PLANNING WHAT’S POSSIBLE: DESIGNING AN EMPLOYER … · differently. A smaller business has fewer...

DESIGNING AN EMPLOYER PARTNERSHIP

PLANNING WHAT’S POSSIBLE:

AUTHORS

Jackie Gonzalez Senior Program Manager

Leah MoschellaSenior Program Manager

Julia di Bonaventura Senior Program Manager

Matt PolandSenior Program Manager

MARCH 2019

Acknowledgments

JFF would like to acknowledge several individuals who contributed to the development of this

resource, especially the devoted out-of-school-time educators and leadership at the Clubhouse

Network and Best Buy Social Impact: Gail Breslow, Brendan Casey, Aviva Baff, Lynn Murray,

Cassandra Rivera, Jasmine Medrano, Deborah Morris York, Andrea Reihl, William Woodworth,

and Andrea Wood.

About JFF

JFF is a national nonprofit that drives transformation in the American workforce and education

systems. For 35 years, JFF has led the way in designing innovative and scalable solutions that

create access to economic advancement for all. Join us as we build a future that works.

http://www.jff.org

About Best Buy Foundation

Best Buy Foundation Builds Better Futures Through Technology

For half a century, Best Buy has been a catalyst for the rise of technology to educate and enrich

people’s lives through technology.

Technology know-how is crucial for young people preparing to enter the job market for the first

time. Over 80 percent of jobs created in the next decade will require tech skills. Tech reliant jobs

have a faster average growth projection than all other professions. We are committed to giving

teens from underserved communities access to the technology, training and mentorship they

need to succeed in the tech-reliant jobs of the future.

We open the door to opportunity with technology training and tools which will allow nonprofit

organizations to help young people build better futures through technology—a new generation

of engineers, entrepreneurs, creators, designers, and dreamers.

http://www.jff.org/

Table of Contents

How This Guide Can Help You ......................................................................1

Why You Should Have a Customized Employer Engagement Strategy ........1

Design Your Approach ...................................................................................4

Make Contact .................................................................................................7

Meet the Employer Representative ...............................................................8

Follow Up .......................................................................................................9

Develop Employer Champions ......................................................................10

In-Action Examples .......................................................................................12

Take Your Next Steps .....................................................................................19

Appendix ........................................................................................................20

1

How This Guide Can Help You

Now more than ever, it is critical for educators to help the young people we serve become career

ready. Employers can be a critical partner in helping young people develop key career-readiness

skills through work-based learning. This guide is designed to help Best Buy Teen Tech Center

(BBTTC) staff and other educators to confidently engage with employers and build targeted

opportunities for career exposure and the development of employability skills through

meaningful work-based learning opportunities.

You can use this resource to:

• Learn about employer perspective and “what to say” to pique employer interest

• Develop a strategy to engage employers

• Understand how labor market information can help you target the right employers

• Align your career-readiness activities to the needs of the actual job market, with case

study illustrations to help you identify resources

Ultimately, this resource aims to help you support young people in gaining meaningful exposure

to the world of work.

Why You Should Have a Customized Employer

Engagement Strategy

What Do We Mean by Employer Engagement Strategy?

An effective employer engagement strategy involves making informed decisions around the

purpose of your interactions with employers. Your strategy also helps you determine when and

at what level to engage with employers to meet that purpose. It entails processes and/or

approaches to developing relationships with employers, supporting the design of workplace

experiences with them, and continuing to deepen their investment in the educational process.

Having an employer engagement strategy can save you time, help you set goals, communicate

needs to colleagues and your supervisor, and also help young people develop skills that can lead

to “good jobs.”

2

Develop Relationships with Employers

Developing meaningful employer relationships is not easy. It requires staff time and resources

that may seem impossible on a daily basis. Despite these obstacles, sustained and successful

employer engagement is both possible and worth the challenge. Every relationship is worth

maintaining to some degree. Relationships that start as low level (like presenting at a career

day) can grow to offer more valuable activities (like offering internships) when you demonstrate

value and build trust over time.

In this guide, we will help you to visualize the different ways you can partner with

employers to enhance your BBTTC programming.

What is Work-Based Learning?

Work-based learning is when students or workers have ongoing workplace experience that

provides them with meaningful job tasks that (a) develop their skills, knowledge, and

readiness for work, and (b) support entry or advancement in a particular career field.

To learn more about JFF’s work-based learning framework and access free resources, visit

JFF’s Center for Apprenticeship & Work-Based Learning.

What is a “Good Job”?

A “good job” allows an individual to meet their basic needs while also meeting higher needs

around meaningfulness and personal growth. Some qualities of a “good” job include a

living wage or a direct path that leads to an increased salary within an appropriate

timeframe, a reliable and reasonable work schedule, and other benefits that support

advancement such as tuition remission.

To learn more, check out the Good Jobs Institute's Good Jobs Strategy.

https://center4apprenticeship.jff.org/

https://goodjobsinstitute.org/what-is-the-good-jobs-strategy/

3

So, what is successful employer engagement? We can categorize it into three main buckets:

Consider your current employer partners. What buckets do they fall in?

While there is certainly value in plugging employers into your program at every level, this tool

can help you think more strategically about how to build on existing relationships, or create new

ones, that add the most value. The most intensive opportunities are the hardest to design but

can ultimately position your program as a talent solution while helping young people develop

essential skills for the workplace.

L1: Early Stage

Employer

Engagement

(Least Intensive)

L2: Moderately Intensive

Employer Engagement

L3: Deep Employer

Engagement

(Most Intensive)

• Guest speaker

• Company

tour/field trip

• Job shadow

• Mock interviews

• In-kind donations

• Service learning

• Mentoring, tutoring

• Class project/challenge

• Hackathon

• Curriculum advising

• Scholarship reviewing

• Event sponsorships

• Internship

• Job placement

• Serving as an

employer champion

(see Developing

Employer

Champions below)

What Do We Mean by Talent

Solution?

Employers often have a hard time finding

candidates to fill specific positions for a number of

reasons. The BBTTC can help employers by

addressing those skills in its programming, so

young people are fulfilling a need while gaining

valuable workplace experience and a paycheck.

4

Design Your Approach

1. Consider Your Value to the Employer—Why Might They Want to

Work with You?

Work with your team to reflect on what you can bring to the table through existing resources

and partnerships.

Consider your team’s:

• Knowledge. What business, industry, and/or talent development expertise do we have

that could help targeted employers solve problems or add value?

• People. What skills, competencies, and attributes do our young people have that would

be of value to targeted employers?

• Facilities. Do we have a function space or access to a space that would be useful for

events and forums? Do we have training facilities or equipment of value?

• Relationships. Is anyone in our staff or leadership connected to public officials,

business leaders, service providers, or other people who may be of interest to local

employers?

• Partners. Do we have existing relationships with organizations that are recognizable

and trusted by target employers?

