the role of job development in w-2 · the role of job development in w-2 . expected outcome . ......

The Role of Job Development in W-2 Expected Outcome To provide job development staff with practical strategies and effective techniques designed to develop relationships that connect W-2 job seekers to employers in the local labor market, with an emphasis on marketing skills and the use and application of Labor Market Information. To provide strategies for the maintenance of employer relationships, development of short-term customized skills training, and job retention. Objectives: Upon completion of this topic, course participants will be able to:

• Identify methods to develop and maintain good working relationships with local employer base

• Employ W-2 Basic Assumptions as a guide in job development • Market W-2 job-seekers and services to employers • Match job seekers’ interests and skills to local employers’ needs • Market and create appropriate Trial Job sites • Apply LMI tools to job development, sector based career

advancement, and short term customized skills training • Demonstrate the role of Job Development Staff in the retention and

career pathway processes

The Role of Job Development in W-2

DFES/Partner Training Team 2 08/15/17 S:...Role_of_Job_Development_in_W2/Current/PG_TN/Role_of_JD_PG_081517

Table of Contents THE ROLE OF JOB DEVELOPMENT IN W-2 ........................................................................... 1

Table of Contents .......................................................................................................................................... 2

W-2 POLICY AND PROCESS REFERENCES ........................................................................... 4

INTRODUCTION .................................................................................................................. 5

JOB DEVELOPMENT IN W-2 ................................................................................................ 7

Job Developer Role in Workforce Environment ............................................................................................ 8 Service Integration ........................................................................................................................................ 9 Knowing Your Job Seeker........................................................................................................................... 10 Preparing for Work ...................................................................................................................................... 11

EMPLOYER CONTACTS ..................................................................................................... 12

Marketing Tools ........................................................................................................................................... 13 Sales Skills .................................................................................................................................................. 13 Employer Networking Methods ................................................................................................................... 14

MAINTENANCE OF EMPLOYER RELATIONSHIPS .................................................................. 20

Employer Appreciation Activities ................................................................................................................. 20 W-2 Agency/Job Center Events .................................................................................................................. 21

REFERRALS TO JOB OPPORTUNITIES/UNSUBSIDIZED EMPLOYMENT .................................... 22

Work Experience Sites ................................................................................................................................ 23 Work Experience Follow-up ................................................................................................................... 23

Trial Jobs ..................................................................................................................................................... 24 Trial Job Employer Contract........................................................................................................................ 25

Trial Jobs: Records, Wages, and Benefits ............................................................................................. 25

SHORT-TERM CUSTOMIZED SKILLS TRAINING .................................................................... 26

Resources for Short-term Customized Skills Training ................................................................................ 27 Apprenticeships ..................................................................................................................................... 27

STRATEGIES TO PROMOTE JOB & CAREER ADVANCEMENT ................................................ 28

Career Pathways Activity ............................................................................................................................ 29

JOB RETENTION .............................................................................................................. 31

Earned Income Tax Credit (EITC) ......................................................................................................... 32 Job Retention Resources ............................................................................................................................ 33

APPENDIX ....................................................................................................................... 34

Online Resources ........................................................................................................................................ 35 Employer Contact/Site Visit Information ..................................................................................................... 39 Employer Interview Contact Form ............................................................................................................... 41 Arrest and Conviction Records under the Law ........................................................................................... 44 Job Retention & Advancement ................................................................................................................... 46 Six Ways to Boost Job Retention ................................................................................................................ 48 Transferable Skills ....................................................................................................................................... 49 Career Pathways Chart ............................................................................................................................... 53



DCF is an equal opportunity employer and service provider. If you have a disability and need information in an alternate format, or need it

translated to another language, please contact (608) 266-3400 or the Wisconsin Relay Service (WRS) – 711.

For civil rights questions call (608) 422-6889 or

the Wisconsin Relay Service (WRS) – 711.

W-2 Contact Information Questions regarding this training material should be directed via your local agency

process to the Partner Training Team, Email: [email protected]

A contact person is available to answer e-mailed questions related to this training material, assist you in completing any activity that you are having difficulty with, and/or

provide explanation of anything else about this training material.

Questions regarding W-2 production cases and systems should be directed via your local agency process to the W-2 Help Desk at:

Email: [email protected] Telephone: (608) 422-7900

W-2 Policy questions should be directed to your Regional Office staff.

mailto:[email protected]

mailto:[email protected]



W-2 Policy and Process References W-2 Policy Manual available at: http://dcf.wisconsin.gov/w2/manual/default.htm Administrator’s Memos available at: http://dcf.wisconsin.gov/memos/Default.htm Operation’s Memos available at: http://dhs.wisconsin.gov/em/ops-memos/index.htm W-2 Performance Measures 2010-2011 http://dcf.wisconsin.gov/w2/performance_standards/1011/default1011.htm Eligibility Management (Income Maintenance) http://dhs.wisconsin.gov/em/index.htm PTS Learning Center https://wss.ccdet.uwosh.edu/stc/dcf/

http://dcf.wisconsin.gov/w2/manual/default.htm

http://dcf.wisconsin.gov/memos/Default.htm

http://dhs.wisconsin.gov/em/ops-memos/index.htm

http://dhs.wisconsin.gov/em/index.htm

https://wss.ccdet.uwosh.edu/stc/dcf/



Introduction The W-2 Policy Manual (1.1.2) introduces, the Wisconsin Works (W-2) Basic Assumptions that replaced the W-2 program’s guiding principles. These Basic Assumptions go to the heart of W-2’s work program fundamentals. For example, consider these 3 basic, but important, assumptions: • Work is the best way for parents to support their families. • Consistent work is essential for parents to achieve economic stability. • W-2 matches the needs of working parents with the needs of local employers. The Basic Assumptions deliver a clear and simple message. In order to support his/her family and achieve economic stability, the W-2 customer needs to gain employment, retain it, and ultimately advance in his/her chosen field. For its part, the W-2 agency must provide services that are strengths-based, family-centered, and consistent with the job seeker’s interests and goals, supporting his/her progress through employment search, employment retention, and advancement. Essential to this process is that the W-2 agency must match the job seeker’s skills and needs with the needs of the local labor market. The W-2 program’s focus continues to be employment. The Basic Assumptions provide agencies with guidance on how to achieve that goal through high quality services. A key to success at every level of the process, from up-front and CMJ placement activities and the development of career pathways to job retention and advancement, is job development. For example, consider up-front and CMJ placement activities. The goal here is for the job-ready W-2 applicant to gain viable and self-sustaining employment. Through job development, the individual’s skills and needs are matched to the needs of area employers. The importance of the job developer in up-front activities and with CMJ participants cannot be stressed enough. The Employability Plan (EP) developed during the up-front and CMJ placement process should be adjusted to reflect information that has been gathered through employability screening, career planning, and the array of structured employment services and supports. Any job seeker who is assigned to complete up-front and CMJ placement activities is required to have a completed, individualized EP. The W-2 worker must gather information to be shared with the job developer about the job seeker’s personal strengths, interests, skills, and individual circumstances that may help the job seeker in the search for employment – and the job developer in making the match between the job seeker and one or more local employers.



