futureworks | Fellowship for Regional Sustainable Development
How Corporations Can Facilitate Better Employee Attainment in Your City/Metro
The Talent Dividend Network
October 2010
1. Internal Focus
2. External Focus
3. Combination of 1 & 2
Three Examples
• Human resource policies and practices reviewed for applicability to desired learning and performance outcomes, including flex time for learning, up-front tuition reimbursement, OJT, etc.
• Individual and organizational performance aligned to training, learning and jobs.
• Career pathways mapped, documented and aligned with training.
• Agreements struck with colleges to provide training – sometimes customized – for employees. Could be on-site or at college. Training is often very specific to the needs of the individual corporation.
Internal focus:
• One-on-one relationships with colleges that provide training and job placement for potential and current employees.
• One-on-one relationships with community-based organizations that provide training and support services for potential employees.
• One-on-one relationships with public workforce system agencies that provide training and support services for potential employees.
• One-on-one relationships with foundations (national and local) that provide funding and connections to innovative ideas in workforce development and post-secondary attainment.
• One-on-one relationships with other corporations to benchmark or collaborate on training initiatives.
• Collaborations that involve all these community stakeholders with the shared goal of employer- and college-recognized skill attainment for employees across the region or sector.
External focus:
• Internal corporate analysis and action toward aligning training, learning, performance and corporate policies.
• Community collaborations that involve multiple stakeholders with the shared goal of employer- and college-recognized skill attainment for employees and potential employees across the region or sector. .
Combined model:
• Understand the businesses being approached and their impact on the community (economic/social).
• Investigate who the best person in the company is to approach for a conversation: this could be the CEO, head of Corporate Social Responsibility, operations manager, human resource director, training director, head of special projects or community outreach manager.
• Open the dialogue with an offer to help the company get the skilled workers they need and to create a talent pipeline in the community.
• Discuss the current methods for training staff, what’s missing, and the importance of post-secondary credentials to the short and long-term viability of the region’s workforce and business community.
• Begin to discuss how this can be done, roles and mutual responsibilities.
What You Should Know When Approaching Corporations about PSE Connections?
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Managing Partners
1. The Health Alliance of Greater Cincinnati
Four hospitals, 8,000 employees
2. Cincinnati Children’s Hospital Medical Center
12,000 employees
3. TriHealth, Inc.
Two hospitals, 10,000 employees
4. Great Oaks Career Center5. Cincinnati State Technical and Community
College
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Other Partners
1. Dress for Success2. Mercy Neighborhood Ministries3. Super Jobs One-Stop Center4. Greater Cincinnati Health Council5. Miami University6. University of Cincinnati7. University of Cincinnati, Clermont Campus
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Three Interrelated and Complementary Purposes
1. Access to healthcare careers for underutilized labor pools Lower wage incumbent workers Unemployed or underemployed individuals
2. Alleviate regional healthcare workforce shortages3. Increase the diversity of the healthcare workforce
in Greater Cincinnati
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Guiding Principles
1. Focus on job & educational advancement for low-income adults while simultaneously meeting employer needs
2. Commitment to map advancement pathways & opportunities in employment sectors important to the region
3. Commitment to systemic & sustainable change within and across institutions
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Role of the Employer Partners
• Always employer led• Chair the Managing Partners Board• Participate in the development and funding of a
training facility• Identify training/hiring needs• Recruit students/employees• Provide preceptors and clinical experiences for
students• Assist with marketing plan/design sustainability plan• Make accommodations to help the students achieve
success
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Role of Education Partners
• Pre-enrollment assessment• Remediation for academic preparation• Expertise on teaching• Innovative curriculum development• Financial support for classrooms and staffing• Provide instruction!
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Role of CBO’s
• Individual tutoring• ABLE, GED• Career assessment• Retention support• Gap assistance• Wrap around support services
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How does HCC achieve these purposes?
1. Identify training needed by employers2. Develop realistic career pathways3. Remove obstacles/barriers to success:
Convenient class location, times
Planned developmental/remedial education
Prepaid education (not reimbursed after-grade report)
Transcripted and transferable credits and articulation4. Create systematic and systemic change
This is NOT customized employer training
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• Multiple entry & exit points
• Employers, CBO’s, Education Providers, others
• Target population: Un/ender employer, incumbent workers, others
• Assessment & Pre-post secondary preparation
• 4 career paths: Nursing, allied health, rehab, health information technology
• Certification, associate degree, baccalaureate degree
futureworks | Regional Sustainable Development Fellowship
HCC Career Pathway Model
HCC Career Pathway Model
Key Outcomes
Over 2,300 Certificate graduates 99% retention
$12/hour
69% employed with benefits
200+ current AAS Degree Students
Lower wage, incumbent workers – Employee Learners
80% retention, 3.25 GPA• Much better than comparable groups
Academic waiting list eliminated for incumbent workers
Curricular innovations and seamless pathway Integrated math & chemistry
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Evolving New Language;Esteem Building
“Job Seekers”
• Not: Unemployed
Under-employed
“Frontline Workers”
• Not: Entry level workers
Low pay workersLow skill workers
“Employee Learners”
• Not: Incumbent workers
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Stacey Jarrett Wagner, Associate
FutureWorks
www.futureworks-web.com
Bill Lecher, RN
Senior Clinical Director, Cincinnati Children’s Hospital Medical Center
Executive Director, Health Careers Collaborative of Greater Cincinnati