Essential Questions for Employment: Local Workforce Systems

Educational attainment of workforce program participants. Number of individuals who completed a degree, certification, credential or other measures of educational achievement (Texas Workforce Investment Council).

Percent of workforce program participants who entered employment. Individuals who entered employment and/or were enrolled in education or training after program exit (Texas Workforce Investment Council).

Percent of workforce program participants who retained employment. Individuals who retained employment and/or were enrolled in education or training after program exit (Texas Workforce Investment Council).

Number of customers served. Individuals who received services through the Texas workforce system (Texas Workforce Investment Council).

How many students at a college or university are taking internships? The National Survey of College Internships (NSCI) found that far fewer college students (just 21.5%) reported taking an internship than previously reported. Prior studies have estimated that 50%-60% of college students have taken an internship. NSCI’s data from 12,130 students suggest that these estimates may be too high, though the effects of the COVID-19 pandemic should be considered (National Survey of College Internships).

Are there differences in internship participation by race, gender, first-generation college student status and so on? The National Survey of College Internships (NSCI) found that internship participation may vary by racial identity, first-generation status and other attributes of students, disciplines and institutional characteristics (National Survey of College Internships).

Which students are experiencing obstacles to internships, what are these obstacles and how can we change our programs to ensure equitable access to internships for all students? The National Survey of College Internships (NSCI) found an alarming number of non-interns (67.3% or 6,407 students) wanting to take an internship but not being able due to a variety of obstacles, thus revealing a considerable issue with equitable access. College and universities should pay more attention to adequately advertising internship positions, exploring how to reach busy and/or working students and engaging employers in creating more internships or other more accessible forms of work-based learning (e.g., online internships, campus-based experiences, etc) (National Survey of College Internships).  

Length of internship program: The National Survey of College Internships (NSCI) found the average length of an internship to be 18.3 weeks, a considerable investment in student (and employer) time (National Survey of College Internships).  

Student satisfaction with internship: The National Survey of College Internships (NSCI) found students on average reported being very satisfied with their internship experiences, but 1 in 4 reported less than satisfactory experiences. The large number of students reporting high rates of satisfaction is good news for higher education, but the 25% of students with less than satisfactory experiences indicates that considerable work remains to ensure that all students have access to a high-quality experience (National Survey of College Internships). 

Quality of supervision and mentoring: The National Survey of College Internships (NSCI) found students rated their supervisors’ support for their well-being (M=4.2 on a 1-5 scale) more highly than their task-specific mentoring (M=3.45). These results suggest that while supervisor support appears to be of high quality, colleges, universities and employers could provide more training for supervisors on how to be effective mentors with respect to task performance (National Survey of College Internships).

Are students experiencing racial, gender or other forms of discrimination during the internship experience? The National Survey of College Internships (NSCI) found that while the number of students reporting discrimination at the internship site on the basis of their race, gender, sexuality, disability status and/or other personal attributes is relatively low (3.3%), the fact that 86 students reported such behaviors is cause for concern. Campuses should provide training and resources for students, academic advisors and internship supervisors regarding anti-discrimination policies in the workplace and what to do in the event that a student experiences inappropriate behavior or treatment (National Survey of College Internships).

The amount of funding dedicated to workforce development programs as a percentage of total educational funding in a state (Education to Workforce Framework).

State investment in workforce preparation and development (that is, the amount states spent on education, training and recruitment of workers with programs concentrating on improving the skills base and job placement of a state and/or community’s labor base) (C2ER, State Investment in Workforce Development on the Rise).

Federal funding for workforce preparation and development (e.g., through U.S. Department of Labor programs) (C2ER, State Investment in Workforce Development on the Rise).

Does the state provide workforce development funding through the following sources: (a) the department of labor and/or economic development; (b) the state education agency; (c) the state higher education office; (d) the community and/or technical college system; (e) other departments? (Education Commission of the States, Workforce Funding).

Funder alliances engage local workforce stakeholders to identify challenges where combined funding and resources can address workforce issues. For example, the National Fund for Workforce Solutions uses a collaborative funding model to pool financial support from various national foundations and local philanthropists interested in contributing to the same goal (Urban Institute, Understanding Local Workforce Systems).

State governments award performance-based funding to community colleges that reach a prescribed level of success in students completing programs or earning a degree. This performance-based approach is an alternative to the more traditional method of reimbursing colleges according to the number of students enrolled (Urban Institute, Understanding Local Workforce Systems).

Community colleges and other training providers “blend” or “braid” funding to take advantage of various funding streams, enabling students to access a range of supports. Blended and braided funding both involve combining two or more sources of funding to support a particular program or activity; braided funding tracks how much of each source has been spent, while blended funding does not differentiate between streams once funds have been combined (Urban Institute, Understanding Local Workforce Systems).

Local governments use social impact bond models such as Pay for Success, where private sector funds are used to cover up-front costs for workforce development programs with the expectation that investors may receive a “return” based on savings achieved through program success, such as reduced dependence on public assistance. Pay for Success programs are rigorously evaluated by third parties to determine if they produce intended outcomes. Social impact bonds allow governments to try new and innovative approaches without financial risk (Urban Institute, Understanding Local Workforce Systems).

SkillWorks: SkillWorks is a 10-year, $25 million initiative that seeks to improve workforce development in Boston and the Commonwealth of Massachusetts by pooling funds from foundations and other charitable entities. These combined resources support promising workforce partnerships focused on industry sectors, such as collaborations between employers and community colleges to provide industry-approved occupational training programs. The initiative is a collaboration among philanthropy, government, community-based organizations, employers and other stakeholders that want to help lowskill, low-income individuals move to family-sustaining jobs while also helping employers hire and retain skilled workers. The funder alliance model created by SkillWorks has been used by cities around the United States, as well as by the National Fund for Workforce Solutions (http://nfwsolutions.org/), which supports several regional and local workforce funding collaboratives (Urban Institute, Understanding Local Workforce Systems).

Redesigning for equity in workforce development would ensure job quality for all workers, increase competitiveness and drive inclusionary growth (CAP, A Design for Workforce Equity).

Apprenticeships benefit apprentices and employers alike. Apprentices learn on the job, obtain credentials, contribute to meaningful work and earn a salary. Employers have loyal and productive workers, higher retention rates and the opportunity to train apprentices according to their own standards and procedures (Urban Institute, Public Sector Apprenticeship).

Hire apprentices from the local community, which can  reduce the need for other training programs. As with private employers, government agencies can use apprenticeships to fill job openings and those vacated by retiring employees, maintaining staffing and service continuity (Urban Institute, Public Sector Apprenticeship).

Public sector apprenticeships can attract and expose young people to diverse career opportunities in government. Engaging and training young people for public sector careers can upgrade the quality and quantity of public services, thereby benefiting all residents (Urban Institute, Public Sector Apprenticeship).

Finally, when public officials use apprenticeships for their own talent development, they can be more convincing in persuading private employers to do so as well (Urban Institute, Public Sector Apprenticeship).

Examples of workforce development initiatives focusing on manufacturing, professional, scientific and technical services: (1) the American Apprenticeship Initiative (AAI) aimed to increase registered apprenticeship in nontraditional occupations, such as manufacturing, healthcare and computer/IT and to populations typically  underrepresented in apprenticeship, including women and people of color; (2) Pledge to America’s Workers sought commitments from companies to provide job training and apprenticeship opportunities. Several manufacturing companies were part of this initiative, pledging to expand workforce training in the sector; (3) Manufacturing USA is a network of 14 institutes dedicated to advancing manufacturing innovation, which also involves workforce development. These institutes focus on research and development in manufacturing technologies and creating training programs to develop skilled workers for advanced manufacturing jobs (C2ER, Powering Industry Growth Through Workforce Investment).