• Ways to reduce risk. Often, employers are not aware of state laws and policies

regarding youth employment. While there are some liabilities involved, in most

industries they often are no different than hiring a full-time adult employee. To learn

more, check out this resource from JFF.

2. Research Your Employer Pool—What Industries Do You Want to

Target?

While all employer partnerships can play a significant role, you can use labor market

information (LMI) and other industry research from online resources or a local workforce

center to find win-win opportunities. It can help you identify employers that are looking to build

talent and position your young people for opportunities that provide an actual career pathway.

https://jfforg-prod-prime.s3.amazonaws.com/media/documents/Not-as-Hard-as-You-Think-042915.pdf

5

You can use LMI to support your BBTTC. LMI can help you:

• Understand what industries are in demand. What does your LMI or industry

review tell you about what skills and occupations are in demand in your neighborhood?

How can you use that information to enhance your pitch to an employer?

• Anticipate challenges of the industry. What are some of the talent challenges

within this particular industry that you can help to alleviate or address? For example, is

there a shortage of help desk workers or a high turnover rate? How does the BBTTC

acknowledge and support young people in being better prepared for the workforce?

• Support your young people. What industries and jobs are the youth in your program

interested in? Do their interests align with viable options in your local economy? LMI

can help you predict the skills that youth will need to secure high-paying, high-demand

occupations in the future and provide them with the right information.

• Make better-informed decisions. This information can help you plan and make

better decisions about what employers to partner with, how to enhance your pitch, and

other employer-related opportunities.

JFF conducted six labor market scans of major cities—Washington, DC; San Diego, California;

Chicago, Illinois; Houston, Texas; San Antonio, Texas; and, New York City, New York—to kick-

start your LMI-informed programming efforts. These regional profiles are available in the

appendix starting on page 20. Is your city not included? These scans can still serve as a reference

for your initial planning, as many industries and occupations are in-demand across the country

and not just in a particular region.

3. Narrow Your Prospective Employers

Focusing on specific qualities or employer traits can help you to better anticipate potential

partners’ capacity to work with you, how long it might take to build the relationship, and if they

have a positive history of working with teen programs or other nontraditional talent, such as

workers who have disabilities or individuals who have criminal records.

What is Labor Market Information?

Labor market information is the systematic collection, analysis, reporting,

and publishing of a broad range of data that describes current economic

conditions within a given geographic area. LMI can inform decisions related to

workforce and economic development, education and training, and other key

policies.

6

Here are some strategies to inform your targeted list of employers:

• Leverage your extended network. To engage in the most meaningful way,

employers will need to make significant time and financial commitments, which aren’t

guaranteed to pay off. It is a huge advantage to already have a working relationship with

a local employer—regardless of their current involvement. This includes connections

through mentors, parents, teachers, coworkers, and other existing networks you might

already have.

• Understand, design, and reflect on employer profiles. Tech Centers can leverage

existing employer partnerships to connect with other employers that are seeking

specialized talent to develop possible career opportunities for budding talent. To map out

your employer connections, try creating employer profiles, which can help you get a

better understanding of fit. LMI, in combination with the prospective employer

characteristics listed below, can help you identify which employers are most vital to your

mission and have the greatest appetite for involvement.

Employer profiles for prospective employers should include:

• Employer size. Small and large businesses function

differently. A smaller business has fewer “decision

makers”—meaning you can often interact with

management right away but the partner might have less

financial ability to hire young talent. Meanwhile, larger

companies might have more resources they can share

with your program but may be harder to coordinate with

on a regular basis. In this guide, we focus on

engagement with larger employers but this is not meant

to be taken as a recommendation for one type of

engagement over the other. We see great promise in

engaging with businesses of any size.

• Community partnerships. What do you know about the way the employer currently

partners with community-based organizations or educational institutions? What

initiatives do they signal matter to them?

• Available opportunities. What types of work does the employer provide that might be

best aligned with the skills of your program participants? What do the entry-level

positions pay and do they offer any benefits? Do these jobs have career ladders or

pathways with clear criteria for advancement?

• Workplace culture. What is known about the working conditions, culture, and overall

working environment of this employer? Would it be a good fit for the youth in your

For more information on

engaging small businesses in

work-based learning, check

out JFF’s Work-Based

Learning with Small Business,

which has a guide for

practitioners, a guide for

small businesses, as well as a

template PowerPoint deck for

developing your work-based

learning “pitch” to businesses.

https://www.jff.org/resources/work-based-learning-small-business/


7

program? Note that there may be differences in culture for large employers based on the

region or local branch/store/office.

Keep in mind this research is not only helpful in identifying the right employers—you can use

this to demonstrate that you’ve done your homework and have ideas for how a partnership

might benefit them. They’ll appreciate that you have made the time to learn about them and

their possible needs, and will likely make themselves more available to entertain a conversation

(or more!).

To get a head start on your employer research, we’ve created sample employer profiles that you

can reference in the appendix on pages 39, 40, and 41.

Make Contact: Starting New or Building on

Current Partnerships

Before you reach out to a new partner—ask yourself:

• What level of involvement would best meet the needs of my program?

• What might their problems be and how would my organization help them? (Refer to the

Design Your Approach section above.)

• What about my program might excite them or get them interested?

Depending on your program and the interests of your young people, you might feel pressure to

reach out to as many employers as possible. While the initial outreach might feel easy,

maintaining and building a relationship with each and every partner that might express an

interest to get involved takes work. We’re here to help you work smarter—not harder—to achieve

your career-readiness goals.

Here are some best practices to identify the right people for your initial

conversations:

• Networks work. Look to colleagues, mentors, and parents to help make connections to

prospective employers. It is significantly easier to begin a conversation if there’s a

personal connection to start with. You may also ask any employer champions you have to

make introductions to their peers. Employers are highly likely to respond to other

employers who they identify with and feel understand their needs.

• Lean on LinkedIn (and related research). For larger companies, resources like

LinkedIn might help you better target the right people for an initial email or call. If

8

you’re seeking an introductory engagement, people on corporate social responsibility

teams or community relations might be easiest to reach. As the conversations/asks

progress to internships or jobs, you might want to seek out people from HR or talent

development. Even if they don’t directly do work in your region, they can often link you

to the right contact or speak about their company goals. For smaller companies, a quick

Google search might be your best bet.

• Email, then call. It is typically most effective to begin with an email. Through email,

you can make your case, attach and link to resources, and the reader can view at their

leisure. The reader can also forward your request to the right people if they are not the

point person. It is generally poor form to assume an employer can readily take a phone

call—but feel free to mention a plan to follow up with a phone call after a week or so if

you don’t hear back via email. Doing this gives them an option to schedule with you and

also pressures them to acknowledge your request. See page 42 in the appendix for a

sample introduction email.

Meet the Employer Representative

• Develop a rapport. As with any new relationship, it is critical to develop a rapport in

order to achieve your goals for the conversation and the relationship. Don’t start with

your sales pitch—begin by asking questions about the person’s role and business. Get

them to talk about things that are important to them. This will help you build rapport

and also learn things that can help you understand them and their needs.

