Taking care of business ppt

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Taking care of business

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  • Primary learning objectives for today’s session …….
  • Where all of these are our customers – the business is the primary customer – the are the locus of control!Without the business to render the employment transaction – we can’t place jobseekers.We have to go to the business to show performance!
  • Paramount that you know the labor market profile of your areaWhere does it make sense to apply your resources??
  • You guys get this … you need to carry the message to your staff – you have to sell it!!We need good referrals because we have to show performance thru placementsWe really don’t have any control once referredSustainability is the lynch pin for our success
  • As mentioned …after the referral process we really have no control. Sustained employment is our goal …. Key to success!!
  • Business needs to be the focus of your team … they are our priority customer.Long-term relationships are the goal … they will come back to you when they need something …even if they don’t know what it is!
  • Either they don’t know what we do or they expect miraclesJob postings … done in a few minutes or they really want us to do it for them!They want the talent now!We are part of the government and we have too much red tape to be helpfulPerception … we are unemployment or the welfare officeHistorically – very little follow-up with the employer
  • Typical behavior of a rep … read to them, get in/get outThey don’t understand, or care, about our acronyms and processes – only have it affects themOvercome with consultative approachYou have to ask smart questions and be able to analyzeShut up and listen!
  • The research component is imperative for a positive outcome – have to know before you go!The first call you want an appointmentAt the appointment you want a commitment – not another appoitment
  • REACH – Developed by ARBORService Plan – have one
  • Typically BS units are created out of need and internal folks are retaskedHistorically we stumble into employer engagements/relationships: out of a necessity to place jobseekers
  • Good mix of strengths – equal balance of sales and consultative
  • Understanding your Menu of Services and relating the appropriate service to the individual need is paramount
  • Performance benchmarks are crucial to performance outcomesMust establish individual performance measures based off of individual strengths – set short-term for your achievers and recognize individual successes privately Team must understand how they fit into the overall organization’s performance
  • External – ACDC partnership and what it did for us ….
  • Taking care of business ppt

    1. 1. Judy Blanchard, Director of Industry Relations Brevard Workforce Brevard County, Florida
    2. 2. Objectives Clear understanding of who the primary customer is and why Foundational knowledge of what services we provide to businesses Better understanding of tactics used in engaging businesses
    3. 3. Who is the Customer?? Job Seeker? Business? Job Seeker and business? Job Seeker, business and the people you work with?
    4. 4. Where can we make the greatest impact? Brevard Snapshot:  31,000 unemployed (June 2012: 9.4%)  22,103 registered in EFM (state database) in the last year  270,295 labor market  15,000 businesses in the area  40% have no employees  80% of the area employees are employed by 2,000 businesses
    5. 5. Ultimately, what are we trying to do? Make good referrals Train people to have marketable skills Best use of our resources – ROI Sustained Employment
    6. 6. Unemployment to SustainedEmployment
    7. 7. Goals of Business Engagement Community knowledge System knowledge Higher Levels of business engagement More businesses in the Centers!! Every job posted
    8. 8. Where you need to drive your BusinessServices team … Businesses are your priority customer They remain your customer over time You develop a thorough understanding of their business so that you can better understand their needs You are representing them with internal processes (communications with other staff, programmatic services, etc.)
    9. 9. What are Businesses Expectations? Not much and too much Fast and easy job postings – 10 minutes tops People in a day – or yesterday Government Unemployment office and welfare transition Poor customer service and poor follow-up
    10. 10. Engagement Hurtles to Overcome Information Overload Comprehension Contact Turnover Undefined Expectations Disbelief
    11. 11. Tactics Research, research, research Identify what you want to achieve in the call before you make the call Elevator speech
    12. 12. Steps of Engagement Contact Understanding the customer’s needs Build a rapport Establish a plan of action (formal or informal) Execute Obtain feedback
    13. 13. Elevator Speech Develop a “grabber” statement that will catch the listener’s attention Show your passion for what you do Keep it brief, people generally tune out after 15 seconds Focus on the strengths and features of your services Know what you want the outcome to be Make sure you practice, practice, practice so it sounds effortless Don’t use jargon or acronyms that might be unfamiliar to your audience Focus on what you can do for the listener and how you can help them solve their problems – this means knowing (in advance) what those problems might be Develop different versions of your elevator speech to use in different settings and with different audiences
    14. 14. Additional TacticsActive ListeningREACH (handout)Service Plan (handout)
    15. 15. Hiring a Business Services Team Identification  How we went about developing the blueprint  Core competencies – different from typical workforce blueprint  Business Development KSA’s  Analysis of past performers (job description – handout)  Assessment using strength identifiers (interview questions – handout)  Need a good mix of strengths -
    16. 16. Hiring a Business Services Team Recruitment  Candidate Selection – industry experience trumps workforce experience  Vast industry backgrounds  Good foundation of business practices  Sales background helpful  Consultants
    17. 17. In-depth Training Arrive with core competencies – no need for Sales 101 What they need:  Belief  In-depth knowledge of Menu of Services  Communicate with stakeholders (industry/education/staff)  Workforce knowledge a plus – can be taught  Services support a need – not just offerings
    18. 18. Motivating the Business Services Team Establish performance benchmarks Individual performance measures Team building Acknowledgement – private and public Understand organization goals and mission Supportive of your Business Services Model:  Direct = quantitative  Consultative = qualitative
    19. 19. Hallmarks of Success Partnership Development  Internal – staff support for recruiting, job fairs, workshops, intelligence sharing  External – Stakeholder Relationships  Commitment of business and community to the system  Driving education curriculum development  Indentifying industry challenges  Strategic development and growth  Grant partnerships  Advisory board members  Focus group participants  Career Center engagements  PLACING JOBSEEKERS!!!
    20. 20. Questions or Information Judy Blanchard Director of Industry Relations Brevard Workforce 297 Barnes Blvd. Rockledge, FL 32955 jblanchard@brevardwokforce.com 321-394-0567

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