FCM Blog

Engaging Businesses in Workforce DevelopmentCost-Benefit Model Released

A key barrier to Workforce Investment Act (WIA) reauthorization has been the workforce system's lack of ability to report a collective cost-benefit analysis of its programs and services. The National Association of Workforce Boards (NAWB) conducted a 2011 survey in which the top challenge reported by WIBs across the country was demonstrating cost-benefit metrics to funders and elected officials (55%). Only 58 percent of Workforce Investment Boards (WIBs) actually perform cost-benefit analyses on WIA and/or non-WIA funded activities. In order to position the workforce system for continued funding, WIBs need to produce a collective, replicable analysis on what WIA activities generate economic benefits, and the costs of delivering these services, so that legislators can make informed funding decisions. This type of model moves beyond just reporting WIA metrics.

In March 2012, the NAWB, Full Capacity Marketing, Inc. (FCM) and Economic Modeling Specialists designed a national workforce scorecard model that reports the benefits and costs of WIA programs, along with the unique economic impacts of WIB operations on regional income and jobs. The development of the WIA Scorecard was piloted with the South Central Michigan Works! WIB (SCMW) with several goals in mind:

• an understanding of the types of data local workforce boards need to collect, or are willing to collect; and
• a WIA Scorecard that contains the benefits and costs of WIA programs that was vetted by NAWB’s chosen team of respected economists.

Part II of the project has just been released - a Business Services Scorecard assessing the regional economic impacts of the WIB's services to employers. FCM's President/CEO, Celina Shands Gradijan said, "Demand-side data elements pertaining to employer outcomes are more difficult to collect within a typical workforce investment system structure. Obtaining this data requires a business services approach that is highly organized and integrated among the WIB, its One-stop partners, economic development, education and business partners."

FCM evaluated SCMW's business services model to examine core elements of data collection and the ability to build relationships with employers. "In this model, the business services team literally has to engage businesses in the data collection process," said Gradijan. "This means that teams have to have a broad-based approach to serving businesses that moves beyond just placing a job order."

Based on the Business Services Analysis, FCM provided and implemented a set of recommendations to fine-tune the SCMW's business services model to support demand-side data collection, and developed a communications framework to showcase the results to customers, funders and partners of the system. This framework includes a two-page fact sheet about "why workforce investment works", along with tailored communication strategies to deploy the data through websites, social media tools and eMarketing contacts.

To download the reports and model, click here. For more information on developing a broad-based business services model, contact Celina Shands Gradijan at celina@fullcapacitymarketing.com

For information on Scorecard development, contact EMSI at www.economicmodeling.com.

Adapting the Organizational EcoSystem: Formula for High Performing Boards & Organizations

Government agencies and nonprofits have to think about their organizations as a small business. How do you get lean, maximize and leverage funding, and position the organization in a manner that attracts the right funders, partners and customers to achieve the mission and a next level of performance among staff, board members, partners and volunteers?

There are five private sector processes to achieve the next level of performance in the world of the public sector and nonprofits. These five components are part of an “organizational ecosystem” meaning they are all interrelated, and support the overall success of the organization. You can’t be high performing by having just one or two components integrated into the organization; it takes all five.

1. Strategic Direction–leadership establishes the strategic direction of the organization by defining its vision, values, culture, mission and strategic objectives for its core business focus (product & service pillars) and target audiences;
2. Positioning – engaging the right customers, partners and funders with a nonprofit mission is driven by objective market research that leads to the brand strategy with consistent marketing and communications strategies that position the organization in the marketplace for maximum market penetration;
3. People – both human capital development and customer relationship management plans ensure that internal talent can meet the external expectations of customers, partners and funders;
4. Continuous Improvement Processes – through continuous improvement (quality tools, problem solving, Lean Six Sigma and change management) customer and internal work processes are designed that minimize staff time and meet customer expectations; and
5. Organizational Dashboards – provide metrics and monitoring tools to hit performance goals and achieve market position (brand awareness, comprehension, value and usage).

FCM is supporting the National Association of Workforce Boards in applying this organizational ecosystem through the Workforce Leadership Council. Currently the first cohort of the Council is closed, but you can sign up for the second cohort and get additional information at www.nawb.org/WLC, or contact FCM for an initial consultation at info@FullCapacityMarketing.com

Takeaways from the NAWB Forum

The National Association of Workforce Boards (NAWB) hosted its annual forum in Washington, D.C. last week with the promise of “bigger, better, bolder”, and it delivered. FCM was in attendance with several contributions to the Forum:
a) workshop delivery of the results of the first-ever Workforce Website Benchmark Study;
b) panel presenter on the National Workforce Economic Scorecard model; and
c) helping folks understand how to use Twitter in “the Lab”.

The new venue was a great layout for all of the new activities at the Forum. Here are the some of the key highlights from our perspective.

International Day – Workforce challenges are very similar across the world.
Leaders from across the globe shared their perspectives on workforce issues and how their countries are tackling them. The business panel demonstrated that private sector companies are focused on innovative workforce solutions. Lytana Kids, vice president for Workforce Planning, United Parcel Service said that the company adopts a philosophy of “growing their own” and promotes 70 percent from within, by instilling core values early on in the process to ensure a cultural fit. Mike Dantonio, Gap Global Creative Center, GAP, Inc shared the company’s unique workforce innovations like the P.A.C.E. program that operates in Bangladesh, Cambodia, China, India, Sri Lanka, Indonesia, and Vietnam. The program helps female garment workers advance in the workplace and at home, by providing life skills education and enhanced technical skills training.

Workforce Leadership Council (WLC) – Boards are adopting private sector principles as a “new way of doing business”.
A kickoff meeting was held for the first sold-out cohort of the WLC—a learning exchange of workforce investment boards (WIB) interested in deepening their understanding and capacity for improved performance and leadership. Council participants enter a structured cohort that is based on private sector improvement processes such as Lean Six Sigma, Total Quality Management, and change management. The process includes a WIB leadership assessment, analysis and review of the assessment results, and access to technical assistance, to achieve high performing success and excellence in talent development. See who is participating, and sign up for the 2nd cohort at http://www.nawb.org/forum/wlc.asp.

Rick Stephens: Workforce boards need to harness the power of technology.
Richard (Rick) Stephens, senior vice president, Human Resources & Administration, The Boeing Company, was asked about the one key strategy that workforce boards could implement to improve. Stephens emphasized the use of technology including social media tools to teach job seekers and businesses alike how to connect and use their time more efficiently. Connect to FCM’s new Workforce Professionals Social Media Workgroup by clicking here.

Senator Blumenthal: It’s about investing in people.
Senator Richard Blumenthal (D-CT) is assigned to the Health, Education, Labor & Pension Committee, where he focuses on the issues of youth and their entry and success in the labor market. Blumenthal said that investments in workforce development are an absolute necessity, particularly given the long-term unemployment rates in the country. He is afraid that people may just soon give up on finding work.

What insights did you gain at Forum 2012? Post them on Twitter using #NAWBForum. Presentations will be added to the Forum website over the next several weeks at http://www.nawb.org/forum/workshops.asp. If you missed this year’s event, mark your calendars for March 9-12th, 2013.