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Now that you’ve learned what workforce development is all about, and what makes the Chicago and suburban Cook County workforce ecosystem such a unique and robust environment, you might be asking yourself: Why should my organization get involved? And when?
These are some big questions. By the end of this chapter, you will learn --
The types of talent problems business services partners can help solve
An overview and examples of common business services that you can engage
Eight reasons to leverage the workforce ecosystem
When Should Employers Engage?
You should engage with the workforce ecosystem when it can tangibly benefit your organization. This is most likely to be the case when your organization is experiencing challenges or opportunities in the area of talent management – the sourcing, onboarding, experience, and retention of employees.
Talent management refers to the strategic process of attracting, developing, retaining, and deploying skilled individuals within an organization to meet current and future business needs effectively. It involves identifying, hiring, and nurturing employees, aligning individual capabilities with organizational goals, and creating an environment conducive to employee growth and success.
Talent management is a far-reaching job. It encompasses the most obvious functions of human resources (recruiting and hiring), for both permanent positions and temporary hires. Talent management also involves making sure current employees have the right skills to meet the needs of the business (training and development) and keeping employees on the job (retention and inclusion).
The workforce ecosystem can help in all these areas. The graphic below summarizes key categories of talent management, and the related business services that partners can offer. The next sections elaborate on the available business services in each category.
Handy Hack: This section describes sample services available at the time of this writing. When you decide to engage with the workforce ecosystem, there may be additional services available, or offerings may have changed. A business services partner can let you know what opportunities and funding are available currently. In the meantime, this section provides an overview and examples of broad categories of services.
Recruiting and Hiring
Hiring can be the most visible (and one of the most time consuming) responsibilities of the talent management function. Traditional, or non-supported, hiring efforts often look like this --
A job description is posted publicly on a site such as Indeed or LinkedIn.
Hundreds of unqualified applicants flood the inbox of the hiring manager. Or, sometimes, the opposite: No one applies.
Whether aided by technology or not, the hiring team spends hours combing through repetitive applications to try to find the right candidates to proceed to the next phase.
After a round of interviews, the hiring manager takes a leap of faith that the person they are hiring is the best possible choice.
Engaging with a business services partner can take time, risk, and guesswork out of traditional hiring practices. Many workforce development organizations support employers by helping them find the right talent for open positions.
"Employers ... should be intentional about building a talent pipeline. Often, recruitment is handled in a very ad hoc manner - when a new hire is needed someone posts a position on LinkedIn or Indeed and hopes to find a candidate. Instead, businesses should be engaging with the talent pool, letting folks know who they are as an organization and what positions are available. Engagement can look like hosting site visits for job seekers or being a guest speaker to a group of newly credentialed young folks." Tana Francellno, Director of Workforce Development, World Business Chicago
If you need more candidates than you are currently seeing, and especially if you are seeking to diversify your pool of candidates, working with a business services partner can provide access to new or additional talent pools. Some agencies intentionally connect employers with a wide range of job seekers from various backgrounds, making it possible to build a more diverse team.
The remainder of this section describes different hiring scenarios where a business services partner can offer considerable value. We’ll zero in on entry level positions, high volume hiring, and specialized skills.
Entry Level Positions
Organizations often begin a partnership with a business services partner when seeking entry level employees. Entry level work requires little previous experience or educational background, and enables employers to onboard talent that can go on to a career path within the organization.
For example, Pete's Fresh Market often has open positions in bagging, carts, and stocking, for which little or no experience is required. National Tube Supply needs to fill warehouse positions, which also are open to folks with no related work experience or specialized educational background.
A business services partner can be a vital ally for an organization seeking entry level employees. These organizations often are deeply embedded in a community, and have ready-to-work candidates that an employer might not find through traditional means. Pete's Fresh Market partnered with The Chicago Cook Workforce Partnership and Skills for Chicagoland's Future to identify candidates for their open roles. National Tube Supply worked with local schools to offer part-time internships, promoting the company's career paths; the organization could not have offered that opportunity without the workforce ecosystem.
