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Stacey wagner billlecher

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  • 1. futureworks | Fellowship for Regional Sustainable Development How Corporations Can Facilitate Better Employee Attainment in Your City/Metro The Talent Dividend Network October 2010
  • 2. 1. Internal Focus 2. External Focus 3. Combination of 1 & 2 Three Examples
  • 3. • 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:
  • 4. • 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:
  • 5. • 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:
  • 6. • 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?
  • 7. 7
  • 8. 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 Center 5. Cincinnati State Technical and Community College 8
  • 9. Other Partners 1. Dress for Success 2. Mercy Neighborhood Ministries 3. Super Jobs One-Stop Center 4. Greater Cincinnati Health Council 5. Miami University 6. University of Cincinnati 7. University of Cincinnati, Clermont Campus 9
  • 10. 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 shortages 3. Increase the diversity of the healthcare workforce in Greater Cincinnati 10
  • 11. 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 11
  • 12. 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 12
  • 13. 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! 13
  • 14. Role of CBO’s • Individual tutoring • ABLE, GED • Career assessment • Retention support • Gap assistance • Wrap around support services 14
  • 15. How does HCC achieve these purposes? 1. Identify training needed by employers 2. Develop realistic career pathways 3. 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 articulation 4. Create systematic and systemic change This is NOT customized employer training 15
  • 16. • 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
  • 17. HCC Career Pathway Model
  • 18. 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 18
  • 19. Evolving New Language; Esteem Building “Job Seekers” • Not: Unemployed Under-employed “Frontline Workers” • Not: Entry level workers Low pay workers Low skill workers “Employee Learners” • Not: Incumbent workers 19
  • 20. 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 William.Lecher@cchmc.org

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