The essential role of job development in the W-2 program has many facets: how it successfully provides meaningful support to the up-front and CMJ placement activity process, the ongoing employment search process, and its value to job retention and advancement.

Some Job Developer-related tasks (from O*Net, http://online.onetcenter.org/): o Inform applicants of job openings and details such as duties and

responsibilities, compensation, benefits, schedules, working conditions, and promotion opportunities.

o Contact employers to solicit orders for job vacancies, determining their requirements and recording relevant data such as job descriptions.

o Interview job applicants to match their qualifications with employers' needs, recording and evaluating applicant experience, education, training, and skills.

o Review employment applications and job orders to match applicants with job requirements, using manual or computerized file searches.

o Select qualified applicants or refer them to employers, according to organization policy.

o Provide background information on organizations with which interviews are scheduled.

o Instruct job applicants in presenting a positive image by providing help with resume writing, personal appearance, and interview techniques.



Job Development in W-2 Job Development is a key component of the up-front activity process, the CMJ placement, and is essential throughout the job seeker’s participation in the W-2 program. A successful model requires that job developers have an extensive knowledge of each job seeker’s interests, skills, and abilities in order to market them to employers and secure interviews. Job developers must initiate and maintain employer contacts in a wide variety of industries and be knowledgeable about local labor market information and specific employers. In working with various employers, job developers will be able to make appropriate and successful job placement matches. They may also connect W-2 job seekers to work experience and occupational CSJ sites and short-term customized skills training opportunities. Job retention should be discussed with individuals from the beginning of their participation in the W-2 program. After employment is obtained, job retention comes to the forefront. The W-2 Agency must provide an array of services that will assist participants in retaining their current job or provide services to rapidly reattach them to the workforce if the job is lost. The job developer or other W-2 Agency staff must follow up with both the employer and the job seeker to mediate issues that might arise and jeopardize employment and coordinate any supportive services or educational resources needed by the job seeker. A successful job development model requires that when multiple staff share service responsibilities for a W-2 job seeker, the team shares information and consults collaboratively about the individual and, when possible, includes him/her in these discussions. This reduces duplication of effort across program roles and, more importantly, includes the job seeker in the development of his/her plan. It also ensures customized case management services, ultimately resulting in a better and more rapid employment match.

How Job Development Looks Throughout Wisconsin: Note: In this document, when the term “job developer” is used, we are referring to W-2 staff with the responsibility for job development tasks.



Job Developer Role in Workforce Environment The W-2 job developer is responsible for the integration of services with other public workforce systems, including Job Center partners, technical colleges, adult literacy providers, business associations, and other employment and training providers in the public workforce system, e.g., Refugee Employment and Training, WIA. To be effective in job placement, a W-2 job developer must keep the employer’s perspective in mind; their goal is to be successful in meeting their objectives. Employers want to know that the W-2 agency can help them by screening applicants, by referring job seekers who meet their needs, and by understanding the employers’ expectations. Job seekers will help them achieve that goal by being prepared for the job and bringing a positive attitude to the work site. The W-2 agency plays an important role in preparing job seekers for the work site. A W-2 job developer also must be aware of specific employment opportunities in their geographical area. Where can you locate employment opportunities in your geographical area?



Service Integration W-2 agencies are responsible for coordinating with other employment service agencies to ensure that quality services are provided to W-2 applicants/participants and their families. To meet each family’s needs, service integration, through coordination and cooperation, is also required between the W-2 agencies and the public workforce and child welfare systems, and with other workforce support service providers. W-2 agencies are required to demonstrate service integration with:

• Job Center System: o Co-location of W-2 staff/services when a Comprehensive Job Center

exists within the W-2 service delivery area; and o Network of affiliated sites maintained by the W-2 Contract Agency when

necessary for better geographic coverage. • Employment and Training Services, including but not limited to:

o Workforce Development Boards (WDB) and services provided through Workforce Investment Act (WIA) Programs, including Youth, Adult, and Dislocated Worker programs;

o Adult job training administered by the Technical Colleges; o Vocational Rehabilitation administered by the Department of Workforce

Development’s (DWD) Division of Vocational Rehabilitation (DVR); o Regional Industry Skills Education (RISE) Program, a partnership between

DWD and the Wisconsin Technical College System (WTCS) http://risepartnership.org/;

o Community Action Program (CAP) Agencies; and o Other local and regional business associations, community-based

organizations, and economic development programs. • Child Welfare Services, including but not limited to:

o W-2 Employability Plan consistent, when possible, with the Child Welfare service plan;

o Participation in coordinated service team meetings; and o Collaboration through information sharing with W-2 customer

authorization. • Other Workforce Support Service Providers, including but not limited to:

o County/tribal administered programs (FoodShare, BadgerCare Plus and Medicaid, Child Support, and Child Care); and

o Refugee Employment and Training programs (e.g., Voluntary Resettlement Agencies and Mutual Assistance Associations).

Integration of services across programs and providers will ensure that W-2 agencies and other service providers are working together with families to identify services and develop plans that are consistent and that move the family toward economic stability.

http://risepartnership.org/



Knowing Your Job Seeker One W-2 Basic Assumption states:

“W-2 matches the needs of working parents with the needs of local employers. W-2 agencies operate cooperatively within the larger community. W-2 objectives are best achieved by understanding the needs of local employers and matching that need with the skills and interests of W-2 participants.”

As a job developer, you know about local job openings, you have researched the job duties and responsibilities involved, and you know employer specifics regarding the employer’s expectations. In the same way, you need to know the W-2 job seeker you are referring for a vacancy in order to make the correct match between job seeker and employer. Can you answer these questions about the individuals you work with?

• What are the job seeker’s skills and interests? • What are his/her math and reading assessment results? How do the results fit

with local employer entry level requirements? • Does s/he have limitations that require accommodations? Can the employer

meet those needs? See the Job Accommodation Network (JAN) at http://askjan.org/.

• What hours can the job seeker work and still have access to transportation and child care?

• Does the job seeker have court-ordered activities that may interfere with work hours?

• Does the job seeker have a criminal background that will prohibit him/her from some types of work?

• Is the job seeker eligible for services from another agency or program (e.g., DVR, the Office of Veterans Services, or WIA) that would assist him/her with job placement and/or on-the-job training contracts?

