Proposed Pinal County Local Workforce Development Board Business Service Strategy

Transcription

1 Proposed Pinal County Local Workforce Development Board Business Service Strategy

2 Overview WIOA emphasizes engaging employers across the workforce system to align training with needed skills and match employers with qualified workers. For the purpose of this strategic outline: Employer Engagement represents system-wide workforce development activities and initiatives that request employer input in order to better align training needs with required skills, or to better connect the right job with the right employee Two objectives are proposed to drive towards a unified system-wide employer engagement approach for Pinal County Copyright 2016 ARIZONA@WORK Page 2

3 Proposed Business Service Strategy for Pinal County OBJECTIVE 1: Strategically align efforts and effectively leverage resources through the convening of Pinal County workforce development system agencies that participate in Employer Engagement activities. How we re going to get there: a. Identify Pinal County organizations that participate in employer engagement activities and initiatives b. Facilitate convening of organizations to identify areas of overlap and duplication c. Facilitate the strategic alignment of Employer Engagement efforts and leveraging of system-wide resources d. Administratively support system-wide Employer Engagement activities and initiatives Copyright 2016 Page 3

4 Areas of Overlap to Explore Central Arizona College (Multiple) Job Fairs (In Progress) Goodwill Employer Outreach Coordination Industry Convening Sessions (Multiple) Other Activities Linkages, United Way, Seeds of Hope, Achieve Pinal, Pinal-Gila Council for Senior Citizens, etc. Copyright 2016 Page 4

5 Job Fairs Gap: Workforce Development system agencies practice little to no collaboration with other agencies when scheduling and conducting job fairs for Pinal County employers. a. Job Fairs may be less effective for Local Area employers because they are conducted by multiple agencies in non collaborative settings b. Employers may be asked to participate in multiple events because of a lack of agency collaboration c. Current practices may be self-serving as employer needs are not at the center of scheduling arrangements d. Local area is not taking advantage of Industry focused job fair models (Health Care, Manufacturing, Retail, etc.). Include industry approved career pathway at industry specific job fairs Copyright 2016 ARIZONA@WORK Page 5

6 Job Fairs Future: Workforce Development system agencies participate in an employer centric shared model for conducting job fairs Retail/Customer Service Health Care Comprehensive Job Fair Sample Government Construction a. Job Fair dates are agreed upon and coordinated b. Events become a shared responsibility and strategically scheduled c. Employer contact for job fair participation is seamless and well coordinated d. Coordinated efforts focus on a singular comprehensive job fair and targeted sector specific job fairs annually Copyright 2016 ARIZONA@WORK Page 6

7 Employer Outreach Gap: Workforce Development system agencies practice little to no collaboration with other agencies when contacting Pinal County employers. a. Multiple contacts of the same employer about services offered (sometimes from same organization) b. Mixed messaging in available services Gap: Labor Market Information is not being used to drive strategic employer outreach. a. What industries are emerging in the various regions of the county? b. What skill sets are needed to support that growth? Copyright 2016 Page 7

8 Employer Outreach Future: Workforce Development system agencies participate in well coordinated employer contact throughout Pinal County a. Web-based collaboration tool for sharing employer contact schedule and discussions b. Common outreach information packets for sharing partner services with employers c. Organizations who participate in employer engagement activities are aware of and speak intelligently about system-level services and resources d. Employer outreach geographically structured divide and conquer e. Data used to prioritize employer contact Copyright 2016 Page 8

9 Industry Convening Sessions Gap: No scalable models for organizations to utilize when deciding on how best to convene a specific sector a. Not every sector initiative needs to have the same look b. Tailor initiatives to meet the needs of industry c. Not every sector initiate needs to result in a formal partnership Gap: Data-driven decisions not being used when deciding to engage a particular sector. a. Industry need and data should justify use of resources b. Industry need and data should determine depth of sector initiative Copyright 2016 ARIZONA@WORK Page 9

10 Industry Convening Sessions Gap: No mechanisms are in place to get the collective voice of industry prior to pursuing a sector initiative. a. Voice of customer should always be considered when designing processes and programs b. The build it and they will come mentality is extremely haphazard Copyright 2016 ARIZONA@WORK Page 10

11 Industry Convening Sessions Future: Evidence based decision-making that takes into account voice of the customer, data, and frontline knowledge is used to justify scalable industry convening initiatives. a. Implementation of data driven processes and procedures for evaluating the need for sector initiatives b. Refined sector strategy models available to tailor based on industry need c. Methods developed to capture industry input on a regular basis Surveys, Lunch and Learns, Industry specific job fairs, etc. Copyright 2016 ARIZONA@WORK Page 11

12 Pinal County Employer Engagement Strategy OBJECTIVE 2: Foster an environment that provides a prepared workforce for Local Area employers through the strategic expansion of Pinal County s workforce development pipeline. How we re going to get there: a. Accomplishment of Objective 1. b. Facilitate professional skills soft skills development initiatives throughout Pinal County. c. Develop and implement system-level Career Pathways. d. Identify opportunities to promote in-demand or emerging occupations to current and future labor force participants. Copyright 2016 ARIZONA@WORK Page 12

13 Accomplishment of Objective 1 Accomplishing Objective 1 aligns Pinal County s Workforce Development System agencies which in turn creates an environment more conducive to successful workforce development activities and initiatives. Copyright 2016 ARIZONA@WORK Page 13

14 Professional Skills Development The high demand for Soft Skills spans across industries and occupations in today s labor market and could be considered the foundation upon which a quality employee is developed Copyright 2016 ARIZONA@WORK Page 14

15 Professional Skills Development Gap: No current practice in place that emphasizes the development of soft skills across future and current workforce. If this is not addressed, our talent development pipeline will remain inefficient. Garbage in, Garbage out a. Identify what each workforce development stakeholder is doing in this area and align efforts b. Identify what K-12 schools are teaching students about soft skills and how those skills are reinforced via expected behaviors c. Work with employers to develop initiatives that align and sustain soft skill development efforts with industry needs Copyright 2016 Page 15

16 Professional Skills Development Future: Soft skills are introduced and practiced early and often in the K-12 learning environment. Students entering the Labor Force are Job Ready regardless of their industry of choice. Soft skills development continues to be intentional in those occupations that employ a high percentage of youth. Retail Trade and Food Services -14,000+ employees in Pinal County -Incentivize development of soft skills and tenure Education -Incentivize timely completion of Industry recognized credential or related program Better Employment -Retail and Service workers complete career transformation Possible Model Copyright 2016 ARIZONA@WORK Page 16

17 Career Pathways Career pathways offer a clear sequence, or pathway, of education coursework and/or training credentials aligned with employer-validated work readiness standards and competencies Copyright 2016 ARIZONA@WORK Page 17

18 Career Pathways Gap: Different workforce development agencies are developing different Career Pathways models. Models should align regardless of system point of entry. a. Identify what each workforce development stakeholder is doing in this area and align efforts b. Once efforts are aligned, work with employers to gather industry input c. Don t miss out on the opportunity to build pathways without an academic component (Some workers can advance in careers without going to school) Copyright 2016 ARIZONA@WORK Page 18

19 Career Pathways Future: Career Pathway development occurs collaboratively amongst workforce development agencies. Pathways are clear, industry backed, and present career progression opportunities with and without academic components. Copyright 2016 Page 19

20 Copyright 2016 Page 20 Got Thoughts?