Developing an Employer Driven Workforce Development Program

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Developing an Employer Driven Workforce
Development Program

• NACDEP, April 2007
• Presented by
• Nancy Kukay, Community Development Educator, OSUE
  
• 419-52-8731
• Kukay.3_at_osu.edu

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We are facing a skills shortage

• Why should we focus on this skills shortage? A
  poorly prepared and under-performing workforce
  diminishes our local economy and ultimately
  translates into a reduction in our competitive
  position in the emerging global economy.
• What can we do about this issue? One strategy is
  to develop a workforce training program that is
  aimed at providing a pool of trained prepared
  workers to fit the needs of local employers.

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Local employer driven model of Workforce Training

• Everything from the admission standards,
  curriculum, and performance standards have been
  designed by a taskforce of local employers.
• Goal is to create local buy in for the program
  that is exhibited through planning and financial
  support.

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Goals, Outcomes and Assumptions

• Objective To create a pool of prepared workers
  to meet the needs of the local employers.
• Expected outcomes A workforce that is fully
  prepared to work in local businesses thus leading
  to increased productivity, increased profits for
  local businesses, increase in income for
  individual workers, more stable workforce,
  business expansion.
• The taskforce conducts fundraising for the
  program including the initial start-up costs.
  This program should be self-sufficient after the
  first classes are offered. When a company hires a
  program graduate, that company pays a fee to the
  program. Students also pay tuition.

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Requirements for Successful Completion

• All applicants must meet all admissions
  requirements that include, but are not limited
  to
• Attend a mandatory orientation, complete an
  application for admission, and complete a
  one-on-one interview with a representative from
  the task force.
• Drug screen
• Work keys
• High school diploma or GED
• Tuition payment or make arrangements for payment
• Performance Expectations
• Commitment to attend ALL classes- this is a zero
  tolerance on attendance program
• Demonstrate high quality work ethic- In
  recognition that work ethics is a significant
  problem facing employers course work also
  integrates work ethic standards. For example, all
  students will be expected to arrive for class on
  time, have homework completed on time, and
  actively participate in course activities.

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Program guidelines

• In order to help ensure that course work
  consistently and accurately meets the needs of
  local employers, we will recruit instructors from
  industry. This also serves as an extended job
  interview of students attending this program.
• This program will run only when there is a local
  need for workers.
• Pioneer Technical will recruit, hire, train, pay,
  and evaluate instructors. This third party
  evaluation serves as quality control on
  instruction.
• The success of the program depends on a close
  relationship between the training program and
  local employers. Local manufactures will be asked
  to serve on the program task force, provide input
  and feedback on courses offered, communicate need
  for workers and contribute financially to the
  program.

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Program Costs

• instructor fees
• equipment
• facility costs, as needed
• administrative costs
• testing and evaluating costs
• marketing
• Other/Unexpected

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Role of Extension

• Extension Educators can facilitate this effort.
  Extension brings expertise in organizational
  development, community networking, and guidance
  in creating curriculum for adult learners. The
  Extension Educators can also teach a number of
  courses in the program thus providing an
  opportunity for revenue generation

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Lessons Learned

• Dont assume that everyone understands or will
  support workforce training
• Recruit as many local employers as possible. The
  entire program is built upon and dependant on the
  support of the local employers.
• Secure funding for the program in place as soon
  as possible. Try to get employers to contribute
  to the program early in the planning process.
• Enlist significant opinion leaders in the
  community. This can include chamber directors,
  local elected officials, representatives from
  civic organizations, representative from the
  economic development office.
• Tailor the program for your area. While there are
  many workforce training models, you must tailor
  the program for local demographics, tradition and
  employer needs.

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Lessons Learned

• Engage the support of the Department of Jobs and
  Family Services from the start of program
  planning. ODJfS offices can process hundreds of
  job seekers, this agency can act as a primary
  referral to the employment training program.
  ODJFS can also apply for training grants that can
  be used to underwrite the cost of the training.
• Carefully design a marketing plan based on a
  clear definition of the target audience for the
  program. Is the audience local employers?
  Unemployed? Under-employed?
• Enlist the support of the local media. The local
  media can assist in marketing the training
  program by publishing feature articles about the
  program, publishing all press releases about the
  program and covering the orientation and first
  course offering.
• Plan on at least a year to organize, plan, raise
  funds and implement this program