• Would this job seeker be a good candidate to market for a W-2 Trial Job placement?

• Does the W-2 job seeker know how to follow up with an employer? Knowing the answers to these questions will help you to market the job seeker successfully.



Preparing for Work As a job developer, you need to be in regular contact with the FEP. W-2 job seekers need to understand the impact of a new job on supportive services such as FoodShare, Medicaid, and Child Care and then plan for a change in their financial circumstances. W-2 job seekers also may be eligible for other services including Job Access Loans, Low Income Home Energy Assistance, and Low Income Weatherization. Doing an actual budget with the W-2 job seeker is very beneficial. Being prepared for these changes will help with retention. Surprises will discourage the W-2 job seekers and may make it difficult for them to retain their job. Job seekers need to be prepared for their job. Does the job seeker

• Have transportation and child care (including backup child care) arranged? • Have appropriate clothing to wear? • Have a day or a weekly planner? • Know where to report on the first day of work? • Know how to complete a W-4 form? • Have a folder to keep employer paperwork? • Have notebook paper and pen to take notes or write down job instructions? • Have his/her Social Security Number and photo ID?

This list may seem long, but answering and discussing these questions will help to make the W-2 applicant/participant successful in his/her job. Many of these questions can be answered during pre-employment workshops. This will save time when employment is gained. You are now ready to market the W-2 job seeker to local employers.



Employer Contacts

There is no one method for meeting with employers and developing relationships with them. As a job developer, you will find that there are several ways to make successful contacts. Telephone calls, face-to-face meetings, and mailings are all methods that work when contacting employers. A job developer’s personal style and the needs of the employer often will determine which method to use. The job developer’s relationship with the employer is the key to successful job development. The job developer needs to be responsive to the needs of the employer. Sources of leads to employers that have potential for successful job development include, but are not limited to:

• Open or closed job orders; • Employer records; • Recent Unemployment Insurance (UI) Initial Claims that indicate a job opening

could exist; • Labor Market Information (LMI); • Employers' advertisements in the newspaper; • The business section of the newspaper; • Trade and professional periodicals; and • Telephone and other specialized directories.

Not a Replacement, But a Services Enhancement Tracy, a job developer, is speaking with Jo, her new contact at a local employer, Lakeshore Health. Tracy is attempting to build a relationship with Lakeshore Health, but is told by Jo, “I don’t know - we’re already connected with ABC Temp Staffing.” Tracy asks, “Can you tell me what services you’re receiving from ABC Temp Staffing?” After Jo tells her, Tracy lets her know how Lakeshore Health could benefit from working with the W-2 agency. She adds, “If you allow me the opportunity to work with your company, I won’t replace the staffing firm, but I will enhance the services you currently receive.” Think about… • What you would offer? • How you would provide the service? • What the cost would be? • What W-2 agency job developers can do differently?



Marketing Tools A job developer needs to be prepared to market the W-2 job seeker and W-2 agency and Job Center services. There are a variety of effective methods to accomplish this, particularly when working in collaboration with the Job Center of Wisconsin (https://jobcenterofwisconsin.com/). Suggested methods include:

• Use of labor market information (LMI) materials (WORKnet bookmarks and posters – http://worknet.wisconsin.gov/worknet/posterorder.aspx?menuselection=ce – as well as material from other LMI websites)

• Develop/create a link from the Job Center website to promote W-2 services • Make a commitment to telemarketing. Cygnet Associates reports, “Twenty cold

calls a day puts you in contact with more than 5,000 employers a year. With only a 5% success rate, you'll place 250 clients a year.”

• Speak on local radio talk shows • Print media releases and articles • Develop agency/job center brochures • Develop agency/job center informational packets • Develop agency/job center business cards • Develop portable information board • Access additional employer resources through DWD, including:

o Fidelity Bonding Program (http://dwd.wisconsin.gov/bonding/) o Employment Tax Credits

(http://www.dwd.state.wi.us/jobservice/taxcredit/)

Sales Skills The methods can vary widely for creating interest in a W-2 job seeker and W-2 agency services to the point that the employer hires the job seeker. Tips include1:

• Focus on employers' unsolved problems. Employers are eager for solutions to high turnover, low productivity, and work ethic issues.

• If you don't have the right client to fill a job order, tell the employer the truth. Don't send unqualified applicants or employers will stop hiring from you.

• Strive to make your first placement with an employer work out. Place the very best client that you have available. Give extra attention.

• Get a referral from every employer you talk with. Then follow up. • Ask employers who have hired from you to provide written testimonials. Use

these in brochures, letters, and other materials. • Keep detailed records of your job development calls so you can invest your time

wisely.

1 Cygnet Associates, http://www.cygnetassociates.com/Toolbox.htm

http://worknet.wisconsin.gov/worknet/posterorder.aspx?menuselection=ce

http://dwd.wisconsin.gov/bonding/

http://www.cygnetassociates.com/Toolbox.htm



• Offer to experiment with temporary employment and other try-before-you-buy strategies to convince employers to hire the hard-to-serve.

• As a customer service strategy, keep a list of summer job openings and pass them along to employers whose school-age children are looking for work.

• Consider sharing job leads with other agencies in order to make faster, better placements. Employers want fast action and good referrals.

Employer Networking Methods To develop a network of employers, a job developer must:

• Communicate and meet with employers • Be observant and listen for potential job openings at all times • Establish and maintain relationships with area employers and businesses • Be aware of local business operations

Developing employer relationships usually does not happen on the first contact. Some may take months to develop. You need to keep the lines of communication open and be persistent, but professional, with your contact methods. A job developer and the placements made may be the only connection an employer has with the W-2 program. The impression the job developer makes and his/her communication with the employer could determine the level of satisfaction with the entire W-2 program. How do you make these contacts? How do you build relationships with employers?



Contacting Hiring Employers with On-site Visits When contacting employers, you should know who to ask for by name. Knowing a name is often more effective than asking for the Human Resource (HR) Department. In small companies, there may not be an HR Department, and in large companies, department supervisors may be responsible for their own hiring. Know where to start. Start by researching the company and finding the name of the person you need to speak with. Where can you find company information? You will not get everyone to agree to meet or talk with you, but follow-up is critical. If the employer refuses to meet with you initially, you may want to wait a few weeks or wait for a time when s/he is recruiting again. At that point, reintroduce yourself and state that you had contacted them previously. You could review services and send them an informational packet or schedule an on-site visit. You could invite them to upcoming Job Center or W-2 agency-sponsored events. You have developed a connection with the employer, but you may not be at the level you need to be to pursue a job placement, nor should you continue to contact the employer if s/he is not interested in your job placement services. Meeting with an employer is critical to the development of your relationship with him/her. Be prepared:

• Research the company prior to the visit • Take an informational packet • Take business cards • Know where you are going • Dress appropriately for the visit

You are now ready for your visit with the employer. Plan to arrive a few minutes early. Examine the lobby. Are there employer-related news articles or business awards on display? This information can help begin the conversation when you meet the employer. When you meet, give a firm handshake. Give him/her your business card and informational packet. Briefly go through the packet, explaining the services you could provide to the employer. Describe how the W-2 agency will use the information gathered:

• Employment-related information about W-2 job seekers (e.g., skills, abilities, aptitudes, interests); and

• General company and specific job information from businesses.



