This blog post is a DRAFT chapter for a book being published by Origami Works Foundation. We will correct inaccuracies in the final book version. If you identify any inaccuracies, please let us know using this Feedback Form.
Once you have established a firm foundation for your expanded talent strategy, it’s time to think about building on what has gone well for you so far, and reap the rewards of broader engagement and streamlined processes.
If you are reading this book because you are initially learning about or getting started with an expanded talent strategy, it may be too soon to think about building on success. But we’re spelling out some ideas anyhow, to provide some vision of what is possible, and inspire you and your organization to aim high.
Read on to learn ways to build on your (future) success, improve career pathways from the inside out, and then go above and beyond.
Build On Success
As we witness the positive impacts of an expanded talent strategy, it's only natural to think about what comes next: building on the successes you’ve already experienced. Here are some incremental ways to expand and magnify your efforts.
Add Partners
Once you’ve established one strong partnership, why not use the lessons you’ve learned to connect with one or more additional partners who might add even more overlooked talent, skills, and diversity to your talent pool?
Adding partners can allow you to expand your geographical reach and increase the number of referrals you receive. For example, Mandee Polonsky of Northwestern Medicine has tapped multiple partners and geographies for help with recruitment for entry level positions. Mandee reports, “A major source of referrals comes from the Chicago Cook Workforce Partnership, and we've also had great success with partners like Cara Collective and Skills for Chicagoland’s Future. We're active in neighborhoods like Bronzeville, collaborating with organizations like Teamwork Englewood and Bright Star.”
Engaging with additional partners that focus on developing particular skills can help you fill critical gaps. Tom Vranas of Zentro Internet has called on specific partners to recruit the talent he needs across various roles.
“For our construction positions, we mainly use Lincoln College of Technology. Their team are incredible partners - both in training students to be ready for work, but also to help us attract, hire, and retain talent. For engineering positions, we use i.c. stars. And for general positions, we work with the Chicago Cook Workforce Partnership, Youth Job Center (YJC), Per Scholas, CompTIA, RiseKit, Safer Foundation, Upkey, My Computer Career, and others.” Tom Vranas, Chief of Staff, Innovation & People, Zentro Internet
If your goals include diversifying your pool of candidates, consider adding partners that prioritize specific underrepresented populations. For example, Don Biernacki at Related Midwest has been intentional about seeking a diverse talent pipeline to fill senior roles. To that end, the firm has worked with the Federation of Women Contractors and the Hispanic American Construction Industry Association (HACIA). Don says, "Both organizations are leaders in serving their respective communities and have been dependable partners for our organization.”
Add Services
Another incremental growth strategy is to add services. If you've had success with recruiting and hiring, and have built trust with a partner, you could try a customized train-to-hire program. If your onboarding is in good shape but retention isn't quite up to par, work with a partner to analyze the issues, and consider wraparound services or inclusivity training for supervisors.
One example of an additional service is BMORE Bound, a post-employment mentoring program at Bank of Montreal (BMO). BMORE Bound is a refinement of the BMORE program that contributes to employee retention and success. BMO relies on external partners to do "nuanced and difficult" work to support its team members.
Add Subsidies
Another option is to offset your investment in an expanded talent strategy with subsidies or tax credits. Your business services partner may have suggestions and experience, as well as hand-on help, for accessing these benefits.
For example, Matt Strauss of RiseKit reminds employers that since 1996, the US government has offered the Work Opportunity Tax Credit (WOTC). This legislation provides an incentive for companies to hire target populations associated with high unemployment rates. For example, you might be able to access tax credits if you employ --
veterans
residents of designated challenged communities
physically or mentally disabled people who have a vocational rehabilitation referral
qualified summer youth employees
Supplemental Nutrition Assistance Program (SNAP) recipients
Supplemental Security Income (SSI) recipients
long-term family assistance recipients
ex-felons
qualified long-term unemployment recipients
When private sector employers certify through IRS form 8850 that a new hire is a member of one of these groups, the company can earn the tax credit, up to $9,600 for each qualified new hire.
If this sounds promising, but you’re not sure where to start, remember: You’re not alone! Business service partners keep up with available funding, and are uniquely positioned to help you maximize your savings.
"In my experience, many employers underuse tax credits for hiring. … Workforce development professionals have a role to play here. We can provide guidance and education to both larger employers and their subcontractors. Informing employers about the tax credits and showing them how to access these tax credits can free up more resources for hiring and growth.” Dr. Lisa Bly-Jones, CEO, Chicago Jobs Council
Lack of resources doesn’t necessarily need to limit your horizons. Look for ways to bridge the gaps between current reality and what you would like to achieve.
Get Creative
If you want to reap maximum rewards from Cook County's investments in its workforce, you might decide to go beyond incremental expansion, and do something out of the ordinary. Here are just a few examples of how you might go above and beyond.
Collaborate With Peers
Some savvy employers seek creative solutions not only from agencies and nonprofits, but also from their sector colleagues--often including competitors.
