Seven Characteristics of a Community with a Competitive ...
Seven Characteristics of a Community with a Competitive Workforce Advantage
|Forward Thinking Community Leaders |What WIBs do: |
|Each community with a competitive workforce advantage has a set |Engage and inform County Boards of Supervisors, Mayors and City |
|of community leaders who care about and are engaged in workforce |Councils |
|issues. This leadership includes local elected officials, |Convene summits about workforce issues |
|business, non-profit and faith-based leaders, and “civic |Publish “State of the Workforce” reports |
|entrepreneurs,” all of whom understand that the needs of business|Invite elected officials to WIB meetings and One-Stop tours |
|and the skills of its workers are critically important to the |Convene focus groups with key industry clusters |
|economic health of the region. There is strategic rather than |Participate in community planning efforts |
|reactive political leadership. Community planning is based on | |
|data, and leaders have a deep understanding of the demographics | |
|of its workforce and the present and future skill requirements of| |
|its key industries. | |
|Business Investment in Human Capital |What WIBs do: |
|Each community with a competitive workforce advantage has |Convene employers in the same industry to discuss skills needs |
|businesses in which workers are viewed as assets. Employers |Connect employers to public resources for skills upgrade training|
|invest in training workers to meet present and future needs. |Act as a broker with community colleges/higher education and |
|Employers work with others in their industry – both other |University Extensions for curriculum design |
|companies and organized labor – to anticipate training and skills|Provide data about prevailing wages, occupations, future trends |
|development needs. Employees are aware of opportunities for |Act as a human resource departments for small business |
|advancement and are given incentives to improve their skills. | |
|Strong and Diverse Economy |What WIBs do: |
|Each community with a competitive workforce advantage uses |Have cross representation on WIBs and Economic Development |
|workforce as part of their economic development strategy. The |corporations and agencies |
|community has both a business retention and a growth strategy, as|Participate in overall economic development planning |
|well as the more traditional business attraction approach. There|Cross-train front line staff in One-Stops and economic |
|are multiple sectors represented in the region. There is “life |development organizations |
|cycle” diversity within the region – a mix of older established |Collect and provide information about the community’s workers and|
|industries, growing sectors, and new and emerging industries. |their skills |
|Investments in economic development are strategic and focus on |Participate in co-developed employer retention surveys with |
|employers with high wage jobs in addition to businesses with high|economic development |
|sales tax revenue. | |
Seven Characteristics of a Community with a Competitive Workforce Advantage (cont.)
|Integrated Infrastructure |What WIBs do: |
|Each community with a competitive workforce advantage has an |Participate in a broad range of regional and community planning |
|infrastructure for both employers and workers. In addition to |efforts |
|physical infrastructure for businesses – such as roads, water, and|Include a broad range of partners and services in One-Stops |
|electricity – it includes a diverse housing supply, access to |Advocate for changes in public policy and administrative |
|affordable quality childcare, health care and adequate regional |procedures |
|transportation. Residents have access to a One-Stop career center|Engage local elected officials in problem solving |
|system that helps them find and keep jobs. There are sufficient |Have cross representation on WIB and community boards and |
|cultural and recreational opportunities and other “quality of |agencies |
|life’ assets. | |
|Effective, Articulated Education System |What WIBs do: |
|Each community with a competitive workforce advantage has a K-12 |Establish and nurture strong youth councils that work for all |
|system that works. High school graduates have the requisite |youth |
|skills to enter the labor force or go on to college. The |Catalyze dialogue between employers and education |
|education system is responsive to employer needs. The system is |Collect and provide information about skills needs |
|well articulated from high school to community college and higher |Include youth in One-Stop system services |
|education programs. Residents have easy access to higher |Provide accessible information about careers |
|education and non-degree occupational training that prepares them |Provide accessible information about performance of job training|
|well for jobs in the community. All students have access to the |programs and providers |
|supportive services they need, career guidance, caring adults, | |
|leadership opportunities and academic excellence. | |
|Clearly Defined and Accessible Career Pathways |What WIBs do: |
|Each community with a competitive workforce advantage has ongoing |Convene employers within an industry to study career pathways |
|communication between industry and education/training entities. |Collect and disseminate information about career pathways and |
|Education & training programs are designed with a deep |occupation requirements |
|understanding of how people move within occupational clusters. |Partner with labor unions |
|Students, job seekers and workers see clear career pathways within|Train career guidance counselors and others in career |
|occupational groupings and understand how skills build upon one |information |
|another to meet the needs of business. There are strong | |
|connections to union apprenticeship program. Employers within an | |
|industry understand their career pathways and encourage skill | |
|development within the worker pipeline. | |
Seven Characteristics of a Community with a Competitive Workforce Advantage (cont.)
|Ready, Willing and Able Workforce |What WIBs do: |
|Each community with a competitive workforce advantage has |Develop measures to evaluate the quality of job training programs|
|employers who can recruit local residents for available jobs. |Ensure quality in One-Stop career centers |
|The labor pool has the knowledge, skills and ability needed by |Develop customized training to meet employer needs |
|employers. Job training programs produce workers who meet |Partner with community colleges and other education programs to |
|employers’ needs. Job applicants have minimally acceptable soft |deliver quality training |
|skills. People have the willingness to perform jobs. Economic |Reach into all communities and constituencies to connect people |
|Development uses information about the available labor pool as a |to jobs and training |
|key component of their business attraction strategy. |Find funding to meet community needs for training |
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