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futureworks | Fellowship for Regional Sustainable Development How Corporations Can Facilitate Better Employee Attainment in Your City/Metro The Talent Dividend Network October 2010

Stacey wagner billlecher

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Page 1: Stacey wagner billlecher

futureworks | Fellowship for Regional Sustainable Development

How Corporations Can Facilitate Better Employee Attainment in Your City/Metro

The Talent Dividend Network

October 2010

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1. Internal Focus

2. External Focus

3. Combination of 1 & 2

Three Examples

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• 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:

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• 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:

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• 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:

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• 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

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HCC Career Pathway Model

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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

[email protected]