The document discusses excellence and summarizes the Central Florida Jobs Initiative program. The program aims to equip job seekers with the skills and behaviors needed to become excellent employees. It does this through a six-module course focusing on performance excellence, the challenges faced by both job seekers and employers, and the attitudes that foster employee engagement and retention. The goal is to provide employers with qualified candidates and provide support to reduce employee turnover.

1. Excellence

2. Excellence is an art won by training
and habituation. We do not act rightly
because we have virtue or excellence,
but we rather have those because we
have acted rightly. We are what we
repeatedly do. Excellence, then, is not
an act but a habit.
Aristotle

3. Perfection is not attainable, but if
we chase perfection we can catch
excellence.
Vince Lombardi

4. By appreciation, we make
excellence in others our own
property.
Voltaire

5. Finally, brothers and sisters, whatever is
true, whatever is noble, whatever is
right, whatever is pure, whatever is
lovely, whatever is admirable—if
anything is excellent or praiseworthy
—think about such things.
Philippians 4:8

6. “Equipping and empowering job seekers to
become excellent employees”

7. History

8. Our beginning
 Founded in 1992, Christian H.E.L.P. was
created to provide employment assistance in
addition to material and spiritual support for
the unemployed.

9.  TheCentral Florida Employment Council
(CFEC) was developed two years later as an
extension of our employment service, offering:
6 Major Job Fairs
Job Board
Job Search Seminars
Resume Assistance

10. Out of the desire and need to further improve the
services we extend to both job seekers and area
employers, the Central Florida Jobs Initiative
was formed.

11. Program Development

12.  Inoutlining the purpose and defining the
objectives of our initiative, we employed the
STAR strategy:
 Assess the Situation
 Determine the Task
 Take Action
 Quantify the Results

13. According to the Department of Health and
Human Services, the 2012 poverty guideline
for the 48 contiguous states for a
family/household of 4 is $23,050. In Metro
Orlando, an astounding 30% of households
make less than $25,000.

14. Assessing our own client database, we
identified a large population of transitioning
professionals who are unprepared,
overwhelmed, and frustrated by the tedious
and sometimes unpredictable job-search
process.

15.  We began to survey, listen, and assess our client
concerns.
 The feedback provided a better understanding
of the personal and professional challenges that
could hinder progress.
Survey
Survey

16. We also researched and surveyed organizations to
determine their employment needs and better
understand the challenges they face with
attracting and developing
talent.

17.  Develop a comprehensive training
program that:
1. Establishes Performance Excellence
as the curriculum foundation
2. Identifies and addresses challenges of
job-seekers and employers
3. Highlights the behaviors and attitudes
that foster employee engagement

18. CFJI Completion
 Job-ready employment candidates
 Employees who are engaged and able to
adapt to organizational culture
 A built-in support system to aid in
employee retention and development

19. Program Dynamics

22. EVALUATION
 Among other traits, the
assessment measures
and evaluates skills,
interests, and integrity,
all of which are
important to employee
engagement and job
satisfaction.

23. During our six-module course, we will:
Discuss and highlight the importance
of Performance Excellence throughout
each stage of the job search
Impart strategies that lead to improved
task completion
Evaluate class participation,
homework completion, and attendance
as standards for successful program
completion

24.  One objective of
the CFJI is to
present employers
with a pool of
qualified applicants
from which to
interview and
possibly select.

25.  Asan intermediary, the CFJI will also alleviate
some of the burden of Talent Sourcing by :

26.  An additional referral source
 Access to a database of employer partners
 The opportunity to share resources
 Increased visibility in the corporate
community
 Improved program services

28. Final Thoughts:
Something to Consider

29. Several well-regarded studies have recently estimated
the cost of losing an employee:
The Society for Human Resource Management (SHRM),
estimates that it costs $3,500.00 to replace one $8.00 per
hour employee when all costs — recruiting, interviewing,
hiring, training, reduced productivity, et cetera, were
considered. SHRM’s estimate is the lowest of 17 nationally
respected companies who calculate this cost!

30. This is our initiative. Your support is vital to the success of the program
and continued economic growth of Central Florida.

31. Questions?

32. Thank You
for your time and consideration.
Please feel free to contact us with any
questions or further information.
Sandi Vidal Zeynep Portway
Executive Director Program Manager
sandi@christianhelp.org zeynep@christianhelp.org
(407)834-4022 (407)834-4022
Norma M. Perez Michael D. Johnson
Program Coordinator Program Coordinator
norma@christianhelp.org michael@christianhelp.org
(407) 796-3938 (407)796-3650