"I started a program in 2021 that allows high schoolers to work with us during the summer, gaining valuable industrial experience. We’ve now expanded the program and utilize our workforce partner and schools to market part-time jobs during the school year to this same demographic. Without our partner, we wouldn’t be able to offer the flexibility of part-time work." Kraig Kistinger, Director of Human Resources, National Tube Supply
High-Volume Hiring
Another opportunity to engage with a business services partner is when you are doing high-volume hiring for similar positions. For example, an employer opening a distribution center needs to fill many similar positions in a single geographic location. Business services partners in Chicago and suburban Cook County often are neighborhood-based and able to connect you with local folks who are ready to work.
“As a rule of thumb, when the volume of hiring is countable on one or two hands, I find it better to transact for talent through traditional methods like job postings, employee referral programs, or using a recruiter. However, when an organization starts using fingers and toes to count the number of openings, and they lack confidence in the hiring process–essentially, they are doing the equivalent of ‘post and pray’--it’s time to attempt new approaches offered by workforce development. … [E]ngaging in workforce development could significantly deepen the shallow talent pool for the long term.” Van Ton-Quinlivan, WorkforceRx: Agile and Inclusive Strategies for Employers, Educators and Workers in Unsettled Times (2021)
Heather Ronnow of Kronos Foods recalls a time when she needed help filling multiple positions: “The company was growing dramatically, which meant that we had to consider innovative ways of attracting and retaining employees.” Business services partner Cara Collective was able to “draw attention to populations that are available for work and interested in work.” Cara connected Kronos with a larger pool of candidates who had already been vetted and educated about the jobs available at Kronos. Success!
Specialized Skills
Engaging with a business services partner can also help when you need to hire employees equipped with specialized skills. For example, Per Scholas, i.c. stars, and Year Up connect employers with candidates with technical capabilities--for example, software development, project management, and cybersecurity.
“A key challenge for employers engaging with the workforce system is overcoming misconceptions. It’s often viewed as merely a source of entry-level employees, dismissing its broader capabilities. The system isn't just for unemployment or low-paying jobs. We want employers to see the real worth and variety the workforce system brings, and move past old stereotypes.” George Wright, CEO, The Chicago Cook Workforce Partnership
For roles that require more specific skills, such as using a system or executing a process that is proprietary to your organization, you can build exactly what you need. Employers and business services partners frequently collaborate to create customized train-to-hire programs. Typically, an engagement goes something like this --
An employer connects with a business services partner to identify and define the employer's training needs.
The business services partner and employer work together to develop a program that will provide trainees with the skills they need to qualify for open positions.
The business services partner recruits candidates into the training program and guides them through to completion.
At the end of the program, the employer can hire ready-to-work candidates.
For example, Per Scholas develops customized training to match employers' information technology or software development specifications. "Our subject matter experts work with the business to design a curriculum that fits their needs," says Andi Drileck (Senior Managing Director).
Community colleges also develop customized training programs. Collaboration can ensure students are equipped with the right skills and certifications.
“Our partnership with local employers, such as PepsiCo and Rivian Automotive Inc., involves creating tailored training that prepares our graduates to be standout candidates from the start. By choosing to work with us, employers gain access to a prepared, skilled workforce ready to make an immediate impact.” Joachim Borha, Director of Grants Administration, Olive-Harvey College
Temporary Hires
If you are not necessarily recruiting for a permanent position, but are looking for temporary help, there are several services that a partner can help you explore.
Short-Term Hiring
If you need help in the short term, you can consider a business services partner rather than an expensive temp agency.
For example, when Origami Works Foundation needed data entry help for a short-term project, we tapped Cara Connects. Cara Connects helped us hire Yvonne, an experienced team member who fulfilled the needs of the project on the part-time schedule we requested. And, behind the scenes, Cara supported Yvonne – enabling her to perform with confidence.
Internships
Another type of temporary employment is internships.
An internship is a professional learning experience in which students explore a career related to their area of interest or study. Because internships are typically designed to be staffed by current students, they are usually conducted either as a full-time position over the summer, or as a part-time position corresponding with a school semester or quarter.
You may already appreciate the many benefits of internships, including extra help, fresh new ideas, and candidates for permanent hire later. You may not know the ways that a business services partner can make it easier for your organization to host interns, and make the experience even more valuable for all parties. Quality internship programs can be challenging to plan and manage! The right business services partner can source candidates, assist you in making hiring decisions based on deep knowledge of the talent pool, and provide interns with coaching and professional development once they are on the job.