• Articulate the return on investment. The strongest way to get employer buy-in is to

demonstrate a business’s return on investment (ROI). Explain how a relationship with

you and your program can help solve problems they have or add value to their business.

• Pretend it is a job interview, for you and your program. Demonstrate a track

record of relevant experience—both in training and coaching young people for work-

based learning opportunities and jobs, but also in project management. Employers will

look to you as their primary contact if they are to engage further and build a work-based

learning program with your site. They’ll need to know they have an organized individual

managing the process.

• Make your pitch tight. Employers have limited time and, thus, a limited attention

span. Show how getting involved with BBTTC can be a part of their talent solution. Use

bullets, visuals, and stories to help employers understand your expectations of them and

the ideal outcomes for engagement.

• Close the deal. You may have heard of the “ABC” strategy in sales—“Always Be

Closing.” This applies to your employer engagement conversations as well. Make a few

asks during your pitch as you present ideas (e.g., “Are job shadows something you may

be interested in?”) and definitely close with a specific ask. Your pre-work and feedback in

9

the conversation will help you determine the appropriate ask. Also let them know the

plan for follow-up (e.g., “I’ll send you our materials via email today and then touch base

with you in a week”) and be sure to mark your calendar and make good on this promise.

Demonstrate Return on Investment

Businesses are often quick to think of community programs as community relations or “feel

good” initiatives. But we know the BBTTC network supports young people and helps them

develop numerous skills that are valuable to employers. It is essential to position the program

and your efforts as first and foremost a talent solution that you can tailor to meet employers’

needs. This is how you can demonstrate that a partnership is good for business and can show

them a positive return on any time or resources they invest into your program.

Examples of ROI:

• The Johns Hopkins Hospital has a training program to support promising young

people in filling non-medical positions such as those in nutrition services and facilities

management. It led to substantially less employee turnover and reduced hiring costs.

• CVS Caremark invested $2.9 million in its Government Programs/Workforce

Initiative and received $5.3 million in tax credits. CVS calculated that its return relative

to costs was 179 percent.

• Covidien entered into a comprehensive partnership with Year Up—a national nonprofit

that provides urban young adults with the skills and resources they need to reach their

potential—that includes internships, mentoring opportunities, and philanthropic

donations. This partnership has led to the development of a strong local talent pipeline,

increased workforce diversity, and the introduction of an innovative recruiting strategy

to explore new sources of talent.

To learn more about ROI, check out the Grads of Life's Workforce Wins: The Case for

Opportunity Youth Talent Pipelines.

Follow Up

• Anticipate a wait. Give yourself plenty of time to establish and build an employer

connection, and be mindful that the first person you engage with is often not the key

decision maker. Identifying the point person takes time, especially if a company hasn’t

engaged in work-based learning efforts before.

• Persistence is key. Send a follow-up email that summarizes possible avenues for the

employer to engage with you. Include additional resources if they asked about specific

http://www.gradsoflife.org/workforcewins/


10

things related to your program. Ask to schedule your next conversation to keep

momentum.

• Every door has its windows. If an employer doesn’t turn out to be a match for work-

based learning, they might still be willing to support your work in another way. Consider

linking them with your existing sponsorship opportunities or asking if they have contacts

that might be a better fit.

Develop Employer Champions

After successfully engaging with an employer partner, you’ll want to begin thinking about

cultivating the relationship long term. Some of these relationships may stay at a basic level, such

as level 1 or level 2 described below—which is just fine—but continue to deepen relationships

when possible, with the aim of some of your employers becoming “employer champions.” An

employer champion engages with your program in a deep and sustainable way (solidly at level 3

below) and is willing to go above and beyond to support your program and the work.

Level 1: Early Stage

Employer

Engagement

(Least Intensive)

Level 2: Moderately Intensive

Employer Engagement

Level 3: Deep Employer

Engagement

(Most Intensive)

• Guest speaker

• Company tour /

field trip

• Job shadow

• Mock interviews

• In-kind donations

• Service learning

• Mentoring, tutoring

• Class project/challenge

• Hackathon

• Curriculum advising

• Scholarship reviewing

• Event sponsorships

• Internship

• Job placement

• Act as an Employer

Champion

11

There are many ways that you can continue to develop relationships with

employers:

• Be their problem solver. If you have expertise or resources that may be useful to your

employer partner, let them know! You can offer to research topics related to their talent

needs or employment-related tax credits they may be eligible for, or make introductions

to other businesses that they may be interested in working with. If you can solve more

than one problem, you will be more valuable to them.

• Celebrate their contributions to your program. You can create opportunities to

do this in a simple, cost-neutral way through a newsletter or a social media post. You

may also consider offering recognition through an event like an employer celebration

breakfast. Your employer partners will appreciate the public acknowledgment of their

partnership and you will make your program more visible to potential new partners.

• Ask for feedback regularly. Check in with your employer partners on a regular basis,

either formally through a survey or informally through email. Make sure to discuss

feedback you receive with your team and determine what (if any) program or strategy

adjustments may be necessary.

• Contact them on a regular basis to ask about opportunities. You will have to

determine the right frequency based on the employer and the likelihood of new

opportunities. For example, large employers are probably more likely to have

opportunities on a more frequent basis. Be persistent and available to keep yourself at

front of mind for your employer partner. You also have to monitor their feedback to

determine the appropriate frequency of contact.

What Do Employer Champions Do?

Once you have deepened the relationship and your partner employer recognizes the ROI from

their participation, ask them to be an advocate for your program—or an employer champion

(you can create your own name for this role).

There are a number of things that your employer champions can do, such as:

• Advocate for your program internally. In order to be successful, you will often

need champions within a large organization to advocate to their leadership or other

departments across the hierarchy. It also helps to have a leader who advocates the value

and priority of working with you and your program to their team.

• Recruit new employer partners. A common and highly valuable contribution by

employer partners is to make new connections for your program. A new employer

partner is very likely to respond positively to a warm introduction to you from a

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colleague in their industry. Making the first contact can be difficult and your champions

can help here.

• Be a reference. Champions can also be a reference for new employer partners or write

testimonials that you can use in your marketing materials. An employer’s endorsement

of you and your program will go a long way with new prospects.

• Serve on employer advisory boards. Employer champions can offer valuable input

to your program design through an advisory board or less formal feedback. They may vet

employer marketing materials, review curriculum that is relevant to their industry, or

strategize with your team on the best approaches to support young people in developing

employability skills.

• Fund programs. Ultimately, the talent development services you provide to the

employer have real monetary value. You may want to start small and ask the employer to

fund supplies for the program or to cover the cost of their intern, then work your way up

to a larger ask that supports a greater portion of your program. Remind your employer

about the program’s ROI (see section above). If you have a development team or leader

who is responsible for fundraising, you should include them in this strategy.