Functions of a local workforce system: The programs, services and activities implemented by organizations in local workforce systems serve five major functions: (1) Providing employment services to help workers of all ages explore career interests, find jobs and advance; (2) Providing education and training to prepare workers for careers by developing occupational and technical skills; basic academic skills, such as reading, writing and math; and career readiness skills, such as teamwork, critical thinking, professionalism, conflict resolution and communication; (3) Providing supportive services can include both personal or academic supports to help people be successful in education, training or work; (4) Supporting employers’ human resources needs, including defining hiring needs and job requirements, advertising for available positions, recruiting and screening candidates, onboarding new employees and supporting and upskilling incumbent workers; (5) Improving job quality and access for job seekers and workers by working with employers to adopt “high road” strategies (better pay, predictable schedules and other benefits) or advocating for changes, such as in local or state wage policies, hours and working conditions (Urban Institute, Guide to Learning about Local Workforce Systems).

Organizations in local workforce systems perform various functions and take on varying roles, depending on their organizational type and mission. Organizations involved in local workforce systems can be grouped into the six categories: (1) Service providers offer education, training, employment and supportive services and include a range of organizations, such as community and technical colleges, high schools, American Job Centers, trade schools, unions and community organizations; (2) Government agencies oversee public workforce programs and funding; (3) Employers and industry and business groups hire and provide training to workers and may partner with local organizations to oversee, design and deliver programs; (4) Foundations and philanthropic organizations provide financial resources to workforce programs and organizations, primarily through grants. Corporations may also support workforce initiatives as part of corporate responsibility efforts; (5) Unions and advocacy organizations seek to change employer practices, working conditions and workforce policies; (6) Collaborative entities bring together partners in the workforce system to identify workforce needs; plan, develop and implement strategies to meet those needs; and raise funds to support these strategies (Urban Institute, Guide to Learning about Local Workforce Systems).

The people who use the programs and services provided through local workforce systems fall into five general categories: (1) Unemployed workers are jobless, looking for work and available for work. Underemployed workers have part-time, temporary, intermittent or low-wage work that does not provide enough income to live stably; (2) Youth, typically defined as people ages 16 to 24, may be participating in high school vocational or career technical education programs, attending high school equivalency or adult education classes, enrolled in postsecondary education and training or receiving employment services; (3) Adults with low basic skills lack the math, reading, writing or English proficiency skills required to enter postsecondary education or secure a middle- or high-wage jobs; (4) People with personal challenges to work have circumstances that make it difficult to complete training or secure a job, such as a disability, criminal history, housing insecurity or lack of access to affordable child care; (5) Workers seeking career change or advancement may be experiencing job loss or insecurity, want to work in a more interesting field or desire to move up from entry-level work. (Urban Institute, Guide to Learning about Local Workforce Systems).

Coordination and Systems Change: In the context of local workforce systems, systems change refers to strategies that focus on improving coordination, collaboration and alignment across actors, policies and programs in the local workforce system toward specific objectives. Examples of shared objectives include improving accessibility to services for a target population to increase employment outcomes or meeting skilled labor gaps in a specific sector. Organizations within a local workforce system can undertake system change activities toward shared goals, including the following activities: promoting knowledge sharing; developing shared goals, strategies and plans; using scarce resources more efficiently and effectively. Coordinated approaches to improving employment and training outcomes and meeting stakeholder needs in local areas include sector strategies or partnerships that focus on local or regional needs of a specific sector, collaboration between training providers and employers and career pathway strategies that coordinate. Collaborative entities create or implement coordinated approaches or systems change strategies (Urban Institute, Guide to Learning about Local Workforce Systems).

Identifying and Leveraging Multiple Sources of Funding: Local workforce system programs and services rely on various funding sources from federal, state and local government, as well as funding from private sources. Local workforce development organizations and policymakers overseeing workforce funding streams use a variety of funding models and initiatives, including the following: (a) Blended and braided funding, where individual organizations leverage multiple public and private funding streams to provide a set of programs and services; (b) Collaborative funding models, which pool funding from various foundations and philanthropies to support programs and initiatives with similar models or goals; (c) Performance-based funding, which distributes funds based on participant outcomes (such as completion or earnings) rather than outputs (such as enrollment numbers); (d) Public-private funding, where activities or programs are funded by a partnership between employers or philanthropies and public entities; (e) Social impact bonds, which use private-sector investor funds for workforce programs to create improved outcomes and pass on part of the savings achieved to investors (Urban Institute, Guide to Learning about Local Workforce Systems).

Many local workforce system organizations and programs collect, analyze and disseminate data to identify needs, inform policy making, measure program progress and improve programs. Strategies using data to inform and improve local workforce system activities include the following: (a) Data sharing of participant information between agencies and organizations to allow education, training and employment programs to better meet participant needs and examine participant outcomes, such as educational attainment, job attainment and wages; (b) Labor market information analysis to identify local area employment growth by sector and potential skills gaps in the local workforce; (c) Performance measurement to help education, training and employment programs identify successes and challenges and improve; (d) Evaluation of programs to determine effectiveness or return on investment, leading to additional funding, program changes, or program replication (Urban Institute, Guide to Learning about Local Workforce Systems).

Integrated service delivery: Creating more closely integrated services across programs has been an important principle of Workforce Innovation and Opportunity Act (WIOA), as well as the goal of many recent initiatives aimed at generating efficiencies and reducing challenges in reaching self-sufficiency for individuals and families. Integration of services and programs can impact all areas of operations, including case management approaches, training, staffing, funding and administration. Additionally, integration aims to reduce siloing or separation and isolation, of programs and services, thus supporting increased access and improved efficiencies (The Workforce Innovation and Opportunity Act Research Portfolio).

Co-location, consolidating administrative structures and cross-training. The U.S. Government Accountability Office (GAO 2011) identified both co-location (that is, being located within the same building or facility) and consolidating administrative structures as ways to increase efficiency and improve coordination. At the agency level, 14 states consolidated core WIOA programs under a single agency, thus reducing or removing barriers to coordination. At the local level, the emphasis on co-location, as well as alignment and program coordination under WIOA, enabled partners to work together and streamline services (Dunham et al. 2020) (The Workforce Innovation and Opportunity Act Research Portfolio).

Shared data and data systems. The Employment and Training Administration encourages states to consider implementing integrated case management data systems across WIOA partner programs (U.S. Department of Labor 2020) and some research supports data-sharing policies to increase participants’ access to different benefits (Adams and Spaulding 2018; Durham et al. 2019). Koller and Paprocki (2015) note the benefits of shared data systems between partners within American Job Centers (AJCs) include reducing burden related to data entry and increased ability to track services provided to customers across other programs (The Workforce Innovation and Opportunity Act Research Portfolio).

Pooled funding and cost sharing. Under WIOA, AJC partners must contribute to infrastructure costs, whether or not they are co-located. As of 2018, this was not the practice in many AJCs and the expectation for contributing toward infrastructure costs corresponded directly with co-location (Brown and Holcomb 2018) (The Workforce Innovation and Opportunity Act Research Portfolio).

Public funding is made available for workforce development programs

Public sector apprenticeships exist nationwide but remain a very small segment of the government workforce. One prominent example of public safety services using an apprenticeship program is the California firefighting apprenticeship program, which has been operating for more than 25 years and has employed more than 10,000 apprentices across 175 fire departments. In Boston, an emergency services apprenticeship program was started in 2018 to attract more diverse candidates and address staffing shortages for emergency medical technicians (EMTs) across the city. These programs provide employment on-ramps to careers, while ensuring residents receive consistent, high quality services from critical government agencies (Urban Institute, Public Sector Apprenticeship).

• Example of youth public sector apprenticeship in Kentucky (Automotive technician specialist). In 2018, Kentucky launched several pilot apprenticeship programs as part of a broader strategy related to filling critical skill gaps in the commonwealth’s talent pipeline. One program was designed to train automotive technician specialists working for the Transportation Cabinet. The program was created to cultivate the next generation to fill current and future automotive technician jobs across the state’s 12 transportation districts.The program also helped apprentices rapidly gain the two years’ work experience required for the National Institute for Automotive Service Excellence (ASE) certification exam, preparing apprentices for a career in both the public and private sectors (Urban Institute, Public Sector Apprenticeship).

