Building Resilient Employment Programs
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19-Oct-2014 -
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Transcript of Building Resilient Employment Programs
Building Resilient Employment ProgramsMichele Martin, The Bamboo Project Inc.
Michele Martin
President, The Bamboo Project, Inc.
Career Development Facilitator Instructor
Former HR Manager
20 years of experience in workforce & career development
Goals
Understand the reality of today’s economy and job market
Discuss basic strategies for supporting employment
Explore ideas for moving beyond the basics
Job Market 2014
*This does not reflectthose who have dropped out of the labor force altogether.
Promoting from Within
When there’s an opening, 42% of jobs are filled internally.
Less Pressure to Hire
Rise of Temp/Contract Workers
30-40% of workers are in “perma-temp” or freelance/contract work.
20% of job growth has been in temp workers
Multiple Hiring Sources
45% of external hires come from referrals and applications receivedthrough the company website.
Rapidly Evolving Requirements
Too Many Applicants
Recruitment Management Software
Employer Bias
Implications for Job Seekers
Fewer jobs with more competition for those jobs
Greater “churn” and instability
Changing nature of jobs
Greater difficulty getting noticed
Need to overcome biases
Need to navigate confusing online systems and multiple social networks
Implications for your customers?
Workforce 101
Educate yourselves about. . . Demand occupations and skill/education requirements
Education and training resources
Job search basics
Local job search/employment resources
Temp agencies
Local employers, especially in occupations for which your customers are qualified
With Job Seekers
Make employment a goal and an ongoing conversation
Connect to quality career/job search assessments, tools and resources
Help job seekers monitor job search progress and troubleshoot problems/challenges
Find and share job openings & networking opportunities
As much as possible, facilitate the job seeker in developing and implementing their own job search plan—do NOT act as an intermediary with the employer if at all possible
If you work with employers. . . Know the skills, education, qualifications of your population
Target employers who hire people with those qualifications Discuss what they look for in potential candidates Discuss recruitment/screening process
Partner with other agencies/organizations to develop interventions to prepare job seekers for those jobs
Facilitate job seekers in accessing those jobs directly—direct “job development” only as a last resort
If you do direct job development, refer only qualified applicants!
In developing interventions. . . Connect to career pathways/ladders, not dead-end jobs
Develop/connect to career advancement/retention strategies—from getting the job to keeping the job and moving to new opportunities—especially for underemployed
Connect to ongoing education/learning/skill-building opportunities
Avoid activating negative stereotypes—both job seeker and employer!
Teach them to fish!
What are you doing now? What could you be doing?
Beyond the Basics. . .
Key Principles Need to both respond to and go beyond today’s economy
Build individual resilience AND program/organizational resilience
Will need to stretch ourselves if we want to go beyond helping people to merely survive
Think “how could we make this work?” rather than “this will NEVER work!”
Think “DIT” rather than DIY—co-creation!
Think “Experimental” and “perpetual beta”
How do we combat. . .
Isolation and shame?
Identity issues and stereotype threat?
Scarcity thinking?
Community bias and stereotypes?
People need. . .
Positive sense of identity
Sense of community/belonging
Sense of “control” and empowerment
Sense of purpose that’s larger than themselves
Little Experiments. . .
Use Positive Questions What do you want MORE of in your life? How can you get it?
What are the very best things about you—your strengths and assets? How can you use those in moving forward?
Think of a similar situation you’ve handled well. What made it a success and how can you use that now?
Let’s list all your assets and resources. How can we use those in your situation right now?
What steps could you take, no matter how small, that would bring you closer to what you want?
Who handles this situation well that you could emulate?
Power Posing
Small Wins Journals
Vision Boards
Bigger Experiments. . .
From Case Manager to Coach
Move from hero to host.
Help clarify assets, strengths, resources—what we focus on grows!
Facilitate decision-making through positive questions
Provide structure, tools for action and accountability
Facilitate the ActReflectAct cycle
Help people develop learning/growth mindset.
G.R.O.W Coaching Model
Goal—What do you want?
Reality—What is happening now?
Options—What could you do?
Will—What will you do?
Mastermind Groups
Purpose: Provide ongoing accountability, ideas, support, resources, trouble-shooting, learning.
Facilitated and co-created by members.
Staff provide structure, support, ideas
Focus is on: Goals for the week Progress Troubleshooting Just-in-time learning
Benefits of Group Coaching
Increased probability of achieving goals
Distribution of obstacles
Collective wisdom and multiple perspectives
Resource sharing
Diffusion of stress
Accelerated motivation
Support & challenge
Engage Customers as Co-Creators
“Giving Circles”
Purpose Workshops
What do you want your life to be about?
What are your unique gifts and talents and how can you use them in the world?
Microenterprise/Entrepreneurship
Builds economic, personal and social capital
Most reliable route to self-sufficiency when properly supported
Think “multiple income streams” rather than “find a job”
Community Experiments. . .
World Cafes
Power to the Pop-Up
Crowdsourcing
Hackathons
Open Innovation Challenges
Starts with a BIG question. . . How might we. . . ?
What will you do next?
www.bambooprojectinc.comwww.bambooprojectinc.wikispaces.comwww.michelemmartin.comwww.michelemmartin.com/wfd
Michele [email protected]