John Rio jrio@ahpnet.com

O: 281-815-7436 C: 914-433-5192

NVTAC@ahpnet.comjrio@ahpnet.com

JOB-DRIVEN TRAININGJULY 31, 2014

NAEH CONFERENCE

Advocates for Human Potential

MAJOR TASKS AT NVTAC

1. Provide TA & Training to HVRPs2. Identify Best Practices and Support Other

Research3. Respond to Inquiries4. Disseminate Information to Stakeholders5. Outreach to Employers

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EMPLOYMENT PRACTICE PRINCIPLES

1. Honor military veterans service, experience and family2. Provide employment service to all comers3. Integrate employment and supportive services, including

housing4. Competitive employment is the goal5. Provide benefits counseling6. Partner with employers7. Rapid job matching8. Engage customers based on their preferences9. Provide job retention services10. Job training choices linked with labor market needs

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ISSUES IN WORKFORCE DEVELOPMENT

1.EMPLOYERS can’t find enough skilled workers to hire for in-demand jobs they must fill to grow their businesses.

2.EDUCATION AND TRAINING PROGRAMS need better information on what skills those in-demand jobs require.

3.HARD-WORKING AMERICANS, whether studying, looking for work, or wanting better career paths, often aren’t sure what training to pursue and whether jobs will be waiting when they finish.

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FEATURES OF JOB-DRIVEN TRAINING

Focus on job market demandsRelies on employer partnershipsCollaboration with occupational training

servicesTraining based on in-demand jobsOn the job trainingApprenticeships

Matches skilled jobs with job seekers5

EARN AND LEARN APPROACH

Training is not classroom centeredEmployers are involved in curriculum

development and training delivery Meeting requirements for reading, math, as

well as soft skills are not stand alone activities but are incorporated into occupational skill training

Trainees receive an income6

MAKING RIGHT CHOICES

Program offeringsJob seeker training and career choices

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MEASUREMENT MATTERS

How well do job seekers acquire needed skills?Do job seekers complete the program?Are trainees getting jobs for which they

received training?Are customers satisfied?Are trained works advancing?

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STEPPING STONES

Progressive pathway To succeed at basic education to post-secondary programs

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OPEN DOORS

Role as a workforce intermediaryBreakdown barriers to trainingVocational case managementStreamline access to training and jobsWrap around supports as needed

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LOCAL & REGIONAL PARTNERSHIPS

Who might you connect with?How can you form a consortium to address

employer development and job seekers in your community?

What are some initial steps you might take?

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UNDERSTANDING JOB MARKET DEMANDS

What are the labor needs of employers in your local market?

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WHAT DOES JDT MEAN FOR SMALL EMPLOYMENT PROGRAMS?

Partnering with local job training programsIdentifying local niche markets where employers

need talented laborReview employer job descriptions, flesh out the

competencies needed for those jobsEngage your local American Job Center (AJC)

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EXAMPLE – DENVER’S ROAD TO WORK

Focused on the hospitality sector & needs of its employers

Started with 3 employers – now includes 21 hotels and hospitality businesses

Employer guided curricula, delivered by employers and the intermediary

Trainees receive a stipendIntern at hotels in job shadowing experiences

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EMPLOYER DEVELOPMENT PORTFOLIOSWWW.EDPSITE.COM

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RESOURCES

Job Centers http://www.servicelocator.org/onestopcenters.asp

Apprenticeships: http://www.doleta.gov/oa/

Sector Initiatives: http://www.insightcced.org/communities/nnsp.html

Job Driven Training http://social.dol.gov/blog/promoting-job-driven-training-and-american-opportunity/

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