Ensure that the employer understands that this process will enable you to provide quality referrals to his/her business. If the employer has had any issues hiring the right person for the job in the past, let him/her know that the W-2 agency can help by screening for the right candidate. Ask what types of positions the employer currently is recruiting. Ask for a description of the application process. Let him/her know if you have job seekers who meet their job qualifications. If not, let the employer know that you will keep in touch. At this point, depending on time, you may want to conclude the visit. You also may want to ask for a company tour if time allows. When you take a company tour, note the work area and specific equipment to be used and the training, skills, and amount of supervision required, as well as other qualities the employer will look for in the person to be hired. When your visit is coming to a close, thank the employer for his/her time. Be sure you have his/her business card. If you need to send follow up information, let him/her know when to expect to receive this. The visit is now complete. Remember to follow up with a thank you note and any promised information. At this point, you have an open door with the employer and you want to strengthen the relationship for job placement opportunities. Be sure to share any information with your W-2 agency colleagues and other Job Center staff.



Bright Idea from Vernon County

As I meet with employers, I take notes on the Employer Interview Contact Form, (example located in the appendix). I created this form to make sure that while I have the employer face to face, I can gather important information by asking it then. Almost like an interview, I ask their permission prior to asking anything. This is a great tool to build a relationship with the employer. The information asked helps me so that I can readily prepare my job seekers with the what, when and how the employer works the hiring process. One question that I find important is, "When screening applicants, what do you look for on the application that might exclude or include that applicant for hiring?" I find out the benefits and the physical requirements. I find out what trends they might have during "hot" times for hiring. I ask for some background history of the business as well as where they see their business in the future, how much growth can be expected, if there is room for adding on? I end the visit with exchange of business cards, the hand shake I greeted them with, and of course a smile. If anything comes up in the future, I can go back to my recorded information and will be prepared to call that contact and assist the job seekers with a heads up on setting up something, be it a CSJ or a job referral. Contacting Hiring Employers by Phone Using the phone can be an effective and efficient way to contact employers that you know are hiring or expanding their workforce. Know what you want to say before you contact the employer. You may want to develop a phone script and practice it. Phone scripts should include an introduction of yourself, the services that the W-2 agency and the Job Center can offer, and your questions regarding employment openings. You may offer to send an informational packet describing the W-2 agency’s services along with your business card. Conclude by giving your contact information and thanking the employer for his/her time. Phone Tips • Call from a quiet location where you will not be interrupted • Do not chew gum, eat, or drink • Speak slowly and clearly • Speak with confidence – standing up while talking on the phone can help • Ask employer if the time is convenient for the phone conversation



The phone call is now complete, but you are not finished. Follow up with a thank you note and any information you promised the employer. At this point, you have started the development of a business relationship with this employer. By following up, you are strengthening the relationship. Be sure to share employer information with your W-2 agency colleagues and other Job Center staff. Cold Call Employer Contacts This method can unnerve the new job developer. Cold call contacts usually are more successful if you have prior experience contacting employers who are recruiting. In using the cold call method, you may not know if the employer is recruiting, but you still can research the company using the previously described methods. A cold call can be done by phone or in person. The purpose of the cold call is to introduce yourself and your services to the employer. It is the start to building a relationship. Be sensitive to employers. If they tell you that they do not have time to speak with you, or if they seem preoccupied, ask if you can send them the informational packet, or leave one with them if the visit was in person. After a few weeks, follow up and ask if they have any questions and if your services can be of help to them. Ask if you can schedule an informational interview with them. Inquire about any job openings that they have currently or that are expected in the future. Be sure to share any information with your W-2 agency colleagues and other Job Center staff. Employer Presentations As a job developer, you may find it very time effective to develop presentations to give to groups of employers (e.g., Human Resources Association) regarding Trial Job, CSJ, and W-2 T placements, the Fidelity Bonding Program, tax incentives, and other Job Center Services. Hosting these presentations at the W-2 agency or Job Center is a great way to get employers into your agency. Often a 7 AM meeting with a continental breakfast works well and is cost-effective. On the day of the presentation, have all employers sign in with their contact information. Be sure to start and end on time. If time allows, offer a tour of your agency. After the presentation, follow up with thank you notes. You just made a number of new employer contacts in 1 hour or less. Be sure to share any information with your W-2 agency colleagues and other Job Center staff.



Bright Idea from UMOS I encourage employers to come to the Job Center to meet with me. This gives the employer an opportunity to see our agency. When meeting with an employer at the Job Center, I take the employer around to meet other staff members. This gives my co-workers a chance to meet the employer. It also shows the employer the team work within our agency.



Maintenance of Employer Relationships

As a job developer, you now have made many connections with the employer community. How do you maintain these connections? Communication is the key to successfully maintaining these relationships. Always be sure to follow up with employers, let them know that they are appreciated, and never take their efforts for granted. Ensure that you establish in advance how frequently and in what manner the employer would like your follow-up contacts to be. After that is established:

• Communicate regularly with the employer • Be sure the employer knows that you value his/her effort and input • Strive for an “open-door” at all times with the employer

After the employer relationship has been established and strengthened, it could lead to new employer contacts.

• Ask for referrals • Ask if you can use the employer’s name when you make new contacts

Employer Appreciation Activities

Employers working with the W-2 Agency can be recognized in several ways. This recognition builds and strengthens employer relationships. Recognizing employers publicly is great publicity for both the agency and the employer. Before publishing articles or pictures, be sure to receive the necessary authorization from your agency, the employer and, if involved, the W-2 job seeker. Appreciation Ideas • Thank you notes • Newspaper recognition articles • Radio talk shows • Monthly employer newsletters • Employer appreciation events



Bright Idea from Fond du Lac Area Job and Career Center When an area employer, working with the W-2 agency, is featured in the newspaper for a promotion or special event, I like to cut out the article and send it in a congratulatory card along with my business card. This is a great way to strengthen employer relationships.