• Example of youth public sector apprenticeship in Colorado (Teaching assistant). Colorado is facing general teacher shortages in rural areas, as well as increased statewide demand for specialists like early childhood educators, counselors and ESL instructors. To meet such local needs, CareerWise Colorado established a paraprofessional youth apprenticeship program in 2019 and has since worked with the Cherry Creek, Denver, Estes Park and Thompson public school districts to employ high school students in the local elementary schools. Across these four districts every year, 20 to 30 youth apprentices work as teaching assistants with early childhood and elementary-age children. During their program, apprentices divide their time between finishing high school classes, working in elementary schools and taking college courses to further their teaching education. Overall, the program has been successful for school districts, apprentices, students and parents. School districts see apprenticeships as an obvious solution for their staffing requirements and goals to bring more diverse, local staff to the classroom. Apprentices also benefit from the opportunity to learn whether teaching is right for them. Students benefit by having educators and counselors who are as racially and ethnically diverse as their classes. The program’s success has spurred additional school districts in Colorado and other states to consult CareerWise on using this model (Urban Institute, Public Sector Apprenticeship).

• Example of youth public sector apprenticeship in Maryland (Building maintenance technician). Prince George’s County Public Schools (PGCPS), like many school systems in the US, has a talent shortage across a range of occupations beyond teaching, including core administrative and building maintenance roles. To meet PGCPS’s talent needs and help young people find career opportunities and employment, the school district started a “school-to-work” apprenticeship model. Select students start an apprenticeship while in high school and transition into full employment in the school system after completing the program. The first program at PGCPS was launched in 2018 with a building maintenance apprenticeship program including 20 students in 11th grade. Despite the challenges for on-the-job learning amid COVID-19, all 20 students in the first cohort graduated and are continuing the final years of their apprenticeships with PGCPS or an industry partner of the school. Hiring for the program’s second year paused because of COVID-19, but plans to hire another cohort of 11th graders in the 2021–22 academic school year are under way. PGCPS leaders hope this example will create interest among other school departments to start apprenticeship programs. As the program coordinator noted, “We have many departments like IT, food services, HR, transportation that could all potentially benefit from an apprenticeship program.”

To create a more equitable workforce, policymakers must boldly shift away from presumptions based on the skills narrative to facilitate conditions in which employment risks and insecurities generated during economic change are shared equitably by everyone who has a stake in the economy (CAP, A Design for Workforce Equity).

Workforce development thinking must shift so that the sole focus is no longer on upskilling but rather on creating a new system in which aggregating employer demand is determined by equity considerations. Supply-side job training interventions alone are insufficient to broadly manage changing employment effects and planning decisions when measured against factors such as stagnant wages, stalled compensation and increased affordability issues. In order to drive the pursuit of inclusive economic growth, public policy must systemically align multiple mismatches in the labor market (CAP, A Design for Workforce Equity).

• Example of increased state funding for workforce development programs: Minnesota’s FY2020-21 biennial budget proposed more funding for Youth and Young Adult workforce development programs. Minnesota provided state funding for the Youthbuild program, Youth at Work Competitive Grants and a Youth Program offer a construction career pathway for at-risk youth and young adults who have dropped out of school, youth with industry-recognized credentials and pre-apprenticeship training in residential construction; and provide summer and year-round employment and training services to low-income and at-risk youth, ages 14 to 24, through a partnership with the Local Workforce Development Boards and Youth Committees. However, the Department of Employment and Economic Development proposed a 6 % decrease in workforce development for FY2020-21 (C2ER, State Investment in Workforce Development on the Rise).

• Example of increased state funding for workforce development programs: New Jersey has enhanced and refocused its investment in workforce development and apprenticeship programs over the past two years. There was a 32% increase in funding for workforce development programs in FY2019. The vast increase in funding is the result of additional support being put into the state’s Manpower and Employment Services and the Work First New Jersey program. The focus of these funding increases being employment and training services, strengthening of workforce development programs in the state. FY2020 budget proposal continues that commitment to workforce initiatives (C2ER, State Investment in Workforce Development on the Rise).

• Example of increased state funding for workforce development programs: California has proposed an 11% increase in funding for workforce development programs in FY2020. The Governor’s proposed budget has included increased investment for pre-apprenticeship and apprenticeship programs and the state’s High Road Training Partnership program, a sector partnership initiative of the California Workforce Development Board (C2ER, State Investment in Workforce Development on the Rise).

Legislation such as the Infrastructure Investment and Jobs Act in 2021 and the CHIPS and Science Act in 2022 have created training opportunities and encouraged workforce development in the manufacturing and PSTS sectors. These policies aim to strengthen and modernize the U.S. workforce by advancing research, expanding STEM education and equipping workers with the skills needed for a competitive, innovation-driven economy. Both federal and state policymakers have emphasized developing the workforce for these industries. In fact, approximately 40% of all state business incentives directly targeting workforce preparation and development are either in the manufacturing or professional, scientific and technical services (PSTS) industries (C2ER, Powering Industry Growth Through Workforce Investment).

Some states are supporting growth by partnering with academic institutions to provide training and recruitment, such as the Virginia Talent Accelerator Program. Other states work with middle and high school students to encourage career exploration and engage them with relevant work opportunities such as the Massachusetts high school Apprenticeship Challenge, Nebraska’s Developing Youth Talent Initiative and the New York Youth Jobs Program Tax Credit. By supporting workforce development, states hope to encourage growth within priority industries, like manufacturing. Below are some recent examples of how states are leveraging their workforce preparation and development programs to land major manufacturing projects (C2ER, Powering Industry Growth Through Workforce Investment).

Georgia Quick Start helped the state land Hyundai’s first dedicated electric vehicle facility in the U.S. in Bryan County, GA. Their workforce training program will provide customized workforce training free-of-charge. This incentive also helped Georgia secure a Kia training facility in 2008. The evolution of the program to meet modern workforce needs played a key role in helping Georgia land this state-of-the-art facility — a $7.59 billion investment that is projected to create over 8,000 direct jobs (C2ER, Powering Industry Growth Through Workforce Investment).

Schneider Electric’s plant expansion increases the company’s energy storage capabilities to meet growing demand. The Missouri One Start program will provide customized recruitment assistance, along with resources to train and upskill new and existing employees. The company invested $73.6 million into the expansion project and received over $4 million in awards from the BUILD Program ($2,000,000), Missouri Works Program ($2,102,697) and Missouri One Start ($150,000). The project will create 241 additional jobs at the plant in Columbia, MO (C2ER, Powering Industry Growth Through Workforce Investment).

Hyundai Steel Plant: This first-of-its-kind site marks Hyundai’s inaugural North American steel facility to support automotive manufacturing. To support the workforce the Louisiana Community and Technical College System (LCTCS) will develop a new local workforce training center. Hyundai will also have access to LED FastStart’s workforce recruitment and training services. The agreement leaves potential for $100 million in performance-based grant awards for infrastructure improvements. Hyundai’s $5.8 billion investment in Donaldsonville, LA will create over 1,300 direct jobs (C2ER, Powering Industry Growth Through Workforce Investment).

Ohio partnered with Anduril to create a 5 million square foot advanced defense manufacturing facility for autonomous systems, weapons and other U.S. national defense products. The $1.5 billion endeavor in Pickaway County, OH represents the largest single job creation and new payroll project in the state’s history. In addition to a $70 million award from the Ohio Future Fund, JobsOhio helped secure the project by offering their Job Creation Tax Credit and their Talent Acquisition Services program tools to Anduril. According to the State Business Incentives Database, the Job Creation Tax Credit provides a refundable and performance-based tax credit applied toward the company’s commercial tax liability. JobsOhio’s Talent Acquisition Services will identify talent challenges and build sustainable talent recruitment strategies for companies to help them acquire human capital (C2ER, Powering Industry Growth Through Workforce Investment)

A common focus of workforce development programs is offering an incentive for employers to provide training by reimbursing or allowing a tax credit against the training costs. Both the Minnesota Automation Training Incentive Pilot Program and Arizona’s Rapid Employment Job Training Grant offer reimbursement for training costs. Minnesota reimburses training costs for small businesses to train existing workers in new automation technology. Employers can apply for grants up to $25,000 to cover the cost of training workers who work full time and earn at least 120% of the federal poverty wage. As a direct response to COVID, Arizona’s program reimburses the cost of training for hires made after March 1, 2020. Virginia created the Worker Training Tax Credit to incentivize businesses to not only provide training but also collaborate with middle and high schools to provide manufacturing training or instruction. Companies can receive a 35% tax credit for training costs, up to $500 per worker and $1,000 if the worker’s income is below the state median wage. For employers that provide training to middle and high school students, they are eligible for the 35% tax credit on direct training costs (C2ER, New Workforce Development Programs).

