1. futureworks | Fellowship for Regional Sustainable Development
How Corporations Can
Facilitate Better Employee
Attainment in Your
City/Metro
The Talent Dividend Network
October 2010

2. 1. Internal Focus
2. External Focus
3. Combination of 1 & 2
Three Examples

3. • Human resource policies and practices reviewed for applicability to
desired learning and performance outcomes, including flex time for
learning, up-front tuition reimbursement, OJT, etc.
• Individual and organizational performance aligned to training,
learning and jobs.
• Career pathways mapped, documented and aligned with training.
• Agreements struck with colleges to provide training – sometimes
customized – for employees. Could be on-site or at college. Training
is often very specific to the needs of the individual corporation.
Internal focus:

4. • One-on-one relationships with colleges that provide training and job
placement for potential and current employees.
• One-on-one relationships with community-based organizations that
provide training and support services for potential employees.
• One-on-one relationships with public workforce system agencies
that provide training and support services for potential employees.
• One-on-one relationships with foundations (national and local) that
provide funding and connections to innovative ideas in workforce
development and post-secondary attainment.
• One-on-one relationships with other corporations to benchmark or
collaborate on training initiatives.
• Collaborations that involve all these community stakeholders with
the shared goal of employer- and college-recognized skill attainment
for employees across the region or sector.
External focus:

5. • Internal corporate analysis and action toward aligning training,
learning, performance and corporate policies.
• Community collaborations that involve multiple stakeholders with
the shared goal of employer- and college-recognized skill attainment
for employees and potential employees across the region or sector. .
Combined model:

6. • Understand the businesses being approached and their impact on
the community (economic/social).
• Investigate who the best person in the company is to approach for a
conversation: this could be the CEO, head of Corporate Social
Responsibility, operations manager, human resource director,
training director, head of special projects or community outreach
manager.
• Open the dialogue with an offer to help the company get the skilled
workers they need and to create a talent pipeline in the community.
• Discuss the current methods for training staff, what’s missing, and
the importance of post-secondary credentials to the short and long-
term viability of the region’s workforce and business community.
• Begin to discuss how this can be done, roles and mutual
responsibilities.
What You Should Know When Approaching
Corporations about PSE Connections?

7. 7

8. Managing Partners
1. The Health Alliance of Greater Cincinnati
 Four hospitals, 8,000 employees
2. Cincinnati Children’s Hospital Medical Center
 12,000 employees
3. TriHealth, Inc.
 Two hospitals, 10,000 employees
4. Great Oaks Career Center
5. Cincinnati State Technical and Community
College
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9. Other Partners
1. Dress for Success
2. Mercy Neighborhood Ministries
3. Super Jobs One-Stop Center
4. Greater Cincinnati Health Council
5. Miami University
6. University of Cincinnati
7. University of Cincinnati, Clermont Campus
9

10. Three Interrelated and
Complementary Purposes
1. Access to healthcare careers for underutilized
labor pools
 Lower wage incumbent workers
 Unemployed or underemployed individuals
2. Alleviate regional healthcare workforce shortages
3. Increase the diversity of the healthcare workforce
in Greater Cincinnati
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11. Guiding Principles
1. Focus on job & educational advancement for
low-income adults while simultaneously
meeting employer needs
2. Commitment to map advancement pathways &
opportunities in employment sectors important
to the region
3. Commitment to systemic & sustainable change
within and across institutions
11

12. Role of the Employer Partners
• Always employer led
• Chair the Managing Partners Board
• Participate in the development and funding of a
training facility
• Identify training/hiring needs
• Recruit students/employees
• Provide preceptors and clinical experiences for
students
• Assist with marketing plan/design sustainability plan
• Make accommodations to help the students achieve
success
12

13. Role of Education Partners
• Pre-enrollment assessment
• Remediation for academic preparation
• Expertise on teaching
• Innovative curriculum development
• Financial support for classrooms and staffing
• Provide instruction!
13

14. Role of CBO’s
• Individual tutoring
• ABLE, GED
• Career assessment
• Retention support
• Gap assistance
• Wrap around support services
14

15. How does HCC achieve these purposes?
1. Identify training needed by employers
2. Develop realistic career pathways
3. Remove obstacles/barriers to success:
 Convenient class location, times
 Planned developmental/remedial education
 Prepaid education (not reimbursed after-grade report)
 Transcripted and transferable credits and articulation
4. Create systematic and systemic change
This is NOT customized employer training
15

16. • Multiple entry & exit points
• Employers, CBO’s, Education Providers, others
• Target population:
 Un/ender employer, incumbent workers, others
• Assessment & Pre-post secondary preparation
• 4 career paths:
 Nursing, allied health, rehab, health information technology
• Certification, associate degree, baccalaureate
degree
futureworks | Regional Sustainable Development Fellowship
HCC Career Pathway Model

17. HCC Career Pathway Model

18. Key Outcomes
Over 2,300 Certificate graduates
 99% retention
 $12/hour
 69% employed with benefits
200+ current AAS Degree Students
 Lower wage, incumbent workers – Employee Learners
 80% retention, 3.25 GPA
• Much better than comparable groups
 Academic waiting list eliminated for incumbent
workers
Curricular innovations and seamless pathway
 Integrated math & chemistry
18

19. Evolving New Language;
Esteem Building
“Job Seekers”
• Not: Unemployed
Under-employed
“Frontline Workers”
• Not: Entry level workers
Low pay workers
Low skill workers
“Employee Learners”
• Not: Incumbent workers
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20. Stacey Jarrett Wagner, Associate
FutureWorks
www.futureworks-web.com
Bill Lecher, RN
Senior Clinical Director, Cincinnati Children’s Hospital Medical Center
Executive Director, Health Careers Collaborative of Greater Cincinnati
William.Lecher@cchmc.org