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Dr. David Garvey Director, Nonprofit Leadership Program
University of Connecticut
Rewired and RehiredHelping Experienced Workers Transition
to New CareersUniversity Professional & Continuing Education Association
96th Annual ConferenceToronto Canada
April 7, 2011
Rebecca Smith Vice President
San Diego Workforce Partnership
Vicki Krantz Director
Business, Science & Technology ProgramsUC San Diego Extension
What We Will Learn
1. The Aging of America Retooling Opportunities for Continuing Education
2. Workforce Investment Boards: Your Partner in New Employment Market Dynamics
3. The Changing Nature of the Job Market: Especially for Seasoned White Collar Workers
4. Two Coasts, Two Programs, Same Need.
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The Aging of America
Retooling Opportunities for Continuing Education
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America and its Workforce is Aging
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But we are not alone.
Note: The third world is young.
The G8JapanItalyGermanyUKFrance CanadaRussiaUSA
America and its Workforce is AgingA Sneak Peek
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America and its Workforce is Aging
Trends
Key Resources and What They are Saying
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Boston College Sloan Center on Aging and Work Data
Lifestyle
Transition
America and its Workforce is Aging
Trends
Key Resources and What They are Saying
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Boston College Sloan Center on Aging and Work
Older employees more engaged than younger employees
HealthiestMost EducatedSocially Engaged
Transferable Skills- Excellent Learners
Workforce Investment Boards
Your Partner in New Employment Market Dynamics
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Rebecca Smith Vice President
San Diego Workforce Partnership
community
reality
challenges
opportunities
solutions
FUNDING FUTURE
success
The Changing Nature of the Job Market
Especially for Seasoned White Collar Workers
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San Diego Job Marketo
2008/09 Recession
Unemployment – Climbed to 11%– Fully half were white-collar workers with college degrees
Retraining Thousands came to UC San Diego Extension to
refresh their skills and improve their employability
Job Market Study
Findings: Average time on the job
o Private sector = 2 years Today’s employees change:
o Jobs every 2 yearso Companies every 3 yearso Industries every 4 years
26% of America’s workforce o are now “non-standard”
Temps, Part-time, Contractors
Two Coasts, Two Programs, Same Need.
Career Transition & Development Program For White Collar Workers
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University of California at San Diego: Career Transition & Development Program
A Proposal
UC San Diego approached the San Diego Workforce Partnership with a proposal to do a pilot program with two primary goals:
1. Assist unemployed professionals to transition successfully to new jobs
2. Equip them to manage their careers more effectively from now on
New Program Born to Address Need
Career Transition & Development for White-Collar Professionals
Launched June 2010 45 participants; 3 cohorts of 15 each
Admissions requirements College-degreed professional Minimum 5 years work experience Currently unemployed & collecting UI benefits
Program Overview
Part I: Taking Charge of Your Job Search Assessments, web portal, R&D, mapping a plan, branding, networking etc.
Part II: Managing Your Career Negotiating, onboarding & career
managementPart III: Staying On Top
Trends, technology, career planCareer Transition & Development Program
Participant Profiles
Ages34-to-79 years old
Education: Bachelors Degree = 100% Masters Degree = 48% PhD = 10% MD = 1% JD = 1% Career Transition & Development Program
Participant Profiles Continued
Occupations Architects, accountants, attorneys,biochemists,
car dealer, choreographer, engineers, home builder, human resource managers, IT specialists, marketing & sales, medical director, project managers, purchasing & supply chain specialists, scientists, teachers, and even a career coach.
Career Transition & Development Program
Program Design
15 weeks, 90 hours of instruction Assessments Career Coaching: up to 4 one-on-one
meetings Mentoring Teams 24/7 Online Tools Data Collection: Pre- and post-surveys
Career Transition & Development Program
Results: The Numbers
• 60% have landed a new job• 25% say they are “very confident” they will
get a job offer within 90 days• 10% say they are “confident” of getting a job
offer soon• 5% are still unsure of their path forward
Career Transition & Development Program
Results: Attitude Adjustments
• No longer “passive victims” of today’s job market upheavals, they have learned to:– Know Your Story– Know Your Market– Position Yourself– Manage Your Career
• Have agreed to stay in touch, enabling long-term data collection Career Transition & Development Program
A Few Stories
Medical Director now entrepreneur
Architect now photo artist
Home Depot Manager now restaurateur
Olympic Training Center Director
now college sports directorCareer Transition & Development Program
Very Successful Joint Venture with San Diego Workforce Partnership
A. Strong partnership was key to successB. Funded additional cohorts, over 125 participants so farC. Communicating with One-Stop Career Centers was vitalD. Recognizing that universities’ Continuing Education
divisions are uniquely equipped to meet these needs
Career Transition & Development Program
Encore!Hartford
A workforce development program targeted to seasoned corporate dislocated workers seeking to transition their expertise to professional and managerial employment in the nonprofit sector.
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The 2016 Nonprofit Management Shortage
Daring to Lead, CompassPoint, 2001, 2006Executive Director Tenure and Transition in Southern New England, 2004The Nonprofit Sector’s Leadership Deficit, Bridgestar Research, 2006The Leadership Deficit, Stanford Social Innovation Review, 2006and other national and local indicators.
Need for 2.4 times the number of senior managers currently employed.
2016 Projected Management Need
2007 Current Management Size
Inadequate Succession
Nationally 640,000 — 1,250,000Connecticut 12,288 — 24,000
Boomer Retirement
Increased Demand
Growing Loss of Leadership in Nonprofit Sector
Make A Positive Out of Negative Trends
Rising Age of CT Workers1
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Nation’s Economic Downturn
8.8 Non-Seasonal Unemployment Rate in April (above state’s rate of 8.5).
5 municipalities with double digit unemployment.
