2. Objectives
Clear understanding of who the primary customer is
and why
Foundational knowledge of what services we provide
to businesses
Better understanding of tactics used in engaging
businesses
3. Who is the Customer??
Job Seeker?
Business?
Job Seeker and business?
Job Seeker, business and the people you work with?
4. Where can we make the greatest impact?
Brevard Snapshot:
31,000 unemployed (June 2012: 9.4%)
22,103 registered in EFM (state database) in the last year
270,295 labor market
15,000 businesses in the area
40% have no employees
80% of the area employees are employed by 2,000
businesses
5. Ultimately, what are we trying to do?
Make good referrals
Train people to have marketable skills
Best use of our resources – ROI
Sustained Employment
7. Goals of Business Engagement
Community knowledge
System knowledge
Higher Levels of business engagement
More businesses in the Centers!!
Every job posted
8. Where you need to drive your Business
Services team …
Businesses are your priority customer
They remain your customer over time
You develop a thorough understanding of their
business so that you can better understand their
needs
You are representing them with internal processes
(communications with other staff, programmatic
services, etc.)
9. What are Businesses Expectations?
Not much and too much
Fast and easy job postings – 10 minutes tops
People in a day – or yesterday
Government
Unemployment office and welfare transition
Poor customer service and poor follow-up
10. Engagement Hurtles to Overcome
Information Overload
Comprehension
Contact Turnover
Undefined Expectations
Disbelief
11. Tactics
Research, research, research
Identify what you want to achieve in
the call before you make the call
Elevator speech
12. Steps of Engagement
Contact
Understanding the customer’s needs
Build a rapport
Establish a plan of action (formal or
informal)
Execute
Obtain feedback
13. Elevator Speech
Develop a “grabber” statement that will catch the listener’s
attention
Show your passion for what you do
Keep it brief, people generally tune out after 15 seconds
Focus on the strengths and features of your services
Know what you want the outcome to be
Make sure you practice, practice, practice so it sounds
effortless
Don’t use jargon or acronyms that might be unfamiliar to your
audience
Focus on what you can do for the listener and how you can
help them solve their problems – this means knowing (in
advance) what those problems might be
Develop different versions of your elevator speech to use in
different settings and with different audiences
15. Hiring a Business Services Team
Identification
How we went about developing the blueprint
Core competencies – different from typical workforce
blueprint
Business Development KSA’s
Analysis of past performers (job description – handout)
Assessment using strength identifiers (interview questions –
handout)
Need a good mix of strengths -
16. Hiring a Business Services Team
Recruitment
Candidate Selection – industry experience
trumps workforce experience
Vast industry backgrounds
Good foundation of business practices
Sales background helpful
Consultants
17. In-depth Training
Arrive with core competencies – no need for Sales 101
What they need:
Belief
In-depth knowledge of Menu of Services
Communicate with stakeholders
(industry/education/staff)
Workforce knowledge a plus – can be taught
Services support a need – not just offerings
18. Motivating the Business Services Team
Establish performance benchmarks
Individual performance measures
Team building
Acknowledgement – private and public
Understand organization goals and mission
Supportive of your Business Services Model:
Direct = quantitative
Consultative = qualitative
19. Hallmarks of Success
Partnership Development
Internal – staff support for recruiting, job fairs, workshops, intelligence
sharing
External – Stakeholder Relationships
Commitment of business and community to the system
Driving education curriculum development
Indentifying industry challenges
Strategic development and growth
Grant partnerships
Advisory board members
Focus group participants
Career Center engagements
PLACING JOBSEEKERS!!!
20. Questions or Information
Judy Blanchard
Director of Industry Relations
Brevard Workforce
297 Barnes Blvd.
Rockledge, FL 32955
jblanchard@brevardwokforce.com
321-394-0567
Notas do Editor
Primary learning objectives for today’s session …….
Where all of these are our customers – the business is the primary customer – the are the locus of control!Without the business to render the employment transaction – we can’t place jobseekers.We have to go to the business to show performance!
Paramount that you know the labor market profile of your areaWhere does it make sense to apply your resources??
You guys get this … you need to carry the message to your staff – you have to sell it!!We need good referrals because we have to show performance thru placementsWe really don’t have any control once referredSustainability is the lynch pin for our success
As mentioned …after the referral process we really have no control. Sustained employment is our goal …. Key to success!!
Business needs to be the focus of your team … they are our priority customer.Long-term relationships are the goal … they will come back to you when they need something …even if they don’t know what it is!
Either they don’t know what we do or they expect miraclesJob postings … done in a few minutes or they really want us to do it for them!They want the talent now!We are part of the government and we have too much red tape to be helpfulPerception … we are unemployment or the welfare officeHistorically – very little follow-up with the employer
Typical behavior of a rep … read to them, get in/get outThey don’t understand, or care, about our acronyms and processes – only have it affects themOvercome with consultative approachYou have to ask smart questions and be able to analyzeShut up and listen!
The research component is imperative for a positive outcome – have to know before you go!The first call you want an appointmentAt the appointment you want a commitment – not another appoitment
REACH – Developed by ARBORService Plan – have one
Typically BS units are created out of need and internal folks are retaskedHistorically we stumble into employer engagements/relationships: out of a necessity to place jobseekers
Good mix of strengths – equal balance of sales and consultative
Understanding your Menu of Services and relating the appropriate service to the individual need is paramount
Performance benchmarks are crucial to performance outcomesMust establish individual performance measures based off of individual strengths – set short-term for your achievers and recognize individual successes privately Team must understand how they fit into the overall organization’s performance
External – ACDC partnership and what it did for us ….