In-Action Examples

The fictional examples below tell the career trajectory stories of three young people across the

country. The examples show how young people can leverage the transferable employability and

technical skills they develop at the BBTTCs—and in combination with their entry-level retail

jobs—to position themselves for a promising career path.

Meet Nicole

• 19 years old

• Washington, DC, area

• High school diploma

• No work experience

Nicole at the Teen Tech Center (4 times/week, 2 hours/day)

Nicole learns about the BBTTC in Washington, DC, through a friend.

Her friend knows that she loves to take pictures and is obsessed with

editing photos on her phone, and that she is eager to learn more about

photography and photo editing.

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After a year of consistent participation, Nicole spends most of her time at the BBTTC as the in-

house photographer—she takes photos for BBTTC events, for publications and for marketing

purposes. She develops her own website that showcases her photography and hopes to sell it one

day. She also teaches a photography class to middle schoolers who come to the Boys and Girls

Club (where the BBTTC is co-located).

When Nicole talks about what she learned through the BBTTC experience, she discusses the

following skills.

TRANSFERRABLE FOUNDATIONAL SKILLS:

• Problem solving

• Initiative and self-drive

• Planning and organizing

• Conflict resolution

• Written and digital communication

• Teamwork

TRANSFERRABLE TECHNICAL SKILLS:

• Brand knowledge

• Photo editing

• Applied technology

• Graphic design

• Fundamentals of marketing

Nicole’s First Job: Customer Service Specialist at Best Buy

Nicole gets support from her career pathway coordinator at the BBTTC to interview and land a

job as a customer service specialist at Best Buy. She worked with her career pathway coordinator

to articulate how the competencies she developed as a BBTTC participant prepared her for

success as a customer service specialist. As an entry-level customer service specialist, Nicole

makes $16 an hour and works 32 hours per week. Every day at work, she puts the competencies

she developed at the BBTTC to use (fundamentals of marketing, teamwork, conflict resolution)

and she continues to develop additional competencies that will prepare her for her next role.

She has her sights set on a job as property manager for a new residential building in her

neighborhood. Nicole heard about the job from her career pathway coordinator, who thought

her customer success, marketing, and photography skills would be of value in the job. The more

Nicole learns about the job, the more she feels her experience as a customer service specialist is

highly transferable to a property manager role.

14

Here’s how Nicole talks about what she learned from her customer service specialist position.


• Fundamentals of sales

• Brand knowledge

• Customer service / customer focus

• Decision making

• Adaptability and flexibility

• Dependability, reliability, and accountability

• Problem solving

TRANSFERRABLE SALES AND PRODUCT EXPERTISE TECHNICAL SKILLS:

• Product demonstration

• Data analysis

• Technical troubleshooting

• Informed decision making

• Negotiating and conflict resolution

• Customer and partnership management

Nicole’s Second Job: Property Manager

Nicole, with support and guidance from her Best Buy manager, applies for the property manager

role and gets the job! As a property manager, Nicole is the point person for residents and owners

of the building she manages. During her interview, she communicated her competence in

navigating challenging customer situations and described multiple situations that showcased

her problem-solving skills. She also articulated that her marketing experience and photography

talents would be a unique contribution to the job, as she would be able to help attract potential

residents to the building. Nicole was honest during her interview that she still had some

competencies to develop (data analysis, planning and prioritizing, and selling/sales), and she

was confident in her other competencies and knew that she could be successful with some

additional on-the-job training and mentoring.

Now, Nicole earns $20.41 per hour as a property manager, works 40 hours each week, and is

eligible for benefits through her employer. Nicole has also grown her freelance photography

business and is now shooting weddings and other celebratory events on the weekends.

See the Washington, DC, regional profile on page 21 of the appendix to learn more about this

region.

15

Meet Justin

• 19 years old

• San Diego, California, area

• High school diploma

• Limited retail and customer service work experience

Justin at Teen Tech Center (4 times/week, 2 hours/day)

Justin is introduced to the San Marcos BBTTC at the Boys & Girls

Club of San Marcos by a teacher during his senior year of high

school. His teacher recognizes his passion for music but knows that

his high school did not have the facilities to support his growing

talent and interest.

At the San Marcos BBTTC, Justin develops music production skills

such as cleaning up tracks, mixing, and utilizing audio compression.

In addition to gaining technical music production skills, Justin

works on the weekends at a local restaurant in his neighborhood. He was hired as a dishwasher

but occasionally waits tables to cover for his colleagues. On average, Justin earns $10 an hour.

While Justin describes himself as an introvert, he appreciates the experience of interacting with

customers so he can develop his customer service skills.

Justin talks about the following skills when asked what he learned through the BBTTC

experience and his job at the restaurant.


• Problem solving




• Written and digital communication

• Teamwork


• Music production

• Sound editing


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• Brand knowledge



Justin’s First Job: Product Sales Consultant at Best Buy

After he graduates from high school, Justin stays connected to the BBTTC and enrolls at San

Diego City College, unsure of what he wants to study. In order to pay for some of his tuition and

his books, he knows he needs to find a job that pays more and offers more hours than his

restaurant job. With the support of his career pathway coordinator, Justin applies for a part-

time job at Best Buy as a product sales consultant. Through his time at the BBTTC, he came to

love Sony products, and is confident that he can use his knowledge of and passion for the

products to help customers learn more. At the BBTTC, Justin learned not only what the

products could do but also how they worked. He had spent hours taking the products apart and

putting them back together, and developed a deep understanding of the technology.

Justin starts working at Best Buy as a product sales consultant 24 hours a week while also

continuing his first year of community college at San Diego City College.

Here’s how Justin talks about what he learned from his product sales consultant position:

TRANSFERRABLE EMPLOYABILITY SKILLS:


• Brand knowledge


• Decision making




• Technical troubleshooting


• Data analysis

• User and customer support




17

Justin’s Second Job: Geek Squad Consultation Agent at Best Buy

Justin, with support from his manager at Best Buy, applies for and is accepted to Geek Squad

Academy. Management at the Best Buy store noticed his deep knowledge of the technology

behind their products and his ability to troubleshoot with customers in a calm, clear, and warm

way. They know he will be a great addition to the Geek Squad team.

Justin transitions into a part-time role as a Geek Squad consultation agent while also pursuing

an associate’s degree in business from San Diego City College.

See the San Diego, California, regional profile on page 24 of the appendix to learn more about

this region.

Meet Eric

• 20 years old

• Chicago, Illinois, area

• No high school diploma

• Extensive retail and customer service experience

Eric at Teen Tech Center (4 times/week, 2 hours/day)

Eric is introduced to the BBTTC at the Little Black Pearl in Chicago,

Illinois, through a friend at work. Eric’s friend knows that Eric is

interested in art and graphic design and suggests he come check it out

one day. Eric is hooked from his first visit.

