ENGAGING/ACTIVATING BUSINESS ANDINDUSTRY PARTNERS AND
IMPROVING ADVISORY COMMITTEES
Darlene G. Miller, Ed.D.Executive Director
The National Council for Workforce Education
Nan Poppe, Ed.D.Consultant
The National Council for Workforce Education
Activity #1
What do you see as the biggest challenge your college has in consistently engaging employers in a meaningful way?
In your position, what is your role in working with employers and advisory committees?
Agenda
Why Activate Employers? Employer Engagement Plan and College Strategic Plan Developing a Comprehensive Employer Engagement
Plan Internal and External Scanning Setting College Goals and Goal Types Identifying Employers, Employer Checklist and Database
Communication Plan Improving Advisory Committees
Why Engage Employers
Understand the skills gap and to truly understand the competencies and skills that employers want and need to achieve growth and prosperity
To validate and ensure curriculum currency that meets both accreditation requirements and business needs.
Curriculum and Programs are Improved
Why Engage Employers
Guarantee that the program meets local labor market demand and if not, determine necessary changes
Credibility Factor: employer engagement signals a higher level of program quality to both employers and students
Curriculum and Programs are Improved
Why Engage Employers
Improve the willingness of employers to offer internships and work-based learning opportunities
HR staff works directly with career center staff to post job openings
Employers engage in career center events and activities
Strong Relationships Ensure thatStudents Get Jobs!
Why Engage Employers
It is estimated that community colleges receive less than 5% of corporate contributions to higher education
Connecting employers to your college Foundation can enhance: Equipment Donation Materials Donations Donations to Capital Campaigns Scholarship Funds
Corporate Philanthropy is Improved
Why Engage Employers
Business Partners advocate for the college with the legislature
Employers see the college as truly committed to the economic well-being of the community
College Community Relations are Improved
The Reality About Most Employers!
Employers really do want to contribute to their local college as part of their commitment to the community
If you don’t ask, you don’t know what they are willing to do for the college
The Reality About Most Employers!
Employers providing one-time feedback on curricula are less involved than employers participating in program design which includes feedback at multiple points and multiple aspects
Strong employer engagement gets them involved across the campus and not just in one silo
HOWEVER….
Employer Engagement Plan and College’s Strategic Plan
To be effective, an Employer Engagement Plan should have
components similar to acollege strategic plan!
Nan
Employer Engagement Plan and College’s Strategic Plan
Who is responsible?
What type of resources do they need to achieve success?
What are the goals and expected outcomes?
Employer Engagement Plan and College’s Strategic Plan
How will you measure success?
How do you ensure communication feedback loops?
Employer Engagement Plan and Feedback
How do you communicate Advisory Committee input to entire college?
How do advisory committees and faculty connect to the career center staff?
How do advisory committees and faculty connect to the College Foundation?
Employer Engagement Plan and Feedback
How do you loop back the President’s connections in the community to the faculty and the programs
What are the plans to ensure that engagement is ongoing and continuous?
Activity #2
The WIB and economic development group has done an analysis and compiled labor market data. They have found a need for:
1. Short Term training2. Upskill training3. Longer term training4. Entry-level training
They also determined issues such as:1. Too many low-skilled folks in the community who
need jobs in the sector
2. Need to work with a growing immigrant community
Activity #2
Your President has volunteered the college to drive the initiative and has assigned you as the lead person at the college!
Who do you engage at the college? Who do you engage externally (other partners)? How do you determine what the college can do to
support this initiative? What is the role of employers and how do you
engage them? How do you keep everyone informed?
Developing a Comprehensive Employer Engagement Plan and
Strategy
ADVISINGAdvise on curriculum
hire graduates
CAPACITYBUILDINGDonate EquipOn-Site Tours
Guest Speakers
CO-DESIGNING
Develop Pathways
Fully ReviewCurriculum
CONVENINGSupport College
Sector Partnerships
Lead AdvisoryMeetings
LEADINGFull Strategic
PartnerDeeply
Engaged
Source: Wilson, R. (2015). A Resource Guide to Engaging Employers. Retrieved from Jobs for the Future website: http://www.jff.org/publications/resource-guide-engaging-employers
Employer Engagement Ladder
Plan Components
Environmental Scan InternalExternal
Setting College GoalsEmployer Checklist and DatabaseCommunication Plan InternalExternal
Internal and External Scan
Darlene
Internal ScanCTE and Workforce Programs
Step 1: Assess the current employers, the current activities and “who” is engaging with employer(s)
Name of Program ________________________
Name of Employer Types of Current Engagement
Internal ScanCTE and Workforce Programs
Step 2: Assess the effectiveness ofthe current activities
Name of Program _____________________
Activities Effectiveness or Results
Internal ScanCTE and Workforce Programs
Does the college have sufficient relationships to accomplish its goals?