W-2 Agency/Job Center Events W-2 agencies and Job Centers often sponsor events and services that are very beneficial to the employer. These include Labor Law Clinics, Job Fairs, and the availability of interviewing rooms. Be aware of upcoming events and invite employers to these events. Your personal invitation will continue to strengthen relationships with the employer and will market Job Center services. What events does your Job Center host for employers?



Referrals to Job Opportunities/Unsubsidized

Employment You have contacted employers and developed relationships with them so that you can successfully match W-2 applicants/participants to job opportunities, but as a job developer are you really prepared? Remember, job seekers seldom are hired the first time out. You need to become an important part of the support system that keeps the job seeker motivated. Positive and realistic feedback from you will be helpful. If the individual is passed over repeatedly in the hiring process, contact the employer for feedback. What can you do to better prepare the job seeker for the next employment interview?

Bright Idea from Arbor Employment and Training

A participant was caring for a child with special needs; the doctors stated the participant was needed in the home to care for the child when the child was not in school. Over a period of six to eight months, the FEP enrolled the participant in job readiness classes at the Job Center whenever possible. More importantly, the FEP met with the participant in her home to help with resume writing, mock interviewing, etc. As soon as the child again started the school year, the FEP assisted the participant with job search until a retail job was found where the participant could work hours while the child was in school. The FEP and the participant worked with the employer who agreed to hire the participant knowing a fluctuating schedule with no week-ends would be needed. In the summer, this participant is still able to maintain employment, working when the child attends summer school. There is also a certified health care worker who attends to the child’s needs when mom cannot be available.



Work Experience Sites Developing work experience sites should be included as part of your job development marketing strategy when making employer contacts. There are many effective ways to market work experience sites to an employer.

• Network with employers from the W-2 Community Steering Committee • Include work experience information when meeting with employers • Include work experience site supervisor testimonials in your marketing

information • Host employer events with a work experience site supervisor as the guest

speaker

When creating work experience sites, be sure that they cover a variety of skill sets. The W-2 participant must be placed at a site that is meaningful to him/her and will lead to unsubsidized employment. Bright Idea from Workforce Connections I explain to the potential worksite that they should treat each individual as an employee. That means that the employer would see them first for an "interview" and then determine if the person is a good fit for their environment. If possible, I like to be present during the interview to see how the person interviews. Sometimes I am shocked at how well the person did and I begin to look at the case differently. Being present at the interview is also a way to work with the person on certain questions they struggled with, etc. Connecting with WIA staff that does employer contacts on a regular basis helps us identify businesses in need of assistance or manpower. Networking with other services providers will help to develop worksites.

Work Experience Follow-up In placing a job seeker at a work experience site, the site should be given a contact at the W-2 agency for any questions or concerns that may arise. The work experience site also should be made aware of supportive services that the W-2 agency can offer including transportation and child care. The goal is for the work experience to be successful. Contact with the site to monitor the placement is essential to building relationships. The W-2 Agency must initiate follow up with the work experience site and not wait for the site to contact them.



Bright Idea from Fond du Lac Area Job and Career Center Along with receiving monthly attendance reports from the job site, I also give the site an evaluation form to complete monthly. It is very quick for the site to do and there is also room for comments on it. This often helps me in marketing the job seeker, as I can use this information to sell the job seeker’s strengths. An example may be that the W-2 job seeker has never been late for the site and always completes tasks as assigned. This is great information.

Trial Jobs Developing Trial Job opportunities is another option for the job developer. A Trial Job is a W-2 subsidized employment position contracted between the W-2 agency and an employer for the W-2 job seeker who seems job ready, but has a weak work history.

• Trial Job positions are generally 40 hours per week placements and the employer is paid a subsidy by the W-2 agency.

• The expectation is that if the W-2 job seeker performs satisfactorily, the employer will offer permanent unsubsidized employment after the wage subsidy has terminated.

The W-2 job seeker may participate:

• In a Trial Job for a maximum of 3 months with an opportunity for a 3-month extension, and

• In more than 1 Trial Job. Trial Job employers:

• Receive a wage subsidy not exceeding $300/month for a full time Trial Job Placement, and

• May use the wage subsidy at their discretion for training, transportation, or to offset employment costs, etc.

The W-2 agency is responsible for ensuring that Trial Job employers are aware of the penalties for fraudulently obtaining Trial Job subsidies (see W-2 Manual 7.3.0, 7.3.2, and 7.3.3).



Trial Job Employer Contract • Contracts must be completed between the W-2 agency and the employer for

every Trial Job placement. • The W-2 agency has the authority to develop employer contracts based on a

model contract provided by the State of Wisconsin. • If a W-2 agency develops its own employer contracts, there is information the

contract must contain at a minimum (see W-2 Manual 7.3.4).

Trial Jobs: Records, Wages, and Benefits The employer that contracts for Trial Job placements provides a structured work environment that includes close supervision, mentoring and coaching of Trial Job participants. The Trial Job employer must incorporate education and training needed for the Trial Job participant to move into unsubsidized employment. These employers are expected to provide, at a minimum, the same pay, benefits, and education and training opportunities as provided to unsubsidized employees in similar jobs. The Trial Job employer also is expected to consider other education and training opportunities that the W-2 agency believes will help the participant succeed on the job. Time records will be kept through the employer’s monthly reporting for the Trial Job subsidy. The Trial Job employer must pay the participant a comparable wage received by regular employees in similarly classified positions for every hour worked. The Trial Job employer must provide the participant with benefits comparable to benefits provided to regular employees in similarly classified positions. Employers must pay at least federal or state minimum wage. The Trial Job employer must provide worker’s compensation and unemployment insurance to trial job employees. The Trial Job employer must agree to provide information on the federal and state Earned Income Credit (EIC). Regular EIC can be accessed only by the tax filer. (See W-2 Manual 7.3.6, 7.3.7, and 7.3.8). Bright Idea from Fond du Lac Area Job and Career Center After a job seeker proves success on a work experience site, I contact the worksite supervisor to see if they will write a letter of recommendation. If needed, I will provide the supervisor with letter of recommendation examples to make this process quicker. (Be cautious that this does not look like a form letter.) The job seeker then attaches this letter with their applications and/or resumes. I then contact these employers and market the job seeker, trial jobs, and tax credit incentives to these potential employers. I have found this method to be very successful!



Short-term Customized Skills Training Job developers need to be aware of industry trends in their area of Wisconsin and the training needs of the local workforce. The use of local LMI is essential in developing short-term customized skills trainings. Developing relationships with area technical colleges and other training and business resources, including WIA, DVR, and Job Center Business Service Teams, is instrumental to initiating short term training programs. These interactions will give the job developer the necessary networking resources needed in developing short-term trainings. In meeting with employers, job developers can encourage the employers to provide on-site skills development related to specific jobs and employees. They can encourage and support the establishment of career ladders with particular employees or in particular occupations. Short-Term Jobs Skill Training should be job focused. W-2 agencies can coordinate with the Wisconsin Technical College System to offer certified (or diploma/degree) training programs, and work directly with employers to develop on-site training opportunities (see W-2 Manual 8.3.2.2 and Operations Memo 05-55). What strategies are used by you or your W-2 agency to set up short-term customized skills training?