Job losses in manufacturing, professional and business sectors the most prevalent.
Employment Conditions North Central CT
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Community LeadershipEmployment
Community Engagement
Education
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Targets: 1. Dislocated White Collar Professionals
2. Managerial Employment Needs of Connecticut Nonprofits
Denver’s Philadelphia’s Tucson's
Learning from State and National Pioneers
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November, 2009
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Impact of Encore!Hartford
A pilot
DesiredOutcomes
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Lead Agencies
Deep Immersion in the Connecticut Nonprofit
Sector
44 hours of Classroom Skill-Transition
Training
Resume Development and Coaching
Field Job Shadowing
Two month Full-Time Encore Fellowship in a
Nonprofit38
$22,50010 Encore Fellows
$2,250 Tuition10 Encore Fellows
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2010 class of Encore!Hartford pictured at the Northwest Boys and Girls Club of Hartford with Samuel S. Gray, Jr., President & CEO of the Boys and Girls Club of Hartford (Center). Ted Carroll, President of Leadership Greater Hartford is the first in the back row on the left. Gray and Carroll worked with the Encore Fellows that day.
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54 Applied. 23 Accepted
1. Project Manager, AETNA2. Head of Group Long Term Care Insurance Products, AETNA3. Associate VP, Senior Counsel, AMERIGROUP Corp4. Vice President of Corporate Relations, Burlington Northern Santa Fe
Railway5. Customer Service Training Manager, CIGNA Corporation, 6. Assistant Vice President, Citizen’s Bank 7. Training Consultant, Connecticut Medical Insurance Company8. Chief Administrative & Human Resource Officer, Blum, Shapario &
Co.P.C,, 9. Director of US Sales, DSPA Software10.Implementation Manager, The Farmington Company11.Group Product Manager, General Foods Corporation12.Director of IT Finance for International Division , The Hartford13.AVP Employer Life and Association Claims Operations, The Hartford14.Director of Marketing, INTEREP Media, NY 15.Director of Human Resources, Jefferson Radiology16.Mathematics and Science Teacher, J. F. Kennedy Middle School 17.Community Development Manager, Town of Manchester18.Associate Director of Training, MassMutual
19.Director of Business Development, Nielsen Company
20.IT Communications Consultant, Pfizer 21.Senior Manager, CPA, PriceWaterhouseCoopers 22.Director of Engineering, Siemens Enterprise Communications 23.Director of Internal Communications, United Technologies
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Resume Transition & Coaching
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1. Introduction to the Nonprofit Sector Village for Families & Children and Bridging to an Encore Career
2. Personality and Leadership in Nonprofits Village for Families & Children
3. Leading Nonprofits Northwest Boys & Girls Club of Hartford
4. Governing Nonprofits Connecticut Science Center
5. Assessing Job Shadow Days United Way of Central and NE CT
6. The Job Search Process Women’s League Child Development Ctr.In The Nonprofit Sector
7. Results-based Accountability Wilson-Gray YMCA
8. Nonprofit Strategic Planning Bushnell Center for the Performing Arts
9. Nonprofit Accounting and Budgets My Sister’s Place
10. Funding Nonprofits Avery Heights Retirement Community
11. Managing Human Resources Community Health Services
12. Networks, Advocacy, and Social Media Hands on Hartford Manna Soup Kitchen 43
Fellowship Sampling
•Strategic plan consultant at Achieve Hartford!
•Fundraising event manager at the Hartford Public Library
•Birth-to-Three advocacy project manager at Key Human Services, Inc.
•Investment advisory for the Middlesex County Community Foundation.
•Earned-income strategy development at the Hill-Stead Museum
•Advising attorney at Eastern Connecticut Health Network
•Collaboration manager for Family Life Education
•Business continuity plan developer for Our Piece of the Pie.
•Marketing and communications plan for Social Enterprise Trust
•Organizational development consultant for Community Health Center, Inc.
•Distribution planning strategist for Foodshare
Two Month, Full-time FellowshipIn a Greater Hartford Nonprofit
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Monthly Post-Encore Job Search Meetings
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Summary of Results to Date
Pre PostInterviews by Nonprofit 20% 100%
Employed 78% Of those employed
Full Time 72%Part Time 28%
Nonprofit 78%Corporate 22%
For a detailed review of Encore!Hartford Pilot outcomes go to: continuingstudies.uconn.edu/professional/nonprofit/encore/pdf/Encore%20Hartford%20Pilot%20Outcome%20Report.pdf
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“One word to describe what Encore!Hartford gave me?
Confidence.The confidence to understand and
utilize my skills to positively serve others.”
— Encore!Hartford FellowHartford Business Journal, July, 19, 2010
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From the Encore!Hartford Fellow Perspective
100% said the program was worthwhile.
96% gave it the highest rating of Very Worthwhile!
From the Nonprofit Host Perspective
96% said they would do it again.
For a detailed review of Encore!Hartford Pilot outcomes go to: continuingstudies.uconn.edu/professional/nonprofit/encore/
pdf/Encore%20Hartford%20Pilot%20Outcome%20Report.pdf
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Thank youDavid Garvey 860-486-2574 University of Connecticut [email protected]
Vicki Krantz 858-534-8138UC San Diego Extension [email protected]
Rebecca Smith 619-228-2904 San Diego Workforce Partnership [email protected]
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