A business services partner can enable even a small organization to provide quality internship experiences. For example, the Cleveland Avenue Foundation for Education (The CAFE Group) supported small employer UtmostU in hosting two summer interns (with additional support from Origami Works Foundation). The program provided a cohort of peers and professional development experiences for their interns--and supervisors as well.
“We were very excited that The CAFE Group created community experiences for our interns and for our team. Interns can often join an organization and feel isolated. It was important to us that our interns were connected to a network of peers and that they could talk through their shared experiences. … As administrators we benefited from the planning discussions with our partner about the internship process and frequent check-in discussions.” Kimberly Coady Hawkins, Director of Advancement, UtmostU
While employers often associate internships with college or graduate students, this strategy also can help you identify and develop candidates for entry level positions that do not require a college degree. For example, Marisela of Freedman Seating has offered high schoolers immersive experiences in the world of manufacturing. The program was made possible by partnerships with organizations such as Manufacturing Connect and Jane Addams Resource Corporation (JARC).
Paid Work Experience
With the right programs and partners, you might be able to get temporary help at no cost at all.
For example, a program called Paid Work Experience (PWE) has enabled savvy employers to be reimbursed for 100% of wages for up to 400 hours over 16 weeks. This is a specific program within Cook County, although similar programs and grants exist in many counties, cities, and nonprofit agencies.
The Paid Work Experience program allows employers to assess an individual’s fit with the organization over a 16-week period. Paid Work Experience is low-cost and low-risk because the employer can be reimbursed for 100% of wages. For job seekers, the program provides an opportunity to gain real-world work experience, which is helpful to younger individuals and those starting out in a new field.
Unlike some other workforce development programs, the goal of PWE is not necessarily to hire, but to provide professional experience.
"The business owner is essentially receiving free labor in exchange for providing an opportunity to develop a potential employee. ... For this particular program, there's no obligation to hire the person beyond the training opportunity. If the engagement works out well and results in a new hire, that is an added benefit. Otherwise, the business is still reimbursed for the trainee’s wages and training costs.” John Holton, Program Manager for Workforce Initiatives, Mayor’s Office of the City of Chicago
Here's what Tom Vranas of Zentro Internet did to take advantage of this opportunity --
Learned about how Paid Work Experience (PWE) works and engaged with partner organizations to ensure his organization was ready to take on PWE
Worked with partner organizations to set expectations and create training plans and job descriptions
Recruited individuals through these partner organizations from target populations; provided training and supervision
With help from the partner organizations, developed and submitted documentation of training completion and skills obtained
Tom found that participating in the Paid Work Experience program was "not a very onerous process," and it was made even easier by leaning on business services partners Youth Job Center and National Able. The Paid Work Experience program has been "the best gateway” to leveraging regional workforce investments. According to Tom, "It takes some time, but in terms of payroll dollars invested, it is practically zero risk." He’s hired a number of candidates from this program and continues to participate.
Training and Development
The workforce development ecosystem also offers solutions for training and developing employees you've already hired, which can include new hires or longtime team members. Three common models are --
On-The-Job Training (OJT): You receive partial wage reimbursement during the training period for new hires from certain target populations
Apprenticeships: Employees work for you part-time and attend classes part-time to prepare for specific roles at your company
Upskilling: Current employees gain new skills to move into different roles at your company
Let’s take a deeper look at what these models are, and when they are a good fit.
On-The-Job Training
Employers can consider reducing the costs of training new hires by employing the On-The-Job Training (OJT) model.
On-The-Job Training (OJT) allows employers who hire from certain prioritized populations to receive reimbursement for a portion of new hires’ wages during an initial training period.
To cover up to 50% of trainees' wages under an On-The-Job Training (OJT) program, employers need to engage with a business services partner that administers an OJT program. You enter into a formal agreement with the partner that details the reimbursement rate and the duration of the training period (which can be up to 26 weeks). Your partner works with you to develop or refine a training plan that outlines the specific skills and competencies the trainee will acquire.
