The document discusses how corporations can facilitate better employee attainment in cities and metro areas through workforce development programs. It outlines three approaches: having an internal focus on corporate policies, having an external focus on community partnerships, or combining the two. Examples are provided of programs with an internal focus that align training with jobs and career pathways. Programs with an external focus involve partnerships between corporations and educational institutions, workforce agencies, and other organizations. The Health Careers Collaborative of Greater Cincinnati is provided as a case study, outlining its partners, purposes of increasing access to healthcare careers and addressing workforce shortages, guiding principles, and roles of employer, education, and community partners. Key outcomes include over 2,300 certificate graduates and 200

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