Building Resilient Employment Programs
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Presentation for Conference on Baltimore's Homeless
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Building Resilient Employment Programs
- 1. Building Resilient Employment Programs Michele Martin, The Bamboo Project Inc.
- 2. Michele Martin President, The Bamboo Project, Inc. Career Development Facilitator Instructor Former HR Manager 20 years of experience in workforce & career development
- 3. Goals Understand the reality of today’s economy and job market Discuss basic strategies for supporting employment Explore ideas for moving beyond the basics
- 5. *This does not reflect those who have dropped out of the labor force altogether.
- 6. Promoting from Within When there’s an opening, 42% of jobs are filled internally.
- 7. Less Pressure to Hire
- 8. 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
- 10. Multiple Hiring Sources 45% of external hires come from referrals and applications received through the company website.
- 15. Employer Bias
- 16. 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
- 17. Implications for your customers?
- 18. Workforce 101
- 19. 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
- 20. 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
- 21. 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!
- 22. 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!
- 23. What are you doing now? What could you be doing?
- 24. Beyond the Basics. . .
- 25. 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”
- 26. How do we combat. . . Isolation and shame? Identity issues and stereotype threat? Scarcity thinking? Community bias and stereotypes?
- 27. People need. . . Positive sense of identity Sense of community/belonging Sense of “control” and empowerment Sense of purpose that’s larger than themselves
- 28. Little Experiments. . .
- 29. 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?
- 30. Power Posing
- 32. Vision Boards
- 33. Bigger Experiments. . .
- 34. 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.
- 35. 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?
- 36. 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
- 37. 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
- 38. Engage Customers as Co-Creators
- 39. “Giving Circles”
- 40. 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?
- 42. Builds economic, personal and social capital Most reliable route to self-sufficiency when properly supported Think “multiple income streams” rather than “find a job”
- 43. Community Experiments. . .
- 44. World Cafes
- 45. Power to the Pop-Up
- 46. Crowdsourcing Hackathons Open Innovation Challenges
- 49. Starts with a BIG question. . . How might we. . . ?
- 50. What will you do next? www.bambooprojectinc.com www.bambooprojectinc.wikispaces.com www.michelemmartin.com www.michelemmartin.com/wfd Michele Martin 610-248-6230 michelemmartin@gmail.com
Notes de l'éditeur
- Fewer job openings plus highly qualified applicants begging for jobs. Plus, in many cases, they have current employees who are afraid of losing their jobs pick up the slack.