Resources for Short-term Customized Skills Training Recommended areas of trainings, as outlined in W-2 Manual 8.3.2.2, include: Basic Welding Hospitality Training Certified Nursing Assistants Keyboard/Data Entry Child Care Office Software Electronic Assembly Press Production Entrepreneurial/Small Business Utility Installation Food Preparation To explore opportunities in Wisconsin’s Technical College System, see http://www.witechcolleges.org/explore_careers/degrees.php In addition to working with area technical colleges and other area training resources, a job developer can use industry websites as training resources. Many businesses will offer training that focuses on the needs of their business.

Apprenticeships An Apprenticeship is a training program that combines structured on-the-job training with related instruction. It is sponsored by employers, employer associations, or labor/management groups that can hire and train in a working situation. The employment opportunity is the most basic requirement for an apprenticeship. Without a job, there is no "on-the-job" training, and such training represents about 90% of the program. http://dwd.wisconsin.gov/apprenticeship/default.htm

http://dwd.wisconsin.gov/apprenticeship/default.htm



Strategies to Promote Job & Career Advancement

As outlined in Operations Memo 05-55, the goal of follow-up services is to encourage wage gains and assist in the development of career pathways for W-2 job seekers who obtain unsubsidized employment. Promoting job advancement requires maintaining a relationship with working parents and helping them use their work experience to move ahead in the labor market. The W-2 Basic Assumptions also state that with each interaction of this ongoing relationship, the W-2 worker “works to ensure parents understand their choices and the resulting consequences. This approach empowers parents to make informed decisions that strengthen their family.” In general, there are two means for working parents to pursue career advancement:

• Promotional opportunities with the current employer; and • Job mobility outside the individual's current employment.

Suggestions for leveraging employer involvement in career advancement efforts and promoting job advancement include:

• Encouraging employee training: encourage the employer to provide on-site skill development related to specific jobs and employees.

• Encouraging and supporting the establishment of career pathways with particular employers or in particular occupations.

The job developer should also review potential jobs and the associated wages that may be available after the participant has:

• Retained his/her current job for a certain period of time, and/or • Gained a new skill or educational credential.

The prospect of job advancement services can encourage W-2 job seekers to participate actively in our program and accept entry-level positions. The same services also will help businesses by providing a better trained, more productive, and more loyal workforce.



Career Pathways Activity What are career clusters and pathways and how are they used? A career cluster is a group of occupations within the same industry that share general knowledge, skills, and work environments. Career pathways are smaller groups of occupations within a cluster that share specific knowledge, skills, and work environments. The list below is the U.S. Department of Education’s 16 career clusters, which were developed through the States’ Career Clusters Initiative (http://www.careertech.org/career-clusters/glance/clusters.html). The clusters are:

• Agriculture, Food and Natural Resources • Arts, A/V Technology and Communication • Architecture and Construction • Business, Management and Administration • Education and Training • Finance • Government and Public Administration • Health Science • Hospitality and Tourism • Human Services • Information Technology • Law, Public Safety and Security • Manufacturing • Marketing, Sales and Service • Science, Technology, Engineering and Math • Transportation, Distribution and Logistics

Source: WisCareers http://wiscareers.wisc.edu Directions: Develop a career pathway based on the scenario you are given. You also will be given assessment information from WisCareers to use for this activity. The Guide to LMI Related Web Sites, previously given to you, will provide resources to use for this activity. An example of a career pathway can be found on the following page. You will use the blank career pathway chart located in the Appendix for this activity. NOTES:

http://wiscareers.wisc.edu/



Job Retention “Consistent work is essential for parents to achieve economic stability,” and “W-2 commits to working with parents before and after they find a job” is another W-2 Basic Assumption. This assumption is in line with Operations Memo 05-55, which lays out the policy for providing case management follow-up services to participants who progress from a W-2 employment position to unsubsidized employment. Follow-up services must be provided to working parents for at least 12 months. These services are meant to encourage and support job retention. Follow-up services also must be offered to pro-rated CSJ and CMU participants. The goal of follow-up services is to ensure job stability and retention, encourage wage gains and assist in the development of career paths for individuals who obtain unsubsidized employment. Continuing with the Basic Assumption quoted earlier, “W-2 supports job retention and advancement in a variety of ways because individual progress toward independence and prosperity is a process.” The W-2 agency must demonstrate to working parents that they have a better opportunity to retain their employment and increase their earnings if they stay connected with the W-2 agency for additional employment stabilization services. There are many employer-focused efforts that job developers can use to improve communication with employers and influence employer involvement in retention, including: • Conduct employer orientations or distribute employer-related newsletters that

promote the services available when hiring W-2 participants and the cost savings related to retaining employees

• Make regular follow-up contacts with employers after a successful placement • Set up an employer hotline as a quick and easy way for the employer to ask for

agency intervention or additional supportive services • Measure employer satisfaction with W-2 employment services in order to improve

service delivery • Encourage employers to create worksite mentoring programs, pairing new workers

with more experienced workers, particularly those experienced workers who have had contact with the W-2 program

• Encourage employers to establish transportation options for employees



Bright Idea from Forward Service Corporation Our agency schedules at least one job retention workshop per month in the late afternoon or evening hours. We have a guest employer speak about different topics related to job retention. Topics have included: Maintaining a Positive Attitude, Giving and Receiving Constructive Criticism, Giving Great Customer Service, and Ten Keys to Keeping Your Job. The workshops are marketed to the W-2 job seekers and the public.