Eric spends the first half of every day at work as a manager at his local

corner store and the second half of the day at the BBTTC learning about

graphic design. At work, his responsibilities include opening the store,

supervising two other employees, and managing the cash flow. He makes $12 per hour. At the

Little Black Pearl, he is recognized for his talent and work ethic and is asked to develop

marketing materials for the BBTTC’s many events and programs. At 20 years old, Eric is

working toward his high school diploma with the support of his career pathways coordinator.

Here’s how Eric talks about what he learned through the BBTTC experience and his job at the

store.

18


• Problem solving




• Teamwork



• Graphic design

• 3D animation

• Customer focus



• Business fundamentals

Eric’s First Job: Customer Service Specialist at Best Buy

After six months at the Little Black Pearl, Eric earns his HiSet (high school equivalency). In

conversations with his career pathways coordinator, he learns that his wages at the corner stone

are well below what he could earn in an entry-level role at Best Buy. He also recognizes that a

job at Best Buy provides access to a career ladder and growth within the company, something he

did not see as an option at his current job.

With support from his career pathways coordinator, Eric applies and is accepted for a job as a

customer service specialist at Best Buy. When he isn’t at work, he is building his graphic design

skills and exploring the world of web design and development. After about a year working at

Best Buy, he decides to shift down to a part-time schedule and pursue his associate’s degree in

applied science in web development at Harper College in the Chicago area.

Here’s how Eric talks about what he learned from his customer service specialist position.



• Brand knowledge


• Decision making


19







• User and customer Support


Eric’s Second Job: Web Developer

It takes Eric two years to complete his web development degree at Harper College. During those

two years, he works evenings and weekends as a Best Buy customer service specialist. He also

stays connected to the Little Black Pearl and taps in to their network of professional mentors.

He formalizes a mentorship with a senior web developer at Accenture. His mentor helps connect

him to an internship at Accenture when he finishes his degree at Harper College. When his

internship ends, Eric is offered a full-time role as a web developer. In his entry-level web

development role, Eric makes $21.02 an hour.

See the Chicago, Illinois, regional profile on page 27 of the appendix to learn more about this

region.

Take Your Next Steps

Wherever you are in your BBTTC’s employer engagement journey, we applaud you for being

proactive in designing equitable opportunities for work-based learning and career exploration

for your young people. Whether you already have several employer champions on board, or

you’re just beginning your programming efforts, we hope this guide can serve as a resource to

help you move forward and take strategic steps to build partnerships that serve both young

people and your employer partners. BBTTC and Clubhouse participants have so much to offer

and contribute to your local employers; we hope this guide will help you identify employer

partners, craft your message, and build meaningful experiences that lead to real outcomes.

20

Appendix

You can use and adapt the following tools and resources to your Best Buy Teen Tech Center’s

needs and goals:

Regional Profile: Washington, DC .....................................................21

Regional Profile: San Diego, California .............................................24

Regional Profile: Chicago, Illinois .....................................................27

Regional Profile: Houston, Texas ......................................................30

Regional Profile: San Antonio, Texas ................................................33

Regional Profile: New York City, New York ......................................36

Employer Profile: Best Buy ................................................................39

Employer Profile: Marriott International ..........................................40

Employer Profile: CVS Health ...........................................................41

Introduction Email to Potential Employer Partner ...........................42

Additional Resources .........................................................................43

21

Regional Profile: Washington, DC

Washington, DC, Living Wage

The living wage for a single adult in Washington, DC, is $17.76 per hour. Living wage is defined

as the minimum income necessary for a worker to meet their basic needs

(http://livingwage.mit.edu/pages/about).

Washington, DC, Industry Information

• The top three industries in 2018 are federal government, civilian; restaurants and other

eating places; and computer systems design and related services.

• About 25 percent of residents in the greater Washington, DC, area have a bachelor's

degree (about 6 percent above the national average), and 5.5 percent hold an associate's

degree (2.5 percent below the national average). About 25 percent hold a high school

diploma and/or some college—that’s a quarter of the workforce! Companies will

soon realize they must begin to think strategically about how to leverage this pool of

untapped talent—and hopefully they’ll be looking for partners to help.

• The top growing industries are health care and social assistance; accommodation and

food services; professional, scientific, and technical services; and construction.

Washington, DC, In-Demand Tech Occupations

Occupation Labor Market Information

Software Developer, Applications • Entry-level wages: $33.33/hour

• Median wages: $55.45/hour

• Bachelor’s degree preferred

• +7,990 jobs between 2017-2027

Computer User Support Specialist • Entry-level wages: $18.57/hour


• Some college preferred, no degree required

• +1,897 jobs between 2017-2027

Information Security Analyst • Entry-level wages: $33.36/hour


http://livingwage.mit.edu/pages/about

22


• +2,514 jobs between 2017-2027

Web Developer • Entry-level wages: $24.87/hour


• Associate’s degree preferred

• +426 jobs between 2017-2027

Washington, DC, Entrepreneurial Occupations

Occupation Option Labor Market Information

Coach or Scout • Entry-level wages: $9.70/hour



• +824 jobs between 2017-2027

Audio and Video Equipment Technician • Entry-level wages: $17.22/hour


• Postsecondary certificate preferred

• +266 jobs between 2017-2027

Graphic Designer • Entry-level wages: $18.31/hour



• +234 jobs between 2017-2027

Communications Equipment Operator • Entry-level wages: $17.27/hour


• High school diploma preferred

• +18 jobs between 2017-2027

23

Washington, DC, Retail Occupations


Sales Engineer • Entry-level wages: $37.99/hour



• +127 jobs between 2017-2027

Real Estate Sales Agent • Entry-level wages: $13.44/hour

• Median wages: $25.49/hour • High school diploma preferred

• +890 jobs between 2017-2027

Information and Record Clerk • Entry-level wages: $17.57/hour



• +383 jobs between 2017-2027

Police, Fire, and Ambulance Dispatcher • Entry-level wages: $17.03/hour



• +168 jobs between 2017-2027

20 Washington, DC, Employers with Most Job Postings in 2018

• Booz Allen Hamilton Inc.

• General Dynamics

• ManTech International Corp. • Leidos

• Capital One

• CSRA

• Accenture

• SAIC

• CACI

• IBM

• Northrop Grumman

• Capital Markets Placement

• Deloitte • Unisys

• CGI Group

• Raytheon

• Engility

• The MITRE Corporation

• Fannie Mae

• U.S. Government

24

Regional Profile: San Diego, California

San Diego Living Wage

The living wage for a single adult in San Diego, California, is $15.61 per hour. Living wage is

defined as the minimum income necessary for a worker to meet their basic needs


San Diego Industry Information

• The top three industries in 2018 are restaurants; federal government, military; and

education and hospitals.

• About 22 percent of San Diego County residents have a bachelor's degree (about 4

percent above the national average), and 8 percent hold an associate's degree (about the

national average). About 40 percent hold a high school diploma and/or some college—

that’s almost half of the workforce! Companies will soon realize they must begin to

think strategically about how to leverage this pool of untapped talent—and hopefully

they’ll be looking for partners to help.

