories correlate with higher household formation, improved fertility intentions, and stronger long-term productivity. A more predictable youth labour market contributes to healthier demographics, reduced unemployment, and—over time—an expanded tax base and higher GDP growth potential.
To conclude, great powers shape the international system, but it is young people who will inherit it.
In that sense, no resource yields more than an empowered generation. For BRICS+, the coming decades will be defined not only by resources, technologies or institutions, but by whether its young generation can move, learn and build inside a shared space.
[1] Andrey Kortunov, “BRICS Can Transform from an International Club into a Global Lab,” Russian International Affairs Council, October 22, 2024,
https://russiancouncil.ru/en/analytics-and-comments/analytics/brics-can-transform-from-an-internatio...[2] See: Eurofound, “NEETs,”
https://www.eurofound.europa.eu/en/topics/neets[3] David McKenzie, “How Effective Are Active Labor Market Policies in Developing Countries? A Critical Review of Recent Evidence,” World Bank Policy Research Working Paper 8011 (Washington, DC: World Bank,2017).
https://openknowledge.worldbank.org/entities/publication/63c7308f-e900-5580-a62c-de54de90b7d9[4] Olga Zolotina, “Approaches to the Development of Platform Employment in the BRICS Countries,” BRICS Journal of Economics 4, no. 4 (2023).
[5] Sherrie Haynie, “Should Personality Assessments Be Used in Hiring?” Forbes Coaches Council, Forbes, June 3, 2021,
https://www.forbes.com/sites/forbescoachescouncil/2021/06/03/should-personality-assessments-be-used-....