Earned Income Tax Credit (EITC) “Studies have shown that EITCs encourage families to obtain jobs and remain employed” (Policy Basics: State Earned Income Tax Credits, Center on Budget & Policy Priorities, http://eitcoutreach.org/. A W-2 Basic Assumption is that “Family income should improve when parents work.” The Earned Income Tax Credit (EITC) is an example of a work support that will help keep parents employed and improve their income. Earned income and adjusted gross income (AGI) must each be less than:

• $43,998 ($49,078married filing jointly) with three or more qualifying children • $40,964 ($46,044married filing jointly) with two qualifying children • $36,052 ($41,132married filing jointly) with one qualifying child • $13,660 ($18,740married filing jointly) with no qualifying children

Tax Year 2011 maximum credit:

• $5,751 with three or more qualifying children • $5,112 with two qualifying children • $3,094 with one qualifying child • $464 with no qualifying children

The EITC, like other tax credits, does not count as income in determining eligibility for benefits such as W-2, Medicaid, FoodShare, SSI, or public or subsidized housing.

http://eitcoutreach.org/



Job Retention Resources www.wisconsinjobcenter.org/retention

This site lists multiple resources related to job retention tools for businesses along with best practices and good advice for success you can share with your customers. This website contains job retention resources within the Job Center of Wisconsin network as well as multiple resources outside of the Job Center of Wisconsin.

http://www.hermangroup.com/

This site offers a free weekly e-newsletter on workforce and workplace issues, including retention. There are also many business resources on this site. The Herman Group is a firm of Strategic Business Futurists concentrating on workforce and workplace issues. They advise corporate leaders regarding employee retention and organizational development to help build workforce stability.

http://www.diversityworld.com/ Every month, this site offers two free newsletters: “True Livelihood Newsletter,” written by Denise Bissonnette, focusing primarily on people who are employed to help others manage their careers and jobs; and “The Disability Network Newsletter,” written by Rob McInnes, featuring current news and developments on disability and employment issues. Diversity World is a consulting and training firm that focuses on workforce diversity - enriching workforces and reducing barriers to employment.

What percentage of people retains their jobs due to the level of their occupational skills? ______________

http://www.hermangroup.com/

http://www.diversityworld.com/



Appendix



Online Resources The Beehive http://www.thebeehive.org/ The Beehive is part of the One Economy Corporation, a nonprofit organization based in Washington, D.C. This site is a great resource for information pertaining to budgeting, jobs, career advancement, and family life. Many of the pages also can be viewed in Spanish. Division of Vocational Rehabilitation (DVR) http://dwd.wisconsin.gov/dvr/ The Wisconsin Division of Vocational Rehabilitation (DVR) is a federal/state program designed to assist individuals with disabilities to obtain, maintain, or improve employment. It is Wisconsin's primary provider of employment services to people with disabilities. DVR has many services, including guidance and counseling, job search and retention assistance, training, and assistive technology. A W-2 job seeker may be eligible for these services in addition to W-2 services. EITC & Other Tax Credit Programs http://www.irs.gov/individuals/article/0,,id=96406,00.html Additional information related to the EITC and other tax credit programs. Employment in Wisconsin http://ww2.wisconsin.gov/state/employment/app?RESPONSE=/jsp/other.jsp A useful portal website for you and your W-2 job seekers is the State of Wisconsin’s Employment in Wisconsin page. Users can click links to 17 different websites, including: • America’s Job Bank – Wisconsin, • Veteran’s Jobs, • Job Fair information, • Careers 4 Wisconsin, and • Careers One Stop.

http://www.thebeehive.org/

http://www.irs.gov/individuals/article/0,,id=96406,00.html

http://ww2.wisconsin.gov/state/employment/app?RESPONSE=/jsp/other.jsp



Employment-Related Refugee Programs http://dcf.wisconsin.gov/refugee/programs.htm The Bureau of Working Families’ Refugee Assistance Services Program Section manages and monitors contracts for programs that are designed to assist refugees achieve economic self-sufficiency and social self-sufficiency. The services are provided by partner agencies that are responsible for comprehensive, bilingual & bicultural employment services as well as supportive services that may include health screening, English as a Second Language, and family-focused case management. Employment services may include assessment, vocational training, job application support, job referral, job retention, and job upgrading. Specific employment-related programs for refugees include: • Road to Work Program • Social Services Program/Employment and Training • Targeted Assistance Program/Supplement Milwaukee Program Veterans’ Employment and Training Service (VETS) http://www.dol.gov/vets/ The mission statement for VETS is to provide veterans and service members with the resources and services to succeed in the 21st century workforce by maximizing their employment opportunities, protecting their employment rights and meeting labor-market demands with qualified veterans. Wisconsin Department of Commerce http://www.commerce.state.wi.us/ The Wisconsin Department of Commerce was established in 1996 through the consolidation of various independent state organizations. It provides development assistance in areas such as marketing, business and community finance, exporting, small business advocacy, and manufacturing assessments. The agency also issues professional credentials for the construction trades and administers safety and building codes. The Department of Commerce’s vision is to make Wisconsin the best place to live and to do business. Its mission is to drive retention and creation of quality jobs and promote safe, healthy communities. Beginning July 1, 2011, the beginning of the state’s new fiscal year, The Wisconsin Department of Commerce will be transitioning to The Wisconsin Economic Development Corp. under Gov. Scott Walker’s new economic development plan.

http://dcf.wisconsin.gov/refugee/programs.htm

http://www.dol.gov/vets/



Wisconsin Department of Workforce Development http://www.dwd.state.wi.us/default.htm The Wisconsin Department of Workforce Development (DWD) is the state agency charged with building and strengthening Wisconsin's workforce. DWD offers a wide variety of employment programs and services, accessible at the state's Job Centers, including: securing jobs for the disabled, assisting former welfare recipients to transition to work, linking youth with jobs of tomorrow, protecting and enforcing worker's rights, processing unemployment claims and ensuring worker's compensation claims are paid in accordance with the law. Wisconsin Job Center https://jobcenterofwisconsin.com/default.aspx (Job Center of Wisconsin home page) https://jobcenterofwisconsin.com/presentation/JobSeekers/mapWI.aspx (Map of Wisconsin Job Center locations) Wisconsin Job Centers help bring employers and job seekers together. Job Centers help workers to succeed in the world of work by connecting them to jobs, training, career information, and support services. Job Centers help businesses with connections to qualified employees, employee training, labor market information, hiring and tax incentives, retention strategies, and untapped labor pools. A variety of partner agencies, usually including not-for-profit community organizations and agencies of Wisconsin's state and county government, work together to make Wisconsin Job Centers possible. These partners are organized via the federal Workforce Investment Act (WIA) as One Stop Job Centers. Wisconsin Job Center-Background Checks http://wisconsinjobcenter.org/recruiting/backgroundchecks.htm Learn about using employment background checks properly and resources for conducting background checks. Wisconsin Job Center – Retention http://wisconsinjobcenter.org/retention/ For employers, keeping quality employees is essential to a successful business. At this site, employers will find proven strategies, good advice, best practices, and many online tools to help avoid costly turnover.

