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
Judy Blanchard, Director of Industry Relations Brevard Workforce Brevard County, Florida
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
Who is the Customer?? Job Seeker? Business? Job Seeker and business? Job Seeker, business and the people you work with?
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
Ultimately, what are we trying to do? Make good referrals Train people to have marketable skills Best use of our resources – ROI Sustained Employment
Goals of Business Engagement Community knowledge System knowledge Higher Levels of business engagement More businesses in the Centers!! Every job posted
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.)
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
Engagement Hurtles to Overcome Information Overload Comprehension Contact Turnover Undefined Expectations Disbelief
Tactics Research, research, research Identify what you want to achieve in the call before you make the call Elevator speech
Steps of Engagement Contact Understanding the customer’s needs Build a rapport Establish a plan of action (formal or informal) Execute Obtain feedback
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
Additional TacticsActive ListeningREACH (handout)Service Plan (handout)
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 -
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
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
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
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!!!
Questions or Information Judy Blanchard Director of Industry Relations Brevard Workforce 297 Barnes Blvd. Rockledge, FL 32955 firstname.lastname@example.org 321-394-0567