• The top growing industries are accommodation and food services, health care and social

assistance, and construction.

San Diego In-Demand Tech Occupations





• +127 jobs between 2017-2027



• Some college preferred, no degree

required

• +671 jobs between 2017-2027


25




• +2,566 jobs between 2017-2027

Computer Network Support Specialist • Entry-level wages: $21.11/hour



• +154 jobs between 2017-2027

San Diego Entrepreneurial Occupations


Interpreter or Translator • Entry-level wages: $12.90/hour



• +72 jobs between 2017-2027

Artist • Entry-level wages: $18.06/hour


• No formal education required

• +4 jobs between 2017-2027

Automotive Service Technician or

Mechanic • Entry-level wages: $11.61/hour



required

• +347 jobs between 2017-2027

Civil Engineering Technician • Entry-level wages: $15.98/hour


• Associate’s diploma preferred

• +172 jobs between 2017-2027

26

San Diego Retail Occupations


Sales Engineer • Entry-level wages: $28.73/hour



• +65 jobs between 2017-2027

Coach or Scout • Entry-level wages: $11.22/hour

• Median wages: $18.57/hour • Bachelor’s degree preferred

• +361 jobs between 2017-2027

Supervisor of Retail Sales Workers • Entry-level wages: $12.75/hour



• +595 jobs between 2017-2027

Sales Manager • Entry-level wages: $25.06/hour



• +253 jobs between 2017-2027

20 San Diego Employers with Most Job Postings in 2018

• General Atomics

• Qualcomm

• Teradata Operations Inc. • ServiceNow

• Illumina Incorporated

• Northrop Grumman


• Intuit

• BAE Systems

• Via Technical

• Accenture

• Sony Electronics Inc.

• Sayva Solutions • Becton Dickinson

• Cubic Corporation

• Cypress HCM

• SAIC

• Viasat

• Dexcom

• Sprouts Farmers Market

27

Regional Profile: Chicago, Illinois

Chicago Living Wage

The living wage for a single adult in Chicago, Illinois, is $13.30 per hour. Living wage is defined



Chicago Industry Information

• The top three industries in 2018 are restaurants; education and hospitals; and general

medical and surgical hospitals.

• About 22 percent of greater Chicagoland residents possess a bachelor's degree (3 percent

above the national average), and 6.5 percent hold an associate's degree (1.5 percent

below the national average). About 43 percent hold a high school diploma and/or some

college.

• The top growing industries are accommodation and food services; health care and social

assistance; and professional, scientific, and technical services.

Chicago In-Demand Tech Occupations





• +302 jobs between 2017-2027




required

• +1,227 jobs between 2017-2027




28


• +5,830 jobs between 2017-2027

Computer Systems Analyst • Entry-level wages: $26.40/hour



• +203 jobs between 2017-2027

Chicago Entrepreneurial Occupations


Media and Communications

Equipment Worker • Entry-level wages: $16.45/hour




Multimedia Artist or Animator • Entry-level wages: $13.73/hour



• +56 jobs between 2017-2027

Audio and Video Equipment

Technician • Entry-level wages: $9.61/hour



• +155 jobs between 2017-2027

Musician or Singer • Entry-level wages: $8.80/hour


• No formal education required

• +185 jobs between 2017-2027

29

Chicago Retail Occupations


Sales Manager • Entry-level wages: $27.52/hour • Median wages: $55.72/hour


• +499 jobs between 2017-2027




• +586 jobs between 2017-2027

Food Service Manager • Entry-level wages: $14.42/hour


• +588 jobs between 2017-2027

Customer Service Representative • Entry-level wages: $11.11/hour



• +504 jobs between 2017-2027

20 Chicago Employers with Most Job Postings in 2018

• Walgreens Boots Alliance Inc.

• Accenture

• Best Buy

• JPMorgan Chase & Co.

• CVS Health

• BMO Financial Group

• Capgemini

• Family Dollar Stores Inc.

• Deloitte

• Pizza Hut

• U.S. Bancorp

• Sears

• Advocate Health Care


• State Farm Insurance Companies

• Lettuce Entertain You Enterprises

Inc.

• IBM

• Boston Market

• Ulta Beauty Inc.

• FedEx

30

Regional Profile: Houston, Texas

Houston Living Wage

The living wage for a single adult in Houston, Texas, is $12.00 per hour. Living wage is defined



Houston In-Demand Tech Occupations




• Some college preferred, no degree required

• +1,759 jobs between 2017-2027




• +2,759 jobs between 2017-2027




• +260 jobs between 2017-2027




• +688 jobs between 2017-2027


31

Houston Entrepreneurial Occupations






• +288 jobs between 2017-2027




• +350 jobs between 2017-2027

Media and Communications

Worker • Entry-level wages: $9.05/hour



• +44 jobs between 2017-2027

Multimedia Artist and Animator • Entry-level wages: $17.84/hour



• +24 jobs between 2017-2027

32

Houston Retail Occupations


Sales Manager • Entry-level wages: $34.47/hour • Median wages: $64.30/hour


• +1,043 jobs between 2017-2027




• +3,248 jobs between 2017-2027

Payroll and Timekeeping Clerk • Entry-level wages: $14.95/hour


• +303 jobs between 2017-2027

Human Resources Assistant • Entry-level wages: $13.02/hour



• +217 jobs between 2017-2027

20 Houston Employers with Most Job Postings in 2018


• IBM

• Accenture

• Deloitte

• Air Liquide

• Hewlett-Packard

• Sysco Corporation

• Genuent

• Genuent LLC

• Capgemini

• Best Buy

• General Electric Company

• National Oilwell Varco

• Emerson Electric Company

• Houston Methodist

• iSphere

• Arthur Lawrence

• Whole Foods Market Inc.

• Cynet Systems

• Macy’s

33

Regional Profile: San Antonio, Texas

San Antonio Living Wage

The living wage for a single adult in San Antonio, Texas, is $11.15 per hour. Living wage is



San Antonio In-Demand Tech Occupations





required

• +842 jobs between 2017-2027




• +1,546 jobs between 2017-2027

Computer Network Support Specialist • Entry-level wages: $18.27/hour



• +287 jobs between 2017-2027




• +623 jobs between 2017-2027


34

San Antonio Entrepreneurial Occupations









• +89 jobs between 2017-2027

Audio and Video Equipment Technician • Entry-level wages: $12.75/hour



• +126 jobs between 2017-2027

Media and Communication Worker • Entry-level wages: $12.25/hour



• +19 jobs between 2017-2027

35

San Antonio Retail Occupations


Sales Manager • Entry-level wages: $34.22/hour



• +379 jobs between 2017-2027



• +1,466 jobs between 2017-2027




• +274 jobs between 2017-2027




• +125 jobs between 2017-2027

20 San Antonio Employers with Most Job Postings in 2018

• Accenture

• USAA

• HEB • Rackspace

• ManTech International Corp.