http://www.dwd.state.wi.us/default.htm

http://www.dwd.state.wi.us/dws/

http://www.dwd.state.wi.us/dws/directory/

http://www.dwd.state.wi.us/dvr/jobseek.htm

http://www.dwd.state.wi.us/dws/w2/default.htm

http://www.dwd.state.wi.us/dws/w2/default.htm

http://www.dwd.state.wi.us/gwblb/

http://www.dwd.state.wi.us/er/

http://www.dwd.state.wi.us/uiben/

http://www.dwd.state.wi.us/wc/

https://jobcenterofwisconsin.com/default.aspx

https://jobcenterofwisconsin.com/presentation/JobSeekers/mapWI.aspx

http://wisconsinjobcenter.org/recruiting/backgroundchecks.htm

http://wisconsinjobcenter.org/retention/



Workforce Investment Act (WIA) http://www.dwd.state.wi.us/dwdwia/default.htm The Workforce Investment Act (WIA) of 1998 represents a national consensus to consolidate and coordinate all of the workforce preparation and development programs into a unified workforce investment system. In Wisconsin, programs for employment placement/retention, job training, and education-related training programs are delivered through Job Centers. Although individual programs still retain their own service and funding requirements, those programs also must participate in the Job Centers, with local policy oversight provided through 11 Workforce Development Boards across the state.

http://www.dwd.state.wi.us/dwdwia/default.htm



Employer Contact/Site Visit Information Business Name and Address

Name of Contact Person Title Phone/E-mail/Fax

Products/Services

Turnover, Seasonally & Outlook

Usual Recruitment Process

Person(s) in Charge of Hiring/ Contact Information

Training for New Employees How much, & What Form Trainer:

Contact Person After Hiring

Type of Supervision

Shifts/Overtime

Lunch/Break Facilities Structure

Equipment Used

Skills Required

Most Important Skills

Personal Qualities Needed

Background Preferred

Education Required

Wage Information Starting salary/range

Benefits

Transportation/Parking Cost for Parking

Dress Code



Date of Visit Name of Job Developer Comments



Employer Interview Contact Form (Developed from a Vernon County form) Today’s Date: ____________ Company: ___________________________ Address: City/State/Zip: Phone: Fax: Email: Owner: Supervisor: Human Resource Contact: Today’s Contact: Company Positions/Wages/Weekly Hours worked Is there a probationary period? Y or N If yes, how long? _________ Future Technical Needs/ Expansion Plans: Y or N Comments: Benefits: Y or N Health Insurance: Y or N Other: ___________________ Union: Y or N Shifts: 1 2 3 Weekends Holidays Past Hiring Sources: ___Referrals from within ___Walk ins ___Job Service ___Newspaper ___Private Employment Agencies Typical Application Procedures: ___Job Center ___On-Line _____________________@________________ ___Walk In Application ___Temp Employment Agency Does there need to be an ad placed for someone to apply? Y or N How long are applications kept on file? _____________ Are filed applications also considered when there is an opening? Y or N



New hires consist mostly of what choice? ___H.S Diploma/GED ___Associates Degree ___Bachelors Degree ___Computer Exp ___Attitude ___Experience Seasonal Trends - Do you have any peaks/layoffs? ___Spring ___Summer ___Fall ___Winter Comments: Required Physical Requirements: Department: ______________________________ Physical Requirements ___Lifting ___Finger Dexterity ___Hearing ___Sitting ___Temp ___Vision ___Dust ___Standing ___Bending ___Other_________________________ Department: ______________________________ Physical Requirements ___Lifting ___Finger Dexterity ___Hearing ___Sitting ___Temp ___Vision ___Dust ___Standing ___Bending ___Other_________________________ Department: ______________________________ Physical Requirements ___Lifting ___Finger Dexterity ___Hearing ___Sitting ___Temp ___Vision ___Dust ___Standing ___Bending ___Other_________________________ Department: ______________________________ Physical Requirements ___Lifting ___Finger Dexterity ___Hearing ___Sitting ___Temp ___Vision ___Dust ___Standing ___Bending ___Other_________________________ Department: ______________________________ Physical Requirements ___Lifting ___Finger Dexterity ___Hearing ___Sitting ___Temp ___Vision ___Dust ___Standing ___Bending ___Other_________________________



Projected Hiring: What are your Training Procedures for new employees? How long is the training period? What type of training is offered (On the Job, customized, classroom, online)? Do you do a formal orientation? Y or N Briefly describe the length and procedure of the orientation. When filling one or two positions, temporary or not, would you consider calling me to inquire if I have a good match for a potential employee who could competently perform the job or is able to quickly learn the job requirements? Y or N Explain services of W-2 Program. Is the employer interested in: CSJ_____ Trial Job____ Short-term Customized Skills Training _____ Any additional comments: Date thank you note sent: __________



Arrest and Conviction Records under the Law



Job Retention & Advancement

This is an example of how a month’s worth of workshops can be displayed and accessed by W-2 customers and the general public. A description of each workshop is on the reverse side of the calendar, but, in this Participant Guide, the descriptions follow on the next page. (To view the calendar online, click the “month” link for the La Crosse County Job Center Calendar at http://www.workforceconnections.org/Job%20Seekers/JobSeekers.html.)

http://www.workforceconnections.org/Job%20Seekers/JobSeekers.html



Six Ways to Boost Job Retention Here are six ways that you can help to ensure that your residents find and keep a job: 1. Enforce attendance standards in your pre-employment program. Tardiness

and absenteeism are leading causes for people being fired. By maintaining strict attendance standards during the pre-placement phase of your jobs program you can ensure that participants who tend to be late improve their behavior before seeking a job.

2. Make quality job placements. The quality of a job placement is affected by the

job itself (pay, nature of the work, career opportunities, etc.) and the appropriateness of the job match. By making quality job placements, you can help to ensure that your clients remain employed.

3. Conduct a “personal barrier check” prior to the job start. Before a candidate

begins work, a staff person should work with the candidate to identify and overcome any barriers that might cause problems for the person during the early weeks on the job. Potential barriers include transportation and health issues, availability of child care and financial problems. For a complete list of possible barriers, see the “Employment Barrier Checklist” in this manual.

4. Prepare a “job starter kit” prior to placement. Job placement staff should put

together a job starter kit for clients that includes handy tips on surviving the first weeks on the job, an envelope to hold pay stubs and other official information (such as health benefit and tax documents) and any other items that you think might be useful.

5. Visit the candidate on the first day of work. It’s always a good idea to visit a

candidate on the first day of work to provide any needed support, information, etc. 6. Provide intensive follow-up services. A retention staff person should be in

contact with the candidate and the direct supervisor on a regular basis to address potential performance issues and personal matters that might cause trouble at work. Many successful employment placement entities implement the following schedule to ensure that clients retain their jobs:

Week one: Daily Weeks two to 12: Once a week Weeks 13 to 26: Once every other week Weeks 27 on: Monthly Copyright © 2006, Enterprise Community Partners, Inc.



Transferable Skills



Career Pathways Chart

the role of job development in w-2 · the role of job development in w-2 . expected outcome . ......

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