Are there employers missing from the list?
Are employers engaged at multiple levels
Are there opportunities to engage employers in ways that they are currently not being engaged?
Step 3: Determine the general state of engagement and if there are ways to improve
Internal ScanCTE and Workforce Programs
Are there patterns to how we are currently engaging with employers that are effective?
Are there patterns that are ineffective?
What are the lessons learned from past engagement strategies? Did we burn any bridges?
Step 3: Determine the general state of engagement and if there are ways to improve
External Scan
1. Do current employers believe there is alignment between the college’s programs and employer needs?
2. Do employers consider the college’s programmatic and training schedules to be effective at meeting employers’ needs?
Step 4: What do employers think?
External Scan
3. Do employers think we are missing critical employers in the community in all of the college’s engagement strategies?
4. What strategies should we adopt to maintain/repair relationships with employers who have expressed negative opinions or experiences with the college?
5. Do we have in place strategies to recognize and promote employers?
Assessing Employers’ Perceptions
Focus Groups and Surveys
Activities to Assess Perception Who is Responsible – College Employee or Employer?
Develop College Engagement Goals
Engagement Goals
Programmatic Level Goal(s) Support CTE Programs Develop and Support Career Pathways
Workforce Education Goal(s) Support noncredit workforce training programs Support customized training Support the development of Bridge Programs
Student Employment Goal(s) Support Career Center and Advising
Types of Engagement Goals
Philanthropic Goal(s) Support CTE programs with materials and supplies Support College Foundation
General Goal(s) Support local community Support college’s strategic plan Advocacy with the legislature
Programmatic Goal: Activities and Priority
Program Focused Activities
Priority Level Who at the Employer
Serve on Advisory Committees
Front-line supervisor
Speak in class Technician who graduated from the college
Involved in facility design
Front-line supervisor
Create faculty internships
Human Resources
Student Employment Goal: Activities and Priority
Student EmploymentFocused Activities
Priority Level Who at the Employer
Post job openings on campus
Human Resources
Participate in career fairs
Human Resources and Front-line supervisor
Job shadowing Technician who graduated from the college
Participate as career coaches or mentors
Front-line supervisor
Philanthropic Goal:Activities and Priority
PhilanthropicFocused Activities
Priority Level Who at the Employer
Donate equipment or supplies
Front-line supervisor, Community Relations Director
Donate to scholarshipfunds
CEO
Donate to capital campaigns or building funds
CEO
Employer Engagement Checklist
Programmatic Activities PriorityServe on Advisory Committees 1
Speak in class 2
Faculty Internships 3
Student Activities PriorityParticipate in Career Fair 1
Post job openings 2
Workbased learning 3
Employer Engagement Checklist
Activities PriorityServe on Advisory Committees 1
Participate in Career Fairs 2
Donate equipment or supplies 3
Speak in class 4
Post job openings 5
Donate to scholarship funds 6
Identifying “Good Fit” Employers
Good Fit Criteria List of Potential EmployersEmployers who place a high value on training employees
Employers with strong relationships with the college
Employers who hire a large number of our students
Employers who are known for their philanthropyEmployers with a strong commitment to community
Employer Engagement Database
Name of Employee Contact Information
Carrie Smith, CEO
Bill Simons, Supervisor
Chet Vinson, Technician
Beth Miles, HR
Employer Name
Employer Engagement Database
Align Employees with Activities
Activities Who at EmployerServe on Advisory Committee Bill Simons
Participate in Career Fairs Beth Miles
Donate equipment or supplies Carrie Smith and Bill Simons
Speak in class Chet Vinson
Post job openings Beth Miles
Donate to scholarship funds Carrie Smith
Bossier Parish Community College Checklist
• Find a method of sharing what the companies are willing to do
• Add point of contact’s information
• Share this with the appropriate faculty/staff
Communication Plan
Internal Communication Plan
Ensuring the success of a comprehensive employer engagement plan means keeping everyone abreast of the plan, the goals, and the outcomes
Internal Communication Plan
Keeps college employees from being at cross-purposes when working with employers and prevents burning bridges If the Foundation wants to
approach an employer for a capital campaign, then you don’t want the welding faculty calling that employer and asking for materials
Internal Communication Plan
Ensure that the plan is dynamic! Every employee must know about the plan and who at the employer to connect with. Connect faculty with potential advisory committee
members Connect faculty with production supervisors
interested in donating equipment Connect career center staff with HR staff to
participate in job fairs, etc. Connect the CEO with the College President and the
College Foundation
Internal Communication Plan
Employer Date of Contact
Who Made Contact
Request Outcome
Customer Relationship Management Software (CRM)
CRM software stores and manages prospect and customer information, like contact info, accounts, leads, and sales opportunities
A product that a number of colleges are utilizing to track their employer engagement activities and outcomes very successfully is called SalesForcehttps://www.salesforce.com/small-business-solutions
External Communication PlanKeep Your Employer Partners Engaged
and in the Know!