For this program, trainees must be hired prior to training. Candidates who qualify for the program can be referred by your business services partner or identified by the employer. The new hire must be a full-time employee and receive a minimum specified pay rate.
By leveraging this program, your company can receive financial support while training new hires to meet your specific business needs. OJT also helps reduce hiring risks by ensuring employees are well-prepared for their roles.
Apprenticeships
Apprenticeship is another model in which the employer hires first, and participants learn and earn simultaneously. A number of Chicago-based businesses have developed apprenticeship programs as a means of recruiting, training, and hiring from new talent pools.
Apprenticeships are “earn-and-learn” programs that combine formal learning (in-person, virtual, or computer-based training) with paid, on-the-job training experiences. Apprenticeships are a great way for employers to develop their talent pipelines and ensure that they have quality candidates for their business needs.
Apprenticeship programs have long been common in the trades (for example, manufacturing, plumbing, carpentry), but are quickly gaining momentum in many industries where a four-year degree is not required but specialized skills are needed.
Financial services firm Aon, for example, has a robust, two-year apprenticeship program in Chicago that allows students to work full-time, attend classes to earn their Associate’s degree, and connect to mentoring and career development opportunities. From 2017-2024, the company created more than 1,000 apprenticeship positions in the Chicago region and is expanding the program nationwide. Apprentices are full-time Aon employees, dedicating part of their 40-hour work week to attending classes at an accredited partner community college. Apprentices earn a salary and benefits while pursuing an associate degree in business. Aon covers tuition costs and fees.
Aon works closely with business services partners to provide a network of support for apprentices, collaborating with community-based organizations to support an apprentice with employment, skilling, and wraparound support services.
Once they complete their degree, if the apprentice has performed well on the job and academically, they continue as full-time Aon employees. Aon has achieved an 80% retention rate since the program’s inception.
Apprenticeships are quite different from internships, which were discussed earlier in this chapter. Apprenticeships last longer than internships, involve classroom education as well as on-the-job training, and are intended to lead to permanent hires. See the table below for a comparison of internships and apprenticeships.
Comparison of internships and apprenticeships
Internships | Apprenticeships | |
Purpose of Program | Expose students to a career path and organization | Develop skills to prepare participants for specific roles in the organization |
Typical Participants | Usually four-year college students | Usually community or two-year college students |
Length | Usually 8-12 weeks during the summer | Usually 2 years |
Work Hours | May vary; generally 20 - 40 hours per week | Generally 40 hours per week, split between classroom time, study, and work |
Costs to Employer | Payroll and supervision | Payroll, supervision, and tuition |
Skills Developed | Variable | Job-specific skills, “soft” skills, and for programs certified by the Department of Labor, a portable, nationally-recognized credential within their industry |
Learning Experiences / Curriculum | If present, typically designed and provided by the employer | Typically designed in consultation with the employer by an educational partner such as a community college |
Culmination | May or may not lead to full-time job offer after education is completed |
Upskilling
The workforce ecosystem also presents an opportunity to provide training to employees who are not new hires. Upskilling involves training employees who are already part of your team to either move into another position within your organization, or to fill a newly created position. Upskilling is similar to customized train-to-hire programs, but for incumbent employees (that is, employees who are currently working at your organization). The strategy often is used to avoid layoffs of employees whose skill sets might be trending out of date.
Business services partners can work with you to design a training program that meets the needs of your business while allowing current employees to continue on a career path within your organization. If you are able to avoid layoffs of underutilized team members, many business services partners can help you access governmental subsidies that can offset the cost of training or wages that are paid during training.
One example of upskilling comes from The Chicago Cook Workforce Partnership, which supported an opportunity for nearly 100 clerical employees at several different healthcare organizations. Participants completed an 18-month medical assistant training program, with tuition reimbursement available from a combination of public, philanthropic, and employer funds. Program completers were then placed in new positions with long-term career pathways.
Retention and Inclusion
Hiring and training employees to fit your organizational needs is a big job. Your investment in that effort can be undermined quickly if turnover rates are high. The financial, organizational, and emotional toll of losing an employee can be one of the most costly aspects of talent management.