In Massachusetts, the Advanced Analytics-Data Science Internship Program reimburses the cost of intern stipends for students with postsecondary degrees, Bachelor’s and above, who intern with a research institution or small business. The reimbursement ranges from $20-$40/hour depending on the education level of the intern (C2ER, New Workforce Development Programs).

North Carolina’s Golden LEAF Opportunities for Work program provides grants up to $500,000 to help the state prepare for job growth, especially jobs that require postsecondary degrees. The program accomplishes this goal through re-engaging individuals in the workforce, providing skills training and postsecondary opportunities and addressing barriers to employment in rural and economically distressed communities. The program targets “disconnected” youth, people who are underemployed and those experiencing long term unemployment (C2ER, New Workforce Development Programs).

Use multiple sources of labor market information: Workforce Development Organizations use economic, industry and employer-specific data to identify labor and skill shortages, job quality issues and disparities in labor market outcomes for frontline workers and people of color. What success looks like: More data from and for employers to identify trends, growth occupations and specific skill and hiring needs becomes available (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Gather quantitative input and feedback: Workforce Development Organizations use feedback from employers, workers and partners to inform the development of equitable goals and strategies to guide program design, implementation, learning and evaluation. What success looks like: Engaged employers use data to guide investments that increase the retention and advancement of frontline workers. A continuous improvement process and better understanding of the root causes of inequities in program access and outcomes (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Define clear outcomes and measures: Workforce Development Organizations collaborate with employers and partners to establish a data-sharing agreement. This should include disaggregated data by race and gender and a mechanism for ensuring data quality. What success looks like: Employers and partners use data to identify solutions to job quality and other issues facing the industry. A clear vision and path for data sharing, reporting and continuous learning for the industry partnership and related programs and activities (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Collect and analyze disaggregated baseline data: Workforce Development Organizations use disaggregated data as a starting point for tracking progress. Report on data over time as part of a continuous learning and improvement process. What success looks like: Better data about populations served, the specific activities, expected outcomes and cost. More investment in populations that experience disparities in outcomes (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Review performance metrics and disaggregated data with partners: Workforce Development Organizations discuss insights and implications for the partnership’s work and identify areas of success and improvement. What success looks like: Partners use data to align programs with industry needs and produce equitable outcomes for frontline workers and people of color. Clear benchmarking against peers to learn from similar programs and understand what’s working, or not, for different populations (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Use systems thinking to understand root causes of issues. Workforce Development Organizations identify systems that need to be changed by employers, industry and partners to achieve the partnership’s goals, address structural racism and reduce barriers to employment and labor market mobility. What success looks like: Systems, policies, programs and practices among partners change to address structural barriers. Partners share an understanding of root causes and systemic solutions to address racial and other disparities in employment and career advancement (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using multiple sources of labor market information: Understanding Your Community: Labor Market and Workforce Development System Data Toolkit (CSW) – Use this compilation of data and related resources to help answer questions about local and regional labor markets (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using multiple sources of labor market information: The Racial Equity Index (PolicyLink and USC Equity Research Institute) – This tool provides a snapshot of how well a community is doing on racial equity compared to its peers. It can be used to develop a snapshot for your industry or region (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using multiple sources of labor market information: A Guide to Accessing and Using Workforce Data (Abt Associates) – Use this overview of the different types of data and how to acquire and use data from administrative sources to guide a discussion about what data is accessible in your region (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for gathering qualitative input and feedback: Making Data More Useful (National Fund) – This report identifies and summarizes effective strategies to gather data and use data to understand participant progress and make program improvements (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for gathering qualitative input and feedback: How to Use Qualitative Research in a Workforce Collaborative (National Fund) – Use this as a guide to embed qualitative research into program design and improvement (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for defining clear outcomes and measures: Measuring Business Impact: A Workforce Development Practitioners Guide and Lessons Learned (Commonwealth Corporation) – Use this overview of measuring business impact of sector-based and other workforce development projects to guide how your industry partnership measures success (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for defining clear outcomes and measures: A Point-Menu System for Measuring Effectiveness in Serving Employers (Aspen Institute) – Use this report to identify which indicators of effectiveness in meeting employer needs (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for collecting and analyzing disaggregated baseline data: Insights for Action: MSP Regional Sector Analysis (RealTime Talent) – This report documents the labor shortage and skills gap as a baseline for the Minneapolis–Saint Paul region and the impact of workforce programs and initiatives on closing those gaps. Use this to understand how collecting baseline disaggregated data can inform workforce programs and initiatives (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for collecting and analyzing disaggregated baseline data: Manufacturing Employer Survey (SkillUp Washington) – This report provides an example of how an industry partnership might gather information from employers to strengthen the talent pipeline to high demand entry and mid-level manufacturing jobs. This approach can be applied across industries (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for collecting and analyzing disaggregated baseline data: The Essentials of Disaggregated Data for Advancing Racial Equity (Race Matters Institute) – Use this to understand the basics of how to disaggregate data (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for reviewing performance metrics and disaggregated data with partners: The Three Elements of Continuous Learning: Priorities, Plans and Culture (Collective Impact Forum) –  Use this framework to think about how to integrate continuous learning into collaborative efforts (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for reviewing performance metrics and disaggregated data with partners: Learning to Thrive: How data can fuel better workforce development results (CSW) – Industry partnerships can use lessons from the Twin Cities benchmarking initiative and data culture self-assessment to discuss the importance of data collection, learning and continuous improvement (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for reviewing performance metrics and disaggregated data with partners: Data-Driven Feedback Loop Examples (Living Cities) – This tool provides a series of templates/options for developing data-driven feedback loops that are proven to help you change behavior. Use the templates to develop a data-driven feedback loop for your industry partnership (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using systems thinking to understand root causes of issues: Changing Workforce Systems:  A Framework for Describing and Measuring Systems Change (Urban Institute) – Use this conceptual framework of systems change goals, activities and measurement options to guide discussions of systems change with industry partnership stakeholders (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using systems thinking to understand root causes of issues: SkillWorks Systems Change Final Report (Mt. Auburn Associates) – This report examines how components of SkillWorks came together to achieve system change, including in the area of public policy and the activities underpinning their effort. Use the report to identify potential policy changes that your industry partnership might address (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using systems thinking to understand root causes of issues: Systems Thinking Toolkit (FSG) – Use this compilation of different guides and tools for system mapping to understand an issue facing your industry partnership and the eco-system or create a plan for action (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using systems thinking to understand root causes of issues: The Power of Creating a Racial Equity Backmap (Race Matters Institute) – Use this overview of the back-mapping process that helps communities identify the root causes of inequities (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Operate with Knowledgeable Staff: Engaging employers and partners to discuss topics like job quality, equity and inclusion and worker needs is important and requires expertise and competency in a variety of areas. What success looks like: More employer relationships at multiple levels within an organization. More employer champions speak with and recruit their peers. Employer and partner participation that moves away from transactional interactions (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Invest in Staff Training to Maintain Industry Knowledge: Staff must be equipped to research trends about regional partners, assets and resources to stay relevant to industry and worker needs. What success looks like: Partnership is responsive to market changes with staff who serve as a catalyst for change. Staff have competencies related to emerging areas of expertise such as job quality, systems change and racial equity and inclusion. Staff know how to act on employer feedback and how to include worker voice and perspective (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Align Partnership Priorities and Goals: Ensure that organizational funding, policies, structure and staffing support strategic engagement across partners and activities. What success looks like: Partnership goals and activities are formalized into organizational staffing plans. Adequate funding and resources are available to support staff in meeting their objectives (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Identify and Communicate the Partnership’s Value: To attract funding from different sources and secure financial commitments from employers, partnerships must “pitch” the value-add of their work. What success looks like: Sustainable funding from employer partners to support partnership initiatives. An increase in total funding and mix of funding sources over time. Aligned funding that supports partnership goals and impact broader systems (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Build Relationships with Policy and Funding Decision Makers: Relationships are key to developing a solid understanding of the environment that influences the partnership’s work and impacts equitable access to resources and outcomes. What success looks like: A mechanism for communicating with employers and elevating employer and industry voices regarding policy decisions. The infrastructure and opportunity to impact a system, such as transportation, that intersects with policy, workforce development and economic development. More legislative and administrative support for industry partnerships and strategies, such as work-based learning and apprenticeships (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for operating with knowledgeable staff: Job Quality Competency Model (National Fund) – Use this model to better understand what skills and competencies are necessary for collaboratives to embark on job quality work with employers (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for operating with knowledgeable staff: Collaborative Leadership – Learn what collaborative leadership is and how to practice it. Use this to develop an environment where stakeholders depend on collaborative problem-solving and decision-making (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for operating with knowledgeable staff: Changing Systems Is Like Moving a Mountain: And Other Insights from Successful Workforce Leaders – Use this summary of lessons learned and key skills for system change leadership as a guide for identifying partners who reflect these skills and finding ways to develop them across partners and staff (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for operating with knowledgeable staff: Core Skills for Public Sector Innovation – A beta model of skills to promote and enable innovation in public sector organizations. Industry partnerships can use as a guide to identify partners who reflect these skills and find ways to develop them across partners and staff (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for aligning partnership priorities and goals: Partnering Up: How Industry Partnerships Can Bring Work-Based Learning to Scale (National Skills Coalition) – This brief discusses the important role industry-driven partnerships can play to align workforce, education and human services systems. Use this to identify partnership goals and strategies for systems-level work (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for aligning partnership priorities and goals: Co-Invest for Impact: A Pivotal Model for Workforce Success (National Fund) – Use this blog series to learn about different co-investment models being used in four regional collaboratives (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for aligning partnership priorities and goals: Sustainability Guide for Funder Collaboratives (National Fund) – Use this framework and tools for thinking about sustainability and apply that thinking to the development and sustainability of your industry partnership (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for aligning partnership priorities and goals: Understanding the Value of Backbone Organizations (FSG) – This report offers a review of what it takes to be a backbone organization and how to evaluate and support its work (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for building relationships with policy and funding decision makers: Sector Partnership Policy (National Skills Coalition) – Read some examples of state sector partnership policies that help local communities meet the needs of both workers and employers (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for building relationships with policy and funding decision makers: Funding Career Pathways (CLASP) – Use this federal funding toolkit for state and local/regional career pathway partnerships (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for building relationships with policy and funding decision makers: Public Funding for Job Training at the State and Local Levels (Urban Institute) – Use this mapping of funding flows in three states and a summary of strategies to identify ways in which an industry partnership might supplement funding for job training programs (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for building relationships with policy and funding decision makers: Opportunities for State Economic and Workforce Development Collaboration (Urban Institute) – Explore examples of sector strategies that support better state-level funding alignment and collaboration between workforce and economic development agencies (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for building relationships with policy and funding decision makers: Promoting the Adoption of Sector Strategies by Workforce Development Boards (Ray Marshall Center, UT) – This summary of the processes and funding models through which workforce boards have adopted a sector‐based approach and the roles they play can be used as a guide for talking with workforce boards about aligning resources that support industry partnerships (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for investing in staff training to maintain industry knowledge: Voices from the Frontline: An Introduction to New York City’s Frontline Workforce Professionals – This report lays the groundwork for learning from workforce development professionals and what they need to stay and advance in the field. Industry partnerships can use this to understand some of the challenges facing partner organizations and staff (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for identifying and communicating the partnership’s value: The Step-By-Step Guide to Evaluation:  How to Become Savvy Evaluation Consumers (WKKF) – Use this guide that was designed to demystify evaluation and help organizations get the most out of learning from their work to develop an approach to evaluating industry partnerships (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for identifying and communicating the partnership’s value: SkillWorks Phase II Evaluation: Overview of Outcomes (Mt. Auburn Associates) – This report on outcomes and lessons learned from a regional funders collaborative can be used by industry partnerships to identify intended outcomes and opportunities for working with the public workforce system (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for identifying and communicating the partnership’s value: Genesis at Work: Evaluating the Effects of Manufacturing Extension on Business Success and Job Quality – Learn about the Genesis initiative – how it worked with manufacturers, results it achieved and key considerations for other industry partnerships to learn more about this approach (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for identifying and communicating the partnership’s value: Metropolitan Dallas Healthcare Employer Learning Consortium Case Studies – This report highlights success stories and lessons learned from three hospitals in the consortium working with other community and educational partners on upskilling. Use this report as a guide for communicating about industry partnership outcomes (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for investing in staff training to maintain industry knowledge: Succession Planning for Workforce Partnerships: A Toolkit for Practitioners (SkillWorks) – This report offers lessons learned and a series of tools geared to help projects plan for succession and turnover (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Workforce Development Organizations actively engage with stakeholders (Corporation for a Skilled Workforce).