Employer Peer Networks are groups of employers from a similar sector and geographic area that meet regularly to share information, tips, questions, and solutions to shared talent issues. There are many networks in Cook County, such as the Early Childhood Education Workforce Partnership, which “collaboratively acts to elevate the early childhood profession” through a variety of shared actions. Another example is the Chicagoland Healthcare Workforce Collaborative, which “identifies and implements impactful, data-driven and action-oriented training and hiring solutions” for healthcare systems in Chicago and its suburbs.
Handy Hack: If you are in Cook County, Talent Solutions Connector includes a list of Employer Peer Networks. From the Service Type dropdown box, select Employer Peer Network, and then click the Apply Filter button. Or, use the Contact Us link to reach out directly to the team that supports Talent Solutions Connector.
Collaboration opportunities also come in the form of one-time funded programs. For example, Advocate Aurora Healthcare participated in an initiative called Healthcare Forward along with Sinai Chicago and the University of Chicago Medicine. Funded by a grant from JPMorgan Chase Foundation, the program focused on recruiting people from Chicago’s South and West Sides into healthcare careers. Michele Smith of Advocate Aurora Health says, “Rather than compete for talent, we collaborated to find the best opportunities for applicants from our service community.”
While it might seem strange to team up with competitors, many of your employer peers have found such collaborations rewarding. Maybe you will too.
Design Programs
Another creative way to take your organization's success to the next level is to craft your own branded talent "program.” This strategy is most appropriate for organizations that have ongoing hiring, training, or development needs.
For example, Northwestern Medicine offers an array of career paths, quick-start training programs, academic advising, and educational benefits for employees aiming to climb the occupational ladder. Northwestern enhanced the visibility of these opportunities by creating a campaign called "Jobs One, Two, and Three." The campaign helps employees understand the paths open to them, and all the steps required to take full advantage of supports offered by Northwestern Medicine.
Experience has shown that the campaign has paid off. A lunch-and-learn session for those interested in nursing careers drew a crowd of a hundred employees from diverse roles. That was a lightbulb moment for Director of External Partnerships Mandee Polonsky; the high attendance highlighted a need for clear guidance on educational options and career growth.
Northwestern is not the only healthcare organization in Cook County calling attention to its expansive talent strategy. Advocate Aurora Health has carved out resources for innovative talent management that highlight opportunities for entry level candidates as well as current employees.
“Our office contains a Center of Excellence that specializes in workforce development. We use a two part method to fill the pipeline: Outside-In and Inside-Up. For the Outside-In approach, we work with non-ready job seekers helping them to gain the soft and/or hard skills necessary for positions within our organization. By doing so, we are building platforms for historically marginalized populations, ensuring that they have access to healthcare positions, placing emphasis on those who are residents of the communities that we serve. The second method is the Inside-Up approach, where we work with our frontline team members to move from entry level jobs into middle skill and advanced skill careers within the organization.” Jerry Baake, former Manager of Workforce Development, Advocate Aurora Health
Unique, branded programs call attention to opportunities for not only current employees, but also candidates considering a role with your organization. Rewarding and transparent career paths make employment at your organization more attractive.
How to do it? Sometimes, expansive talent programs need a hero behind the scenes. Northwestern Medicine added a Recruitment and Community Services Manager to its team, to address staffing gaps and give the hiring process a makeover. The additional team capacity enabled the organization to engage with a broader array of partners and communities.
Provide Leadership
When employers engage with the workforce development ecosystem, they not only solve their own immediate hiring, training, and retention needs. They also play a role in fostering a robust talent pipeline that benefits the entire community. The more employers who join in, the more the overall ecosystem can reduce waste and inefficiency, improving the economy for all.
By stepping into a leadership role, you can expand opportunities for everyone, learn from other employers, shape workforce programs and initiatives, and drive systemic change. That means better outcomes for your business (and your industry!) well into the future. Here are some ways that you and your organization can lead the way.
Educate and Inspire Others
One way to provide leadership is to share success stories, challenges, and best practices. Engaging with the workforce ecosystem can be very challenging initially. Once employers become successful in their efforts, they become the best advocates for helping others understand the nuances of the ecosystem and for leading change.
For example, employers who contributed content for this book offered their time and expertise to equip you to succeed. And they generally go far beyond participating in interviews. For example, Kraig Kistinger of National Tube Supply serves on advisory committees, participates in working groups, and actively networks to share the wisdom his company has gained. Freedman Seating is well known in the Chicago area for all the ways it champions workforce development. These efforts not only spread awareness among employers; they enable business services partners to deliver more effective solutions.
“We need to hear from employers not only about their job openings but also what they need from workforce training programs. We want to ensure that the specific skills that businesses need their employees to have are accounted for in the various programs that are being established.” John Holton, Program Manager, Mayor’s Office of the City of Chicago
Once you have your own success stories and cautionary tales, you also can find opportunities to share your wisdom with both peers and business services partners. Your participation makes the overall workforce development landscape better for your organization as well as others.