Luckily, the workforce ecosystem can be a vital ally in promoting team member retention. Business services partners have significant experience helping their participants overcome barriers to successful employment. In fact, this is a key feature of the business services that are provided through the workforce development ecosystem. Partners can provide a continuum of services to ensure both employers and employees have the resources they need for success.
“It's not enough to ensure that someone has a job if they haven't had the ongoing support to be prepared for that job, as well as some of the obstacles that they're going to face after they get that job.” John Holton, Program Manager for Workforce Initiatives, Mayor’s Office of the City of Chicago
All employees are humans, and all humans experience personal issues, whether they are from an often overlooked talent pool or not. Support from a business partner can help employees stay on the job even when facing obstacles with which you are not familiar. And, sometimes working with individuals who face challenges leads to enhanced loyalty and retention. According to Christine Hill of Lettuce Entertain You, "Employing individuals from challenging backgrounds can foster loyalty and long-term commitment, as they often show greater dedication."
Interventions can promote successful employment outcomes. Here are several types of retention and inclusion services that business services partners can provide.
Wraparound Services
Most business services partners continue their relationships with their program participants after initial placement. These partners serve both participants and employers. Business services partners often offer wraparound services to mitigate challenges that occur outside of the workplace. Services can include assistance with finding secure housing, reliable transportation, child care, or other types of interventions that help to reduce absenteeism and termination.
For example, Per Scholas offers an array of supports that are fairly typical for business services partners.
"We provide a very holistic approach to training, providing it at no cost to our learners and providing wraparound services. We have a Learner Support Team that includes an assigned social worker and financial coach for each person in our program. We assist with job placement for two years following graduation, including additional tuition-free training. These benefits are extremely helpful to our graduates, many of whom are new to the tech world." Andi Drileck, Senior Managing Director, Per Scholas
Julian Posada of LiftUp Enterprises is one employer who has recognized the value of seeing each employee as a whole person.
“We’ve found that you have to look at an employee’s entire life and factor in circumstances that have nothing to do with the job. If someone is dealing with an issue that impacts their sister, mother, uncle, or child, for instance, that is going to affect the worker. If I have a landscaper whose wife isn't working, that will affect my employee. We are considering a person’s whole life situation and providing many avenues of support for that person and those in their network.” Julian Posada, Founder/President/CEO, LiftUp Enterprises
If you are seeking standalone wraparound support, you have options. For example, the nonprofit organization WorkLife Partnership partners with employers who are looking to provide access to resources for their current employees. WorkLife Partnership connects those employees directly with a variety of resources that can help the employees overcome barriers that could lead to poor performance or job loss. Some of those resources include financial literacy education, access to affordable childcare, and affordable housing resources. For employers, WorkLife Partnership provides critical data to help reduce turnover and increase productivity.-
83% of employees are more likely to stay at their current employer when support and resources are available
80% of employees feel good working for a company that offers WorkLife
Retention Services
Retention services can include all of the wraparound services listed above, which are provided directly to participants, and also include additional strategies that employers use to mitigate turnover. A business services partner can help to identify strategies that are likely to help employees stay on the job. For example, an employer might need to adjust work schedules to better accommodate employees’ family needs. Or the employer might change the frequency of paychecks, increasing to bi-monthly or weekly to support employees’ cash flow needs.
“We’ve collaborated with partners and identified key solutions from research institutions like the Human Flourishing Program at Harvard University and the Good Jobs Institute that we are testing in real time for effectiveness. For example, we pay our employees once a week, because research has demonstrated that when a person is living paycheck to paycheck and is being paid every two weeks, they experience high levels of stress. Being paid once a week doesn’t completely eliminate that stress, but it does reduce it, and lowers the cognitive load on the employee.” Julian Posada, Founder/President/CEO, LiftUp Enterprises
Retention services are available to employers independently from any type of hiring or training programs, and can be offered to all of your employees. These programs work much like an employee assistance program, and are a way for employees to get help with personal issues that may be affecting their work performance.
Inclusivity Training
Another type of service in this category is inclusivity training. Inclusivity training is generally targeted to supervisors as well as line employees.