External Communication Plan
Communication Activities Who is Responsible Timeframe
Alerting employers to subsidized training opportunities
Workforce Development Staff
Sending the results of employer satisfaction survey
PIO or Institutional Effectiveness Staff
News about graduates’ successes
CTE Deans
Sending annual graduation survey
PIO or Institutional Effectiveness Staff
Sending training schedules Workforce Development Staff
ENSURING THE EFFECTIVENESS OF ADVISORY COMMITTEES
Nan
Advisory Committees are an excellent opportunity for the college to engage employers, gain industry-specific knowledge and develop long-term relationships
Unfortunately, too many of our advisory committees are stagnant and not very functional Get together twice a year to have pizza and validate
instead of problem solve
Improving Advisory Committees
Advisors vs. Strategic Partners
Employers as Advisors Employers as Strategic Partners
Employers attend Advisory Committee meetings and “sign off” on curriculum changes
Employers are deeply engaged in:• Identifying critical competencies• Designing curriculum and
determining assessments• Offering work-based learning• Providing adjunct faculty• Providing equipment and materials• Participating in classroom design
Employers participate in an “as needed” basis when requested by faculty or staff
Employers are continuously involved in program design and refinement
Advisors vs. Strategic Partners
Employers as Advisors Employers as Strategic Partners
Employers discuss the importance of higher skills and provide curriculum advice
Employers work directly with the college and other workforce partners to determine:• Skills gaps• Current competencies• Future workforce needs and
curriculum changes
Employers provide their “point of view”
Employers become active “problem solvers”
Employers respond to surveys and occasional data requests
Employers help design, implement, and interpret surveys
Proper fit – make sure individuals you ask to serve have the knowledge, passion, and time to be committee members Right title and responsibility within their
organization
Ensure that you have diversity Company size Company type Titles/Responsibility
Improving Advisory Committees - Structure
Provide a comprehensive orientation to the program Meet and Greet with Chair and Faculty Tour of the college and program facility Notebook with all pertinent program
information
Improving Advisory Committees - Orientation
An employer should be selected as chair and help frame the agenda
Meeting times and location are convenient for committee members
Improving Advisory Committees Leadership and Mechanics
Meetings should not just be information sessions but rather proactive problem-solving sessions examining critical issues Curriculum redesign Analyze key labor market data Analyze student outcomes Discuss and problem solve skill needs and
gaps
Improving Advisory Committees Meaningful Engagement
Make sure you are not just expecting your committee to “rubber stamp” decisions that have already been made Ask for advice and respond to it Make sure you are listening to their
concerns and responding to their recommendations in a timely manner
Improving Advisory Committees Meaningful Engagement
Ask meaningful questions that gets them actively engaged What keeps you up at night?
What contributes to your company’s productivity and growth?
What are your current labor market needs? Future needs?
How can the college help in addressing your challenges?
Improving Advisory Committees Meaningful Engagement
Employer led activities signal to employers that the college is serious about becoming a good partner
Validates their knowledge and expertise
Focus group with some of their colleagues to share information, gather information or problem solve Potential new partners!
Improving Advisory Committees Employer Led Activities
Engage your members beyond the meetings College events Advocacy and promotion of the program (i.e. testifying
at the legislature, raising funds for scholarships)
Create communication channels to maintain interest and involvement between meetings One-page summary of key activities and
accomplishments, college newsletters
Improving Advisory CommitteesContinuous Engagement
Periodically have the members do a self-assessment of their committee Are all members engaged?
Are their discussions at the strategic level?
Do they feel their time is well spent and valued?
Improving Advisory CommitteesContinuous Improvement
Saying “Thank You” in a public manner goes a long way to ensuring long-term commitment and partnership
Say Thank You!
Darlene
Business Partner RecognitionWays To Say - THANK YOU!
President invites employers to join them at college events
Recognize employer contributions in college newsletters and publications
Feature employers in the course schedule
Newspaper Ad thanking employers Advisory Committee celebrations
Copiah-Lincoln Catfish Dinner
• Annual event• Georgia Pacific Catfish Cooking
Team provides a wonderful meal of fried catfish, hushpuppies and coleslaw
• Recognize B&I with several awards– President’s Award– Special Recognition for Service
Green River Community CollegeName That Tune!
Came up with a song for each of the college’s CTE programs Black Water by the Doobie Brothers for Water
Wastewater Program Last Kiss by J. Frank Wilson and the Cavaliers
(remake done by Pearl Jam) for the Autobody Program
Throughout dinner and the recognition program, all of a sudden, everything would stop and the music would play
The first person to correctly identify the program was given a hat or t-shirt