“It's important to showcase these pioneers and highlight their successes and the positive impact they've made. Additionally, encouraging them to share their experiences and strategies at roundtables can provide valuable insights to other employers. This exchange of knowledge not only motivates more organizations to take similar steps but also helps them understand the tangible benefits of such initiatives.” Pam Tully, President & COO, Skills for Chicagoland’s Future
Build New Collaborative Spaces
Some employers go beyond existing communication channels to build new collaborative spaces in the service of lasting change. For example, Related Midwest is a founding partner of HIRE360, a business services partner that seeks to break down silos in the construction industry and sustain an ecosystem that strengthens communities.
Learn more about Hire360
HIRE360 collaborators are breaking down barriers in the construction industry in multiple ways, including --
expanding employment and advancement opportunities in union trades
investing capital and time to help minority-, women-, and disadvantaged-owned businesses to start, grow, and thrive
connecting area youth with trades inspiration and opportunity
modeling socially responsible supply chain accountability for communities lacking resources and opportunity
“We sat down with partners from the trade unions, private developers, general contractors, and others to think about how we could be more diverse, inclusive, and welcoming. We spent a little over a year in discussions uncovering the major barriers to progress and developing solutions that will fuel the neighborhoods of the future. That process culminated with the creation of HIRE360, a multi-industry organization designed to expand professional development and employment opportunities in the trades.” Don Biernacki, Executive Vice President, Related Midwest
Another great example of leadership is the Chicago Apprentice Network. Founding members Aon, Zurich, and Accenture established an organization to help employers understand the value of apprenticeship, and provide resources and strategies to build successful programs. They're on a mission to make Chicago and suburban Cook County fall in love with apprenticeships.
Fun Fact: Since 2017, the Chicago Apprentice Network has grown from three founding companies – Accenture, Aon and Zurich North America – to more than 90 companies across multiple industries.
At Aon, Shay Robinson sees spreading the word and supporting other companies as part of her job: “I share the good news about the value of apprenticeships to other employers. We offer our HR expertise, our legal expertise, etc. to help other companies stand up apprenticeship programs.”
Learn more about the Chicago Apprentice Network
These leaders aren't just succeeding within their own walls. They're inspiring others to leverage strategies and talent that add up to a win-win-win for employers, workers, and communities.
Invest In Communities
Some visionary employers look beyond creating an expanded talent strategy. They plan ways to reshape the very landscape of their workplaces and communities.
For example, Pete's Fresh Market is intentional about how its locations can affect quality of life for our city's residents.
“I'm proud to be part of an organization that invests in the communities that we serve. We happily go everywhere, including the food deserts [urban areas in which it is difficult to buy affordable or good-quality fresh food] that others may avoid. Wherever we are, we are committed to making investments in the store and beautifying our surroundings.” Alita Bezanis, Director of Organizational Development, Pete’s Fresh Market
Like Pete's, some employers intentionally place facilities and jobs in communities that face challenges, creating a ripple effect of positive change. It's about being architects of progress, building bridges between our business success and the well-being of the surrounding community.
Think BIG
A truly inspirational case study comes from Discover Financial Services. Discover, at the time led by CEO and President Roger Hochschild, decided to set up a new call center in Chatham, a predominantly Black, low-income neighborhood on the South Side of Chicago. The company hired more than 80% of team members from within a five-mile radius, which meant less commute stress for the team and increased retention rates.
While the company obviously made a large investment in this effort, they didn't go solo. Discover teamed up with local nonprofits such as Skills for Chicagoland’s Future to source, onboard, and support employees. Victoria Rudd, Lead Community Affairs Specialist, says, "Through Skills, we’ve been able to find wonderful applicants–those who are from Chatham and are also well prepared for our work." Victoria's opinions are borne out by facts. “Our retention and engagement levels are on par or above those of any other Discover call center,” notes Camille DeCicco, the company's Director of Social Impact.
Discover didn't stop there. They committed to local everything—from food to janitorial services. This resulted in $2 million a year invested in local businesses. Additionally, they opened their doors to the community for events at no charge.
Irene Sherr from The Cook County Bureau of Economic Development sums up the company’s impact: "By creating a fountain of opportunity and empowerment, that one business decision has paid dividends not only for Discover but for community members as well."
For detailed information about Discover’s call center in Chatham, see this news story, or listen to this Freakonomics podcast episode
So, cheers to big decisions and even bigger impacts! Employers (like you!) can help set the stage for a future where success isn't just measured within our office walls, but resonates through the very heart of the neighborhoods we serve.
Summing Up ...
Growing your expanded talent program is about turning your wins into a catalyst for even greater impact, showcasing the potential of fully leveraging your region’s workforce not only within your own organization, but as a beacon for others to follow.
We hope this section has helped you think about the amazing places you can go. Here’s a checklist of strategies covered in this chapter, to help you think through what might work in your world.
Scope | Ideas | Notes |
Build On Success | 🗹 Add partners 🗹 Add services 🗹 Add subsidies 🗹 Other: | |
Get Creative | 🗹 Collaborate with peers 🗹 Design programs 🗹 Other: | |
Provide Leadership | 🗹 Inspire and educate others 🗹 Build new collaborative spaces 🗹 Invest in communities 🗹 Think BIG 🗹 Other: |
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