Inclusivity Training is “a program, class, or initiative that seeks to provide employers and hiring managers with opportunities and solutions that may be available to them, but are not common knowledge. These educational initiatives may focus on bringing awareness to hidden barriers to employment, outline subsidies available for hiring specific target populations, or train to remove unconscious biases that may be a part of the current hiring process.” Talent Solutions Connector
Inclusivity training can help employers identify unintended barriers that may be excluding or discouraging candidates and current employees. It improves retention by helping employees feel welcome, and a sense of belonging, on the job.
For example, through its Generation Work program with Cara Plus and Chicagoland Workforce Funder Alliance, the Chicago Resiliency Network helps employers hire and retain young employees of color by creating more supportive workspaces. Employers in the cohort observe the types of interactions employees and managers have, and note how many of those interactions are positive--and then implement initiatives to make sure employees have at least one positive interaction every day.
Given today's increasingly diverse population, inclusivity is becoming critical rather than optional.
"We are moving into an era where we don’t have to ask how to diversify the workforce. Demographic shifts are making it so that the workforce will certainly be diverse. We want to work with employers to navigate and embrace these shifts, so that everyone is comfortable and successful." John Holton, Program Manager for Workforce Initiatives, Mayor’s Office of the City of Chicago
A number of business services partners, for example Cara Plus, can provide or advise you on inclusivity training. See Chapter 5 for how to identify and engage with the right partner.
Why Engage?
Now that we’ve covered the types of scenarios that would lead you to reach out to partners and dip your toe into the workforce ecosystem, let’s talk about the million dollar question: Why?
Why would you, a busy working professional, add an extra step to an already complex activity like hiring? If you’ve picked up this book there’s a good chance that you already have an answer to this: What you're doing right now is not working. Or, if it is, you suspect that it could be easier or less expensive.
But what if you feel like your talent management practices are just fine the way they are? Or perhaps you are aware of opportunities to improve, but there are folks in leadership positions at your organization who are wary of upsetting the apple cart. Is there anything that can be gained from exploring the workforce ecosystem if your current hiring practices seem to be just fine?
Absolutely. Let’s explore --
Save Money
Money: It’s first on this list because it is the most translatable to anyone at your organization. Telling a reluctant leader that you have found a way to save the organization money is usually a surefire way to get their attention. There are several ways that partnering with a business services partner can save money for your organization.
First, many organizations operate at no cost to their employer partners. So rather than paying a recruiting firm, or for a listing on a hiring website, you can save that money right off the bat by finding a business services partner that is able to work with you for free.
Another cost-saving opportunity is governmental subsidies. As discussed in the previous chapter, Cook County employers can leverage our region’s investments in its workforce, but it can be complicated to access these funds on your own. That’s where a business services partner can be an asset. They specialize in knowing the current opportunities, and can help you navigate the red tape to ensure you are reimbursed when subsidies are available. Many partners will even fill out forms for you, to make it easier to qualify for subsidies.
“Beyond hiring, employers can access our subsidized employment programs, where we cover wages during on-the-job training. This eases cost burdens with the hope of eventual permanent hire. Additionally, we offer programs like the WIOA (Workforce Innovation and Opportunity Act) contract, where we provide ITA (Individual Training Act) vouchers for specialized training.” Anissa' Jones, Senior VP of Employment and Human Services, E&ES
Save Time
We’ve heard the cliché: Time is money. That is why time is the second “why” on our list. According to Stratus HR, “Some companies say they devote around 30 hours over 4 weeks just to recruit one employee.” Multiply that by the number of positions that need to be filled and by the hourly rate of the person doing the hiring, and the time costs of hiring can quickly feel overwhelming.
A relationship with a business services partner, one who already knows your organization's needs and preferences, can dramatically reduce the amount of time your team spends on recruiting.
“The fact is that it is easier to hire from our partner organizations. I know what training the employees will have, and there is additional support available from the organization to ensure that the employee is successful in their position.” Tom Vranas, Chief of Staff, Innovation, & People, Zentro Internet
And, the hiring process is not the only place where time expenditures can be reduced. Many organizations provide training for candidates before they even interview. This reduces the amount of time that an employer would otherwise need to devote to getting a new hire ready to work. With training from a business services partner, program participants arrive pre-trained for positions and can begin working immediately.
