NYATEP Spring 2008 Workforce New York Conference June 12, 2007 10:45 am – 12:00 pm Retention...
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Transcript of NYATEP Spring 2008 Workforce New York Conference June 12, 2007 10:45 am – 12:00 pm Retention...
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
Dan Salemson
Training & Projects Manager
646-278-5690
Workforce Professionals Training Institute
11 Park Place, Suite 701
New York, NY 10007
www.workforceprofessionals.org