Workforce Training andEducation Coordinating

Board

Employer Engagement: A Possible Model Framework

Agnes Balassa, ESDEric Wolf, Workforce Board

One of three Steering Committee key strategic priorities for the state’s WIOA strategic plan

Pathways and Local Governance/Sector Subcommittees both explored strategies for improving employer engagement.

the big question:

What can we do to engage employers as partners in our workforce development system to produce a better-

trained workforce directly responsive to their skill needs?

Employer Engagement and the WIOA Strategic Plan

Suggested answer: Build on current employer engagement efforts to

create a framework that Aligns across sector strategies, career pathways, etc. Creates greater consistency and shared expectations Recognizes the leadership role required of WDCs in WIOA Provides a vehicle for tracking, training and continuous

improvement Fits together the many pieces of the employer engagement

puzzle

So, Is there value in creating a standardized approach

statewide? Does creating a state framework for employer

engagement help make state guidance and resources clearer to locals?

Employer Engagement and the WIOA Strategic Plan

A proposed model for employer engagement

WIOA Section 197(d)(4) EMPLOYER ENGAGEMENT- Local Boards shall lead efforts to engage with a diverse range of employers and with entities in the region.

Multiple references to employer engagement

New focus on employer-led/employer engaged workforce development strategies:

Sector strategies On-the job-training Incumbent worker training Apprenticeship Etc…

Employer Engagement under WIOA

What exists:

Developed by partnership of 3 WDCs across 2 states to create a consistent approach to business engagement in a regional economy

Why start with this model? Current - the most recent thinking on employer

engagement Informed by/consistent with other models Tested Approved by business

Who informed the development of this model? Research on sectors/employer engagement A business led steering committee WDC directors and staff

The Columbia-Willamette Regional Collaborative Model

Existing State Resources/Strategies State Sector framework Employment and economic

information Reports produced by state

and locals

Phase I: InvestigateGoal: Determine target industries • Determine growth sectors to

investigate • Ensure relevance in two or

more WIB regions • Evaluate industry against

10+ considerations relating to growth, relevance to economic development activities, and other key factors

• Make a recommendation to the Regional Competitiveness Committee (RCC)

• Pursue approved industries using the 5-phase approach

Quantitative Data

Analysis

Core /driver industriesInter-industry linkages

Qualitative Validation

Data validation thru on-the-ground, real-time observation

Collaboration:

Strategies…

Action

What could we do to take this to the next level?

Emphasize skills and competencies (Attachment A: The German Federal Employment Agency’s Virtual Job Market)

Explore opportunities to use Monster/common management information system (MIS)/other sources of labor market data to inform data-based mapping of job-seeker skills and competencies, as well as employer needs

Phase I: Investigate

Phase II/III: Inventory & Analyze/ Convene

Goal: Vet growth trends, produce industry report

• Conduct a baseline review of demand-side (employer) and supply-side (labor pool) data

• Analyze industry trends, review existing research/reports

• Conduct employer workforce survey to gather primary, local data

• Analyze gathered intelligence

• Produce a brief industry re-port focused on local issues, trends, and labor shed data

Goal: Prioritize potential workforce initiatives

• Present potential workforce initiatives and investments to industry

• Collect input from industry about how to prioritize potential strategies

• Identify industry stakeholders who commit to guiding implementation of identified priorities.

• Convene industry panel(s) targeted toward specific strategies

• Develop preliminary action plans for selected initiatives

Existing State Resources/Strategies• Employer

Engagement Checklist (Attachment B) Business Impact Primer (Attachment C)

• Industry Skill Panels (Attachment D)

What could we do to take this to the next level? Feedback in subcommittees is that the system could

do a better job “speaking the language of businesses” and coordinating employer outreach. Prioritize enhanced professional development on

employer engagement strategies and tactics Support WDC requirement to “lead employer

engagement” Encourage WorkSource as a single point of contact for

business access to workforce system services, facilitating relationships between employers and the one-stop partners

Use new Monster solution as labor matching service for all job seekers

Phase II/III: Inventory & Analyze/ Convene

Existing State Resources/Strategies Multiple efforts already on

the ground A robust toolbox to draw

from: Training and skill

certification – classroom/online, on-the-job, apprenticeship, career pathways, etc.

Enhanced employee recruitment and job matching

Phase IV: ActGoal: Implement workforce initiatives

Develop an operational plan for WIB staff

Execute plans, monitor progress

Provide Industry Panels and Collaborative leadership with status reports at agreed-upon intervals.

Identify roadblocks or barriers and address them in a timely manner.

Continue to re-evaluate industry trends in real time as initiative(s) are carried out

What could we do to take this to the next level?

Invest in the training and deployment of career and business navigators

Expand availability of just-in-time training, credentialing, and customized training

Phase IV: Act

Existing Resources/Strategies Possible Model Tool:

Oregon Workforce System Sector Progress Report (Attachment E)

Other tools may also exist throughout the state.

Phase V: EvaluateGoal: Produce a final report, identify next steps

• Conduct quantitative and qualitative data collection through a variety of methods from project participants and stakeholders

• Analyze data and vet initial findings • Prepare reports targeted to industry

employers and consortia, public officials, and media

• Present findings, where appropriate, to targeted groups in web-based or in-person forums

• Convene Industry Panel for close-out meetings to articulate a final recommendation to the RCC regarding next steps with the industry.

Developed in Oregon in 2014 to inform the state workforce board on progress toward implementing sectors Created by state LMI

group and a team of partners in response to Governor’s Office request.

Serves as a tracking tool to accompany a model like the Columbia-Willamette Collaborative

A WA version could be built into state & regional/local strategic plan

Tracking and Self-Assessing Employer Engagement Strategies

Should we build on current employer engagement efforts to create a framework like the one presented?

Is there value in creating a standardized approach statewide?

Does creating a state framework for employer engagement help make state guidance and resources clearer to locals?

Employer Engagement and the WIOA Strategic Plan

Next Steps?