Retain Employees
A lot of attention is paid to the hiring part of the talent management lifecycle, and rightly so! And, keeping those employees is just as important. Employee retention is vital to breaking the costly churn cycle, and the workforce ecosystem can help you here, too.
Un-Fun Fact: Loss is expensive. A report by the Center for American Progress examined 22 employee retention case studies. They found that for employees earning less than $50,000 annually (which covers three-quarters of all employees in the United States), the cost of turnover is typically about 20 percent of the employee’s salary. Findings were similar for positions earning $75,000 a year or less, which includes 9 in 10 U.S. workers.
Business services partners aren’t just there to fill a slot at your company; they are committed to both their participants and their employer partners to make sure every hire is a good fit all around. A good business services partner can help intervene when something isn’t working and prevent a costly loss.
“Cara [a local business services partner] provides continued mentorship for employees, which is helpful when we’re having issues with an employee, such as scheduling or performance issues. Cara can help us engage the employee, and help us keep them employed.” Kevin Brooks, former Director of Human Resources, East Bank Club
Sometimes, all it takes is a small change to increase retention. Engaging with a business services partner who can use their experience to evaluate your current situation could be the quick fix you need to retain the talent you’ve worked so hard to recruit.
Hire Better-Fit Candidates
Business services partners have different internal operating procedures. One thing they have in common is that they get to know their participants, including their unique skills, opportunities, challenges, and interests. Many partners require participants to meet specified requirements before they can interviewed for jobs. That means any candidate you see has been vetted and is supported by a team that knows them not as a number but as a whole person. This pre-interview screening can save time for busy hiring managers, and lead to more successful hires.
"Our partnerships with community-based organizations provide us with an in-depth line of sight into the community. Our partners have strong programs where they complete the candidate vetting process, providing an additional layer of trust between us and recruitment candidates. Because of our confidence in our partners, we know that when participants complete their training programs, they have the skills that we are looking for." Michele Smith, Director of Workforce and Team Member Development, Advocate Aurora Health
Employers who hire through business services partners that are directly connected to a specific occupation and career path can be confident that their new employees have been trained in a set of skills relevant to their role. And, they can be confident that employees will have continued career support.
“It is critically important for us as a business to ensure that we are always hiring the right person for the job. We would do a disservice to the individual and to our bottom line to hire someone who we don’t think would be successful in a role, so we don’t do that. Everyone that we've hired through workforce development programs has performed at or above the same levels that we expect for all employees.” Tom Vranas, Chief of Staff, Innovation & People, Zentro Internet
Access Broader, Diverse Talent Pools
Traditional hiring practices do not reach certain pools of untapped talent. Job seekers from underserved communities may lack reliable internet access. They may be unable to maintain profiles on professional networking platforms. Or, they may simply rely on word-of-mouth referrals or other communication methods.
It’s also possible that your own systems are blocking qualified candidates from finding you. Pam Tully of Skills for Chicagoland’s Future notes that one way they succeed in bringing new talent to employers is by avoiding automatic disqualifications issued from employers’ applicant tracking systems. “Unlike traditional applications, candidates applying through us get a chance to be considered more holistically, bypassing some of the rigid filters of an applicant tracking system,” says Pam.
By engaging with one or more business services partners, you can reach a wider audience with your recruiting. Partners can help you take steps to remove unintended barriers that may separate ideal candidates from your organization.
“We learned the value of reaching out to people that may not find us in an ad. When you get a response to an ad, you’re calling someone out of the blue and making a decision on one short interview. With Cara and Skills [for Chicagoland’s Future], we were able to get more background information and see people that have come through their pipelines.” Kevin Brooks, former Director of Human Resources, East Bank Club
Build a Better Brand
Engaging with business services partners and diversifying your teams isn't just about meeting a quota. It's a strategic move that can enhance your company's reputation and bottom line.
When you showcase your commitment to diversity, your organization signals that it values social responsibility, fairness, and progressiveness. This helps attract top-tier talent.
Fun Fact: A Deloitte report states that 47% of millennial employees prefer diversity and inclusion while looking for potential employers.
By fostering a diverse team, you're not only meeting the expectations of your team members, but also enabling innovative thinking and problem solving. Diverse teams bring a wealth of perspectives and experiences to the table, leading to out-of-the-box solutions and better business outcomes. From product development to customer service, diverse teams are better equipped to understand and meet the needs of a diverse customer base.
