This research study attempts to determine how teenage workers develop their employability skills in their first formal jobs. Case studies were carried out in 12 Australian enterprises of varying sizes and drawn from different industry areas. In each case study the following staff were interviewed: senior managers and/or human resources management staff, site managers, supervisors working with novice workers, novice workers, and co-workers of novice workers. The research sought to identify the following: (1) why some organizations recruit novice workers and how they view them; (2) what processes are in place to train novice workers in employability skills; (3) how novice workers learn about employability skills through employment; and (4) some good models of employability skill training and how these can be used by employers who do not work well with novice employees. Findings include that organizations recruit novice workers because of low cost, youthful enthusiasm, and organizational obligations to communities and industry; they use processes such as buddy systems, mentoring, staff meetings, and rotation of tasks to develop employability skills; and they use comprehensive training systems, regular team meetings, performance management approach, third-party approach, buddying or mentoring systems, and supportive environment models of employability skill training. (Includes 74 references, 11 tables, and 2 appendixes.) (MO)