• UnitedHealth Group


• Southwest Research Institute

• Macy's

• Accion Labs

• SWBC

• U.S. Air Force

• Best Buy • iHeartMedia Inc.

• Cynet Systems

• Tech Quarry


• Convene Incorporated

• Valero Energy

• Tuesday Morning

36

Regional Profile: New York City, New York

NYC Living Wage

The living wage for a single adult in New York City, New York, is $15.97 per hour. Living wage is



NYC In-Demand Tech Occupations





• +1,641 jobs between 2017-2027




required

• +5,330 jobs between 2017-2027




• +15,773 jobs between 2017-2027




• +3,046 jobs between 2017-2027


37

NYC Entrepreneurial Occupations


Sound Engineering Technician • Entry-level wages: $16.62/hour



• +824 jobs between 2017-2027





• +1,852 jobs between 2017-2027

Film and Video Editor • Entry-level wages: $17.63/hour



• +1,764 jobs between 2017-2027




• +714 jobs between 2017-2027

38

NYC Retail Occupations


Sales Engineer • Entry-level wages: $31.69/hour • Median wages: $51.23/hour


• +292 jobs between 2017-2027

Supervisor of Retail and Sales

Workers • Entry-level wages: $13.43/hour



• +3,216 jobs between 2017-2027



• +1,110 jobs between 2017-2027




• +563 jobs between 2017-2027

20 NYC Employers with Most Job Postings in 2018



• The Goldman Sachs Group Inc.

• IBM

• CVS Health

• Macy's

• The Bank of New York Mellon

• Accenture

• Gap Inc.

• Amazon

• Walgreens Boots Alliance Inc.

• Morgan Stanley

• Capgemini

• Eclaro

• Deloitte

• Whole Foods Market Inc.

• TechFetch.com

• AutoZone Auto Parts

• Bank of America

• Synechron

39

Employer Profile: Best Buy

About Best Buy:

Best Buy is an electronics retailer headquartered in

Minnesota and leading provider of consumer

technology and services. The company has over 1,000

locations in North America and offers products and

services to the customers visiting its stores, engaging

with Geek Squad agents, or using its websites or mobile

applications. Their brand and products include Best

Buy, bestbuy.com, Best Buy Mobile, Best Buy Direct,

Best Buy Express, Geek Squad, Magnolia Home

Theater, and Pacific Kitchen and Home, among others.

Best Buy is a particularly unique brand in the retail

space—leveraging the Geek Squad and “in-home

advisors” to create unique customer experiences online

competitors can’t replicate. They have reimagined their

stores to have more of a “showroom” format, and

expanded delivery and their warehouses to

accommodate evolving retail habits.

Questions to inform your partnership pitch:

• How do your BBTTC’s values align with the Best Buy mission and values?

• How can you capitalize on Best Buy’s existing training initiatives and internship

program?

• What can you offer to support the partnership (space for workshops, staff training on

youth development, job-ready candidates)?

• What skills and competencies do your young people possess that would make them good

candidates for Best Buy entry-level positions?

Entry-level roles with Best Buy:

• Retail store associate

• Beauty consultant

• Warehouse associate

• Delivery technician

Recruitment and Training:

Best Buy was ranked #3 for their training

efforts in 2019—including an award for

their Best Buy Certified program, which

encourages lifelong learning through

“bite-sized” learnings through one’s

career.

Best Buy’s Geek Squad Academy is

internally viewed as an exciting,

innovative opportunity for Best Buy staff

to build skills outside of their retail

responsibilities that may later connect to

advancement opportunities in-store.

Best Buy currently has an internship

program targeted to four-year

universities for their corporate offices.

https://www.bestbuy.com/

https://corporate.bestbuy.com/why-best-buys-employee-training-program-is-world-class/

https://corporate.bestbuy.com/why-best-buys-employee-training-program-is-world-class/

https://center4apprenticeship.jff.org/resources/work-based-learning-action-providing-work-based-learning-through-community-engagement-best-buy/

https://center4apprenticeship.jff.org/resources/work-based-learning-action-providing-work-based-learning-through-community-engagement-best-buy/

http://www.bestbuy-jobs.com/university-recruiting/

http://www.bestbuy-jobs.com/university-recruiting/

40

Employer Profile: Marriott International

About Marriott International:

Marriott International Inc. is based in Bethesda,

Maryland, and includes more than 6,700 properties in 30

leading hotel brands spanning 130 countries and

territories. Marriott operates and franchises hotels and

licenses vacation ownership resorts around the world.

Marriott believes its strength lies in its ability to embrace

differences and create opportunities for all employees,

guests, owners and franchisees, and suppliers. Marriott’s

core values of putting people first include a commitment

to diversity and inclusion, a company-wide priority

supported by their board-level commitment to excellence.


• How do your BBTTC’s values align with Marriott

International’s mission and values?

• How can you capitalize on Marriott’s robust

Bridges from School to Work and Marriott

University Programs?

• What can you offer to support the partnership

(space for workshops, staff training on youth development, job-ready candidates)?


candidates for Marriott’s entry-level positions?

Current community partners:

• Goodwill Industries

• NAACP

• Hispanic Corporate Council

• National Council of La Raza

• National Urban League

• Organizations of Chinese Americans

Entry-level roles with Marriott:

• Guest experience specialist

• Guest service representative

• Event concierge

• Rooms controller

• Administrative assistant sales

• Events specialist

• Guest event expert


Bridges from School to Work program:

The Marriott Foundation for People with

Disabilities and its Bridges from School

to Work program is dedicated to

transforming the lives of young adults

through the power of a job.

Marriot University: Marriott partners

with universities across the world to offer

culinary internships, hotel internships,

and corporate internships

English language support: Marriott offers

a Spanish/English language program

called Sed de Saber™ (Thirst for

Knowledge), which teaches workplace

and life skills in English, and shows a

significant increase in English language

proficiency among participants.

https://www.marriott.com/marriott/aboutmarriott.mi

http://www.bridgestowork.org/about-bridges/what-we-do/

http://university.marriott.com/

41

Employer Profile: CVS Health

About CVS Health:

CVS Health is a pharmacy innovation company helping

people on their path to better health. CVS Health

enables people, businesses, and communities to

manage health in more affordable and effective ways

through its more than 9,800 retail locations,

approximately 1,100 walk-in medical clinics, a leading

pharmacy benefits manager with about 93 million plan

members, a dedicated senior pharmacy care business

serving more than one million patients per year, and a

leading standalone Medicare Part D prescription drug

plan. This unique integrated model increases access to

quality care, delivers better health outcomes, and

lowers overall health care costs.


• How do your BBTTC’s values align with the CVS

Health mission and values?

• How can you capitalize on CVS Health’s robust, existing myCVS Journey program? What

activities would be a good fit for your young people?

