NYATEP Spring 2008 Workforce New York Conference June 12, 200710:45 am – 12:00 pm

Retention Intervention: Effective Strategies to Keep Job Seekers

Connected to Your Program

www.workforceprofessionals.org

• Pair up with the person next to you (preferably someone you don’t know)

• Discuss with your partner the following:

“Describe a negative situation at a previous job that made you want to or actually

caused you to quit.”

Worst Job

• Long-term self-sufficiency– The goal of workforce development is to help people move

into self-sufficiency so they can survive without public benefits

• Funding demands– Public and private funders increasingly tie funding to

outcomes, especially longer-term results

• Program efficiency – Less drop-off = less recruitment / processing required to meet

numbers. “Invest in your existing customer base”

• Motivating and inspiring staff– If all we do is help people achieve dead-end jobs they

probably could have gotten on their own, our work will quickly come to seem pointless

Why Focus on Retention?

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Retention Approaches

• How does Umpqua bank keep its customers?– Creates a sense of community through

attractive services not necessarily related to core mission

– Provides comfortable physical spaces– Enticing names, such as “store” or

“community hub” rather than “branch”– Excellent customer service

Retention Lessons from the Business World

• For many job seekers, the primary barrier to employment lies in negative self-perceptions and poverty of imagination.

• To keep people involved, create a sense of the possible:– Visible displays of success such as posters, a

“wall of fame”, career ladder models – Use success stories from former job seekers

to keep people motivated

Inspire Hopes & Dreams

Apart from external demands (such as childcare), emotional connection is key. Do participants feel your program provides:

1. Honest and frequent two-way communication?2. Challenging, exciting work?3. Frequent recognition and reward for performance?4. Some degree of control over work?

If you don’t know, ask! Use a formal “Job Seeker Success Survey” such as the one in your handouts

Build Personal Connections

• Allow participants to shape and direct as much of the program as possible

• Set & maintain high expectations that match how job seekers will be expected to act on the job

• Remove barriers as much as possible

• Build retention into every aspect of the program

Empower Job Seekers

• In the words of Dr. Bob Nelson, the “Guru of Thank You,” feedback should be provided ASAP3 (ASAP Cubed)– As Soon -- As Specific – As Sincere -- As Personal

• Certificates, handwritten notes, public acknowledgement and applause are often more effective than cash

Recognize, Recognize, Recognize

Staying ConnectedOnce they are out the door…

• Don’t rely on just one approach: phone, flyers, email, etc.

• Establish phone trees to spread communication and leverage the power of peer relationships

• Use social networking sites like MySpace and Linked In to stay connected, especially when working with young people

Maintain lines of communication

• Empower into participation– Agenda shapers– Co-facilitators– Recruiters– Guest speakers

• Make alumni meetings “events,” with raffles, door prizes, other goodies

• A “club card” creates an attendance goal

Create Excitement

Overcoming Resistance

With a partner, chose and discuss one of the statements below you might hear from a job seeker about to quit

1. “This program sounds like the last place I was at, and they didn’t do anything for me.”

2. “No one calls me for interviews and every time I go to fill out an application, the job is already filled. I might as well give up.”

3. “You’re not really interested in me, you just want my paystub so you can get paid. I found the job on my own, so I don’t owe you anything!”

4. “I have to watch my children after work, so I can’t make it to alumni groups.”

Retention Responses

• Use the attached tool for your organization to look at:– Inspire Hopes & Dreams– Build Personal Connections– Empower Participants– Recognize Success

Good Luck!!!!!!!

Analysis & Action Plan

Current Strategy What Works

About Current Strategy?

What Does Not Work About

Current Strategy?

Stakeholders Involved

What Steps Could Be Taken to Improve Current Strategy?

PHYSICAL SPACE:

RECRUITMENT STRATEGIES:

MARKETING MATERIALS:

INTAKE/ORIENTATION PROCESS:

First Impressions Count: Analysis and Action Plan

Worksheet

Amy Landesman

Director of Training

646-278-5687

alandesman@workforceprofessionals.org

Dan Salemson

Training & Projects Manager

646-278-5690

dsalemson@workforceprofessionals.org

Workforce Professionals Training Institute

11 Park Place, Suite 701

New York, NY 10007

www.workforceprofessionals.org