Assess community dynamics: Engage with local, regional and national networks and coalitions to understand overall economic, funding and other community dynamics (Corporation for a Skilled Workforce).

Share access to your findings: Share data, experience and knowledge across the local and larger field in order to increase resources, strengthen policy and improve practice for the workforce system (Corporation for a Skilled Workforce).

Develop strategies with stakeholder input: Develop and effectively communicate a clear strategic plan with input from customers, staff, board and other stakeholders (Corporation for a Skilled Workforce).

Adapt over time: Ensure that staffing, organizational systems and strategies continue to meet the changing needs of customers and funders (Corporation for a Skilled Workforce).

Workforce Development Organizations hire passionate teams with diverse perspectives, skills and experiences (Corporation for a Skilled Workforce).

Hire for core values: Hire staff that are committed to organization’s core values, their own personal growth and that of participants (Corporation for a Skilled Workforce).

Ensure diverse perspectives: Ensure that the staff team embodies diverse perspectives, including direct business and industry experience, knowledge of targeted occupations and experience with participant challenges (Corporation for a Skilled Workforce).

Apply strategic onboarding: Provide an intentional onboarding process that allows new hires to understand the organization’s core values and strategies, the external environment, customer needs and their unique staff roles (Corporation for a Skilled Workforce).

Create a targeted work culture: Provide a work environment that is reflective of targeted occupations, professionally appropriate, results-oriented and conducive to positive interactions (Corporation for a Skilled Workforce).

Workforce Development Organizations incorporate a strong staff development process around evidence-based practices (Corporation for a Skilled Workforce).

Offer consistent skill-building opportunities: Create intentional skill-building and professional development plans that reflect staff aspirations and organization needs, through regular planning, feedback and evaluation conversations (Corporation for a Skilled Workforce).

Provide peer learning opportunities: Ensure regular opportunities for peer learning and individual and team skill building, including outside training and internal learning events (Corporation for a Skilled Workforce).

Monitor capacity-building resources: Monitor and document the results of capacity-building efforts (both short-term and long-term), to refine staff development strategies and to be able to communicate to funders the importance of capacity-building resources (Corporation for a Skilled Workforce).

Use learning and practice tools: Use learning and practice tools (e.g., checklists, session or meeting plans, interview protocols, scripts, etc.) to help staff apply effective practices on a consistent basis (Corporation for a Skilled Workforce).

Workforce Development Organizations build a data-informed culture of learning at all levels (Corporation for a Skilled Workforce).

Clearly define outcome goals: Clearly define and communicate outcome goals that relate to the organization’s mission and strategic vision, with regular sharing of progress made toward those goals (Corporation for a Skilled Workforce).

Identify milestone goals: Identify interim milestone result goals (for individuals and teams) that align with broader outcome goals and are regularly monitored through progress reports (Corporation for a Skilled Workforce).