• What can you offer to support the partnership (space for workshops, staff training on

youth development, job-ready candidates)?


candidates for CVS Health entry-level positions?

Relevant myCVS Journey activities:

• Job shadowing

• Interview and resume support

• Internships

• Work-based mentoring

• Tuition reimbursement

Entry-level roles with CVS Health:

• Retail store associate

• Beauty consultant

• Warehouse associate

• Delivery technician


myCVS Journey Pathways to Health Care

Careers: A STEM-enriched initiative,

designed to engage young people in age-

appropriate awareness, exploration, and

preparation for health care careers.

Registered Apprenticeships: Participants

receive classroom and online instruction,

professional mentorship, and on-the-job

training, as well as pre-employment and

post-placement retention support.

Regional Learning Centers: Four fully

operational store and pharmacy training

locations that support the development

of colleagues and partnering community

agencies.

https://cvshealth.com/

https://cvshealth.com/about/diversity/mycvs-journey-pathways-to-health-care-careers

https://cvshealth.com/about/diversity/mycvs-journey-pathways-to-health-care-careers

https://cvshealth.com/about/diversity/a-prescription-for-career-success

https://cvshealth.com/about/diversity/cvs-health-regional-learning-centers

42

Introduction Email to Potential Employer Partner

Below is a sample email that you can use to introduce your program to potential employer

partners. You will need to edit it as appropriate, with the person’s name, your program name,

and any other details you would like for employers to have. It is best not to overwhelm a

potential partner with too much information in the first engagement.

Hello (INSERT CONTACT NAME),

I’m writing to let you know about a great opportunity to develop local talent in your community

and build the diverse workforce that your business needs. I work for (INSERT PROGRAM

NAME AND LINK) and we develop young talent through work-based learning offered by

employers such as you. Our program offers industry-specific training and work-based learning

to develop employability skills that are needed in today’s workplace. We need your help to make

this happen.

There are a number of ways that you can participate in talent development for your future

employees, including:

• Professional mentoring

• Internships

• Workplace tours

• Job shadows

• Project supervision

The top four benefits of work-based learning for businesses:

1. Increase short-term productivity: students and trainees can complete work assignments

for your business.

2. Develop a diverse talent pipeline: research shows diverse businesses are more

competitive, and a diverse workforce can boost creativity and morale.

3. Increase your appeal: investors are increasingly interested in the higher returns of

socially responsible businesses.

4. Support your community: investing in local talent demonstrates support for the

community and enhances your reputation with customers and employees.

Please let me know if you are interested in learning more about this opportunity to develop your

future workforce and I will schedule an appointment with you to share more details.

Sincerely,

(INSERT YOUR NAME AND TITLE)

43

Additional Resources

Check out the following resources to learn more about labor market information and other

concepts presented in this guide. JFF drew on many of these resources to develop this guide.

• JFF’s Work-Based Learning with Small Business offers resources to help you engage

small businesses in work-based learning, including a guide for practitioners, a guide for

small businesses, and a PowerPoint template to help you develop your pitch;

www.jff.org/resources/work-based-learning-small-business

• JFF’s Resource Guide to Engaging Employers presents successful models of employer

engagement and lessons for securing and sustaining partnerships with employers;

www.jff.org/resources/resource-guide-engaging-employers/

• JFF’s Employer Engagement Toolkit: From Placement to Partners offers tools and

worksheets to help you deliberately integrate employers into the core decision making of

your program; www.jff.org/resources/employer-engagement-toolkit-placement-partners

• JFF’s Not as Hard as You Think: Engaging High School Students in Work-Based

Learning is intended to relieve concerns about perceived barriers to young people’s

access to workplaces; www.jff.org/resources/not-hard-you-think-engaging-high-school-

students-work-based-learning

• JFF’s Making Work-Based Learning Work offers seven principles that can help you

design and implement effective models of work-based learning;

www.jff.org/resources/making-work-based-learning-work

• O*Net (Occupational Information Network) is a comprehensive database of worker

competencies and job requirements—this resource can help you better understand

various occupations and required skills;

www.onetacademy.org/view/What_is_ONET/info

• The Good Jobs Solution makes the case for why good jobs—that offer decent wages,

predictable hours, sufficient training, and opportunities for growth—are good for both

workers and employers; www.goodjobsinstitute.org/wp-

content/uploads/2018/03/Good-Jobs-Solution-Full-Report.pdf


http://www.jff.org/resources/work-based-learning-small-business/

http://www.jff.org/resources/resource-guide-engaging-employers/

https://www.jff.org/resources/resource-guide-engaging-employers/

http://www.jff.org/resources/employer-engagement-toolkit-placement-partners/

http://www.jff.org/resources/employer-engagement-toolkit-placement-partners/

http://www.jff.org/resources/not-hard-you-think-engaging-high-school-students-work-based-learning/

http://www.jff.org/resources/not-hard-you-think-engaging-high-school-students-work-based-learning/

http://www.jff.org/resources/not-hard-you-think-engaging-high-school-students-work-based-learning

http://www.jff.org/resources/not-hard-you-think-engaging-high-school-students-work-based-learning

http://www.jff.org/resources/making-work-based-learning-work/

http://www.jff.org/resources/making-work-based-learning-work

http://www.onetacademy.org/view/What_is_ONET/info

http://www.onetacademy.org/view/What_is_ONET/info

http://www.goodjobsinstitute.org/wp-content/uploads/2018/03/Good-Jobs-Solution-Full-Report.pdf



44

• JFF’s Talking Points: How Diverse and Inclusive Apprenticeships Address Employer

Needs offers talking points that position equitable and inclusive apprenticeships as

solutions for common business concerns around diversity, development, and retention;

www.jff.org/resources/talking-points-how-diverse-and-inclusive-apprenticeships-

address-employer-needs

• FSG’s Advancing Frontline Women, Realizing the Full Potential of the Retail Workforce

identifies 12 evidence-based practices that companies can use to help break down

barriers that women face in the workplace;

www.fsg.org/publications/advancing-frontline-women

• Grads of Life’s Workforce Wins: The Case for Opportunity Youth Talent Pipelines offers

helpful examples of how companies have improved their bottom line by investing in their

opportunity youth talent pipeline; www.gradsoflife.org/workforcewins

https://www.jff.org/resources/talking-points-how-diverse-and-inclusive-apprenticeships-address-employer-needs/

https://www.jff.org/resources/talking-points-how-diverse-and-inclusive-apprenticeships-address-employer-needs/

http://www.jff.org/resources/talking-points-how-diverse-and-inclusive-apprenticeships-address-employer-needs

http://www.jff.org/resources/talking-points-how-diverse-and-inclusive-apprenticeships-address-employer-needs

http://www.fsg.org/publications/advancing-frontline-women

http://www.fsg.org/publications/advancing-frontline-women


http://www.gradsoflife.org/workforcewins

PLANNING WHAT’S POSSIBLE: DESIGNING AN EMPLOYER … · differently. A smaller business has fewer...

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