“At MERGE, we define diversity as our differences. Having a plethora of voices on our teams is important because when people have different specialties, backgrounds, and experiences, they bring unique ideas to the table. That's how we develop the most innovative solutions for our clients.” Kerry Griffin, Chief Talent Officer, MERGE
Additionally, building a reputation for diversity can open doors to new customers, funding sources, and investment opportunities. A diverse, socially responsible organization appeals to consumers who prioritize doing business with ethical and inclusive companies. Investors and stakeholders are increasingly looking to support companies that prioritize diversity and inclusion, recognizing the long-term benefits for both society and the bottom line.
Investing in diversity isn't just the right thing to do—it's a strategic decision that can help your company thrive in today's competitive landscape, attract top talent, drive innovation, and enhance your brand's reputation and profitability.
Promote Fairness and Equity
While the impact on your bottom line, increased access to untapped pipelines, and time-saving partnerships are all valuable reasons to leverage the workforce ecosystem, we would be remiss not to discuss the ethical values inherent in the system as well.
“Everyone needs help finding their way. It’s rewarding to lend a hand to those who work so hard in life to make it farther than the generation before them. They deserve for the community to wrap an arm over their shoulders and to guide them toward open doors that lead to opportunities.” Kerry Griffin, Chief Talent Officer, MERGE
For too long, some individuals who want to be a part of the workforce have found their way to rewarding, meaningful work blocked, either by deliberate or unintended barriers. Those barriers can include factors completely outside the control of the individual, such as unnecessary job requirements, lack of information, under-informed and over-restrictive background check policies, racial prejudice, etc.
“Every year, tens of thousands of people apply for jobs through us, and we manage to place 1200 to 1500 of them. This statistic alone highlights the untapped potential that exists. This should signal to employers the dual benefit of such partnerships: Meeting their needs and positively impacting the city.” Pam Tully, President & COO, Skills for Chicagoland’s Future
It is up to employers to drive change toward a more equitable employment landscape. By collaborating with knowledgeable and passionate business services partners, we can create a system that is a win-win for employers and individuals.
Enhance Your Community
As spelled out in Chapter 2, workforce development efforts enhance local economies. Similarly, engaging with business services partners can benefit not only your organization, but also your entire community.
Irene Sherr points out that even when the overall labor market is strong, there can be localized areas with high unemployment. While the general rate is around 3-4%, some regions experience rates of 8-10%. Notably, unemployment among 25- to 34-year-olds in certain areas can be as high as 24%. Additionally, there has been a decline in Black employment and labor force participation.
By engaging with the workforce ecosystem, employers can make a dent in eliminating these inequities, even as they address their own talent challenges and save time and money.
“Investing in workforce development programming is not only about community development. It is also a mechanism that is used to provide additional resources to fill in the gap where disinvestment has previously occurred.” John Holton, Program Manager for Workforce Initiatives, Mayor’s Office of the City of Chicago
Think of the benefits of workforce development: Economic growth. Job creation. Reduced unemployment and poverty. Social inclusion. Improved quality of life. Isn’t it great that workforce development can promote all of this in Chicago and Cook County?
“My colleagues and peers are in a position to influence positive change in our community, and we must do so at a foundational level. If we want to be successful, then we have to understand that we can’t measure our success simply by looking at our individual bottom lines; we must also look to the very people who live in the neighborhoods that we're building and developing. The ways of the past will not serve us as we move forward. Those who don’t realize will be left behind.” Don Biernacki, Executive Vice President, Related Midwest
Summing Up ...
In this chapter, you learned the reasons you might consider engaging with the workforce ecosystem, and the benefits you could achieve by doing so.
What current or future circumstances might lead you to engage with the workforce ecosystem? What benefits are you hoping to gain? Use this checklist to think it over by filling in the current or future open positions at your organization that you feel would most benefit from one (or more!) of these services.
Category | Position(s) | Service(s) To Consider | Benefits Sought |
Recruiting and Hiring |
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Temporary Hires |
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Training and Development |
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Retention and Inclusion |
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