Consistently reflect on data trends: Create intentional, regular time for reflection on data trends, external benchmarks and the stories or contributing factors behind the data (Corporation for a Skilled Workforce).

Support innovation and failure: Nurture a “safe”, trusting environment that supports innovation, celebrates progress and sees failure as an opportunity for learning (Corporation for a Skilled Workforce).

Workforce Development Organizations build an intentional resource development model (Corporation for a Skilled Workforce).

Keep track of funding trends: Understand past trends in funding sources, requests and results (Corporation for a Skilled Workforce).

Learn from industry peers: Learn from local and national peers about relevant potential sources and successful resource development strategies (Corporation for a Skilled Workforce).

Align fundraising with mission: Align fundraising with mission and strategic goals. Build on core competencies and use funds to deepen staff capacity (Corporation for a Skilled Workforce).

Diversify funding targets: Diversify targets and sources within the funding types that are most likely to be successful (Corporation for a Skilled Workforce).

Balance long and short-term resources: Balance long-term renewable sources with new short-term opportunities (Corporation for a Skilled Workforce).

Build a long-term plan: Build a long-term resource development plan with clear short-term progress milestones (Corporation for a Skilled Workforce).

Workforce Development Organizations actively engage their board, staff and partners in resource development (Corporation for a Skilled Workforce).

Designate clear roles: Designate clear staff roles and expectations for resource development (Corporation for a Skilled Workforce).

Participate in advocacy efforts: Participate in local, regional and national advocacy efforts to grow available funding for workforce services (Corporation for a Skilled Workforce).

Maintain clear board member expectations: Maintain and reinforce clear resource development expectations for Board members (Corporation for a Skilled Workforce).

Develop board and staff skills: Intentionally develop Board and staff skills in leveraging their connections and communicating the organization’s impact (Corporation for a Skilled Workforce).

Pursue collaborative fundraising: Pursue opportunities for collaborative fundraising with other community partners (Corporation for a Skilled Workforce).

Workforce Development Organizations communicate compellingly about organization’s goals, values and results (Corporation for a Skilled Workforce).

Frequent alignment with mission: Have ongoing interaction with key fundraising stakeholders, to understand their connection with the organization’s mission (Corporation for a Skilled Workforce).

Communicate tangible results: Provide clear, compelling communication of tangible results, with meaningful comparative context (Corporation for a Skilled Workforce).

Offer personal stories: Offer personal stories that spotlight the community need being addressed and the difference that investments are making (Corporation for a Skilled Workforce).

Find feedback in rejections: Seek feedback and learn from rejection, using it as an opportunity to refine funding strategies or communication (Corporation for a Skilled Workforce).

Celebrate results: Provide occasions for celebration of results and recognition of stakeholders, to nurture and deepen relationships (Corporation for a Skilled Workforce).

Workforce Development Organizations generate mission-relevant supplemental revenue

Provide fee-based services: Provide fee-based services that offer the organization’s skills and capacity to employers or other community partners (Corporation for a Skilled Workforce).

Develop alternative staffing models: Develop alternative staffing models that provide work-ready temporary employees with available support services (Corporation for a Skilled Workforce).

Develop social enterprise models: Develop social enterprise models that provide employment opportunities for participants, generate revenue and offer a valued service in the community (Corporation for a Skilled Workforce).

Consider how infrastructure and climate funding can be used to support workforce development. Get a high-level look at the different ways BIL and IRA can be used to advance workforce development in your community and how this guide can help you prepare a successful application that includes workforce programming and supports. Potential resources include: Understanding, Pursuing and Securing Infrastructure Funding; How to Use Infrastructure Funding for Workforce Development (Local Infrastructure Hub, Investing in High-Quality Infrastructure Jobs)

Examples of how other cities have incorporated workforce development strategies into their winning BIL and IRA grant applications. Look at how five cities included workforce development strategies across five different grant programs. These include: (a) Orlando, FL: Safe Streets and Roads for All (SS4A) Grant Program: FORWARD Orlando; (b) Syracuse, NY: Reconnecting Communities Pilot Program: Reconnecting A Post I-81 Viaduct Syracuse; (c) Burlington, VT: Rebuilding American Infrastructure with Sustainability and Equity (RAISE) Grant; (d) Program: Reconnecting Downtown Burlington; (e) Boise, ID: Charging and Fueling Infrastructure (CFI) Grant Program: Increasing Access to Electric Vehicle Charging in Boise; (f) Austin, TX: Solid Waste Infrastructure for Recycling (SWIFR) Grant Program: Austin Reuse Warehouse (Local Infrastructure Hub, Investing in High-Quality Infrastructure Jobs)

Determine the funding opportunity that is best suited to your needs. Explore a list of 35+ high-impact Notices of Funding Opportunities (NOFO) for inspiration. Each NOFO overview includes detailed information on the high-level process, highlights how workforce development is included in the grant considerations and whenever available, includes examples of winning applicants. Potential resource: High-impact NOFOs (Local Infrastructure Hub, Investing in High-Quality Infrastructure Jobs)

Tap into the existing workforce development ecosystem to ensure the proposal will have the support, knowledge and expertise to successfully win the funding. You don’t need to go it alone; many programs, partnerships and expertise already exist in your community. Potential resource: Tapping into the Power of the Workforce System (Local Infrastructure Hub, Investing in High-Quality Infrastructure Jobs)

Leverage opportunities to maximize funding impact and reach, strengthen your proposal or project and, if awarded, fill any potential gaps in services, personnel or infrastructure through the blending and braiding of various funding sources. You can also explore how planning processes may help you further integrate your partnerships and funding. Potential resources: Combining Different Funding Sources to Maximize Results; Using Planning Processes to Build Strategic Partnerships That Support Your Work (Local Infrastructure Hub, Investing in High-Quality Infrastructure Jobs)

If you anticipate a funding gap, consider innovative funding models and determine whether your proposal would benefit from leveraging an existing model or whether to work with experts to develop a new model tailored to your community needs (Local Infrastructure Hub, Investing in High-Quality Infrastructure Jobs)

Analyze Local Workforce Employers and Worker Needs: Local workforce development ecosystems are complex and come in all shapes and sizes. Workforce professionals might be employed in community colleges, city, state and local governments, industry associations, for-profit and nonprofit organizations and other community-based organizations. They work in a wide array of occupations and professions, each with varying wages, benefits, working conditions, job titles and required skill sets. Turnover rates and advancement opportunities vary across organizations, with some professionals feeling the pressure to move from under-resourced institutions to jobs in other parts of the system with better compensation. There are few studies of this workforce. Commissioning a local analysis of our own workforce needs and issues — as we encourage other industries to do — could serve as the basis for developing job quality improvement strategies locally that result in significant service improvements (Aspen Institute).

Facilitate Stronger Connections Among Workforce Professionals: Local workforce leaders and practitioners have organized their field-building and collaborative work to varying extents. Some have established local or state coalitions, annual conferences, regular informational sessions and newsletters. Others offer certifications for frontline workers, academies focused on policy, trauma-informed care and race equity. Some host national organizing initiatives, such as the National Skills Coalition for state coalitions and the National Fund for Workforce Solutions for local funders’ collaboratives. But in many areas, opportunities for practitioners to connect and collaborate are few, if they exist at all. Fellows who gather in Workforce Leadership Academies might have heard of each other or met across the competitive setting of a crowded RFP bidders’ conference, but many say they wish they knew about the work other practitioners have been up to in their greater community. Investments in locally based, field-wide training and advancement can facilitate relationship-building, create a better understanding of the larger ecosystem, promote shared frameworks,and stimulate more naturally occurring — rather than only grant-required — collaboration (Aspen Institute).

Change the Incentives and Underlying Mental Model: In this field of practice, which is often funded by performance-based contracts, the number of job placements has served as a persistent measure of success. Public and private grants are often short-term and measured in immediate job outcomes. The level of allowable per-participant and administrative costs puts significant pressure on frontline workers, with impacts on wages and job instability. This, in turn, results in turnover that undermines the relationships with job seekers, employers and partners on which the field’s success depends. It also requires making the case to funders about how increased investments in our own workers can improve the outcomes for those we serve. We need to promote the commonsense idea that by providing job stability and investments in workforce workers’ skills, the field can retain valuable talent, build professional relationships and provide more effective services — ultimately maximizing the value of the resources invested. As employers, implementing job quality strategies ourselves can give workforce professionals a practical understanding of challenges and needs when discussing workforce issues with private sector employers (Aspen Institute).

Raise Up Workforce Professionals’ Voices: Many workforce organizations seek to amplify workers’ voices as a strategy for changing employer practice — for example, by providing worker feedback to employers interested in improving their human resource practices, or by connecting with formal unions, worker centers, or other worker advocacy groups. Workers’ voices in local workforce ecosystems start with those being served: the participant, the job seeker and the worker. Ensuring that their voices help shape the delivery of services is essential; there is no substitute for lived experience to ensure that services are delivered with rather than simply delivered to. For example, the Corporation for a Skilled Workforce is exploring how program participants define successful outcomes and how those benchmarks can inform program design (Aspen Institute).

Nonprofit workforce development organizations can embed within their own operations the same racial equity practices, job stability and career pathways that we are promoting among other employers. Given the typical incentives, this can be challenging. Workforce leaders could find ways to come together across competitive lines, as we encourage other industries to do and identify the common issues they face in order to develop strategies about the field’s workforce and talent development. Policy change is also needed and workforce professionals’ and participants’ voices are needed to raise the visibility of the field. This means investing in building and strengthening local workforce coalitions to bring these voices to press for the policy change, which can result in quality jobs and consequently higher quality service (Aspen Institute).

In California, ReWork the Bay, supported by the James Irvine Foundation and partnered with Jobs for the Future and Path Group, is tackling the job quality paradox with eight nonprofit workforce organizations. This worker-led participatory research project aims to reimagine job quality for frontline workforce development staff and develop strategies for improvement (Aspen Institute).

Number and diversity of stakeholder groups represented in regional intermediary outreach

Level of collaboration among local workforce entities (e.g., Workforce Investment Boards or other regional public agencies responsible for local workforce developments within state)

Increased collaboration between education and training providers, community-based organizations and employers. Informed decision-making and the development of new strategies to address trends and gaps (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

More partners are consistently engaging workers in the design and evaluation of programs and strategies. Activities that partners are engaged in to improve job quality in the region increases. Training and other support for populations facing barriers to employment and career advancement and a commitment to racial equity and inclusion improves (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Training, funding priorities, policies and practices better meet employer and worker needs. Programs and services are more accessible. Outcomes for frontline workers and people of color improve (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Develop and maintain relationships with a diverse group of partners. Partners should reflect the community and demonstrate a commitment to meeting employer and worker needs. This includes building relationships with the public workforce development system to better align resources that support employers and workers (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Share industry intelligence and trends. Stakeholders share information that speaks to trends affecting their work (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Incorporate workers as shareholders. Add worker voice and perspective around needs, barriers and potential solutions to inform industry partnership goals, investments and activities. (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Communicate openly and convene partners regularly. Share partnership successes and challenges and identify opportunities for continuous learning and improvement. (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for developing and maintaining relationships with a diverse group of partners: Communities at Work Playbook (Aspen Institute & FutureWorks) – This playbook highlights the work of seven regional industry partnerships and action steps for partnership building, business engagement and community collaboration (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for developing and maintaining relationships with a diverse group of partners: Community Engagement Toolkit (Leading Inside Out & Collective Impact Forum) – Use this set of strategies, processes and tools for engaging community members and organizations most impacted by social challenges in designing and implementing solutions (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for developing and maintaining relationships with a diverse group of partners: Toolbox for the Systems Change Mindset – National Fund (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for sharing industry intelligence and trends: Insights for Action: MSP Regional Sector Analysis (RealTime Talent) – Use this example to help your partnership or region document labor shortages, skills gaps and the impact of workforce programs and initiatives on closing those gaps (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for sharing industry intelligence and trends: Information & Communication Technology: Shared Prosperity in the Digital Age (SkillWorks and EARI) – This report, which examines the issues behind the perceived ICT talent shortage, including specific concerns relative to racial, ethnic and gender diversity, can serve as a guide for identifying diversity, equity and inclusion issues (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for sharing industry intelligence and trends: Envisioning the Future of Home Care: Trends and Opportunities in Workforce Policy and Practice (PHI) – This report provides an example of how to look at the current and projected home care landscape, focusing in turn on consumers, workers and the sector. The approach can be applied to different sectors of the economy (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for sharing industry intelligence and trends: It’s Time to Care: A Detailed Profile of America’s Direct Care Workforce (PHI) – This report provides a detailed overview of the direct care workforce (including key concepts and definitions), an analysis of how this role has evolved and a statistical profile of the workforce. Use this as a guide to develop a more detailed profile of workers in your industry (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for incorporating workers as stakeholders: What We Mean by Worker Voice – National Fund (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for incorporating workers as stakeholders: Employee Engagement Benefits and Strategies for Small Businesses – Pacific Community Ventures) – This is an article about the benefits of employee engagement and a set of tactics for strengthening employee engagement and creating a strong workplace culture. These tools can be used to coach businesses on job quality improvements with potential business benefits (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for incorporating workers as stakeholders: Incorporating Worker Wisdom in High Road Training Partnerships (UC Berkeley Labor Center) – This is a deep dive into the essential element of incorporating worker voice throughout the partnership, including several promising practices gleaned from the field (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for incorporating workers as stakeholders: Adding a Gender Lens to Non-Traditional Programs (Jobs for the Future) – Use this toolkit to learn how to engage and support women and other underrepresented communities as they seek new, high-potential careers (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for incorporating workers as stakeholders: Worker Voice and Employer Engagement – Aspen Institute (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for incorporating workers as stakeholders: Engaging Frontline Employee Voice – Talent ReWire (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for communicating openly and convening partners regularly: Talking the Walk: A Communication Manual for Partnership Practitioners (The Partnering Initiative) – Use this toolkit for partnership practitioners from all sectors, to understand the importance of good communication and help develop techniques to improve communications – both inside and beyond the partnership (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for communicating openly and convening partners regularly: Advancing Equity Through Workforce Intermediary Partnerships: Best Practices in Manufacturing, Service and Transportation Industries (Jobs with Justice Education Fund) – This report details examples of sustained engagement and outcomes of workforce intermediary partnerships and can be used to guide how an industry partnership might develop a commitment and approach to advancing equity (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for communicating openly and convening partners regularly:  Advancing Workforce Equity Guide for Stakeholders – National Fund (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Understanding the number and type of jobs being created (Labor Market Information) and the credentials or skills that map to those needs (Tapping into the Power of the Workforce System).

Jointly developing a workforce strategy or plan for infrastructure and climate jobs; partnering on grant submissions for infrastructure funding that will advance the plan’s implementation (Tapping into the Power of the Workforce System).

Utilizing the virtual and physical job center infrastructure for the hosting of information or recruiting sessions and the provision of job readiness and job search services (Tapping into the Power of the Workforce System).

Investing in the development of new training programs, with support of the workforce board, local employers, unions and educators, such as apprenticeship and pre-apprenticeship programs (Tapping into the Power of the Workforce System).

Percent of program participants engaged in work-based learning. This is measured in an effort to expand work-based learning as a core education and training program preemployment strategy for youth and adults (Texas Workforce Investment Council).

Number of new apprenticeship programs developed in traditional and non-traditional occupations. This is measured in an effort to expand registered and industry-recognized apprenticeship programs in both traditional and non-traditional areas to ease workforce shortages through engaging and assisting employers to begin new programs (Texas Workforce Investment Council).

Number of new apprentices enrolled in new apprenticeship programs in traditional and nontraditional occupations.  This is measured in an effort to expand registered and industry-recognized apprenticeship programs in both traditional and non-traditional areas to ease workforce shortages through engaging and assisting employers to begin new programs (Texas Workforce Investment Council).

Percentage of people with access to career support  services

Vacancy rate for high-wage, high-growth jobs (or whatever phrasing we’re using throughout) 

Percentage of students attaining industry aligned credentials (e.g., certificates / postsecondary degrees)

Accelerated learning: Colleges and universities use accelerated learning approaches such as modularized courses, prior learning assessments and integrated basic skills and occupational instruction to prepare individuals for in-demand jobs in shorter periods of time and get them on a path to a new career (Urban Institute, Understanding Local Workforce Systems).

Career-ready credentials: Nondegree education and training providers work with employers, industry organizations and business and trade associations to create credentials focused on the skills and competencies needed for employment in a particular occupation. Employers across an industry then use those credentials for hiring new workers (Urban Institute, Understanding Local Workforce Systems).

Work-based learning: Employers provide work-based learning experiences in specific occupations through apprenticeships, internships and other on-the-job training programs. Labor unions and employers partner to provide apprenticeship opportunities (Urban Institute, Understanding Local Workforce Systems).

Career academies: Public high schools create small learning communities called career academies, which offer students occupational training at a technical school or college in addition to their regular academic instruction (Urban Institute, Understanding Local Workforce Systems). 

Integrated Basic Education and Skills Training Program (I-BEST): The I-BEST model was implemented by Washington State’s community and technical colleges system as an alternative to traditional postsecondary education programs that require students to complete basic education or remedial courses before taking college coursework. I-BEST incorporates competencies in reading, math, English and job readiness into career training programs. I-BEST uses a team teaching approach with one instructor providing skills training and the other teaching basic skills (Urban Institute, Understanding Local Workforce Systems).

Workforce development programs intentionally recruit and engage participants (Corporation for a Skilled Workforce).

Define and apply workforce development program criteria: Clearly define and consistently apply program criteria, informed by business needs and mission priorities (Corporation for a Skilled Workforce).

Identify outreach methods: Use data to identify most effective referral partners and outreach methods to reach the target population (Corporation for a Skilled Workforce).

Create Buy-In: Communicate the workforce development program’s unique value and available support in multiple ways to build applicant buy-in (Corporation for a Skilled Workforce).

Identify individual success barriers for participants in workforce development programs: Use interviews and assessments to gauge participant strengths, motivation and potential barriers to success (Corporation for a Skilled Workforce).

Apply data for support: Monitor the workforce development program’s recruitment process data to identify where additional support or clearer expectations are needed (Corporation for a Skilled Workforce).

Workforce development programs provide demand-driven experiential training (Corporation for a Skilled Workforce).

Build basic skills: Provide access to contextualized “bridge” programming to build basic skills needed for targeted occupations (Corporation for a Skilled Workforce).

Provide access to training leading in industry-recognized certifications or academic credentials (Corporation for a Skilled Workforce).

Use experiential learning approaches: Use interactive, experiential adult education approaches that increase participant engagement in learning (Corporation for a Skilled Workforce).

Give work experience opportunities: Offer short-term work experience opportunities to strengthen skills and confidence, e.g. internships (Corporation for a Skilled Workforce).

Model expectations: Model the expectations and environment of the workplace, e.g., attendance policies, work quality, dress, etc. Provide supports to ensure participants in workforce training can meet expectations (e.g., professional dress lending program and/or trainings specific to workplace expectations) (Corporation for a Skilled Workforce).

Use project-based curriculum: Use team and project-based curriculum to strengthen problem solving, interpersonal and teamwork skills (Corporation for a Skilled Workforce).

Use industry-informed criteria: Communicate and implement clear industry-informed criteria for deciding when participants are “work ready” (Corporation for a Skilled Workforce).

Apply motivational interviewing techniques: Use motivational interviewing approaches to help participants make changes needed to accomplish goals (Corporation for a Skilled Workforce).

Workforce development programs help build a community of support (Corporation for a Skilled Workforce).

Make use of cohorts: Use a cohort approach to job preparation and follow-up, to foster peer support and accountability (Corporation for a Skilled Workforce).

Foster peer support: Structure regular opportunities for participants to get support from peers, staff, alums and other partners (Corporation for a Skilled Workforce).

Make regular contact: Have clear expectations about regular contact with participants to support relationship development (Corporation for a Skilled Workforce).

Assign peer mentors: Engage alums, business professionals and other allies as peer mentors or cheerleaders (Corporation for a Skilled Workforce).

Workforce development programs provide career-focused coaching and support services (Corporation for a Skilled Workforce).

Build rapport: Develop a long-term coaching relationship with workforce development program participants around career and education goals (Corporation for a Skilled Workforce).

Provide career pathways: Help workforce development program participants access information about the needs and benefits of relevant career pathways (Corporation for a Skilled Workforce).

Provide community resources: Connect participants to a wide range of community resources to assist with work readiness challenges (Corporation for a Skilled Workforce).

Offer financial literacy training: Offer or link participants to financial literacy training and financial coaching to best use available resources (Corporation for a Skilled Workforce).

Ensure training is ongoing: Provide ongoing staff training to improve coaching skills and awareness of relevant career pathways (Corporation for a Skilled Workforce).

Invest in frontline worker supportive services. Expand roles like retention specialists, job coaching, resource navigators. Advocate for increased supportive services such as housing, transportation and child care. What success looks like: More diversity among workers participating in and successfully completing education and training programs. Better education, employment and advancement outcomes for frontline workers and those facing disparities in the labor market (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

American Job Centers provide job seekers with “one-stop” services including local labor market information, job listings, counseling and assessment to help people find new employment, as well as job training. Customers may include people who have been laid off and need reemployment services and those who are new to or less experienced in the workforce. Staff may also connect customers to other programs such as unemployment insurance, veterans’ programs and vocational rehabilitation services (Urban Institute, Understanding Local Workforce Systems).  

Public libraries host job clubs where small groups of job seekers meet regularly to share experiences and contacts while benefiting from peer support (Urban Institute, Understanding Local Workforce Systems).

Workforce development boards contract with community- and faith-based organizations to create and staff career centers for particular populations, such as older workers or immigrants, where individuals can get assistance with job applications and résumés and find out about training and career opportunities (Urban Institute, Understanding Local Workforce Systems).

Workforce service providers facilitate job-readiness and soft-skills programs to prepare inexperienced workers for job interviews and workplace behaviors (Urban Institute, Understanding Local Workforce Systems).

Goodwill of Greater New York and Northern New Jersey: Employment programs and services include job readiness and vocational training, work experience, job placement and workforce reentry support. These employment programs focus on helping people with disabilities and other personal challenges to employment find good job opportunities. They also support local employers by providing a reliable source of qualified and motivated employees (Urban Institute, Understanding Local Workforce Systems).

TOOL for investing in frontline worker supportive services: The Benefits of Bridging Divides: How YouthBuild Philly Shares its Supportive Practices to Build Business Value and Better Jobs (Aspen Institute) – This report documents how YouthBuild Philly engages retail businesses to strengthen equity, inclusion and retention for youth the organization serves. These practices can be applied in developing approaches for engaging youth and adults (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for investing in frontline worker supportive services: The Women’s Fund for the Greater Cincinnati Foundation – This toolkit offers a collection of nearly 60 workplace policies to help employers support, stabilize and retain employees. These policies can be used as a guide to identify which are most important for workers in a range of industry sectors (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for investing in frontline worker supportive services: A Retailer Bets on Learning and Development – This report shares how Goodwill San Diego adapted its culture and operations to enhance job quality and business performance in response to a mandated local minimum wage increase. Use this to identify specific practices that support worker advancement (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for investing in frontline worker supportive services: Workplace Financial Wellness Services: A Primer for Employers (Prosperity Now and Center for Social Development) – Use this primer to learn more about workplace financial wellness services, questions to consider when exploring these services and employer experiences with the provision of these services (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for investing in frontline worker supportive services: Guide to Employee Financial Wellness – National Fund (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Public social service agencies and workforce service providers refer customers to additional services that may support them while they seek or sustain work. Supportive service providers may also create common intake forms so customers can apply for several services at once (Urban Institute, Understanding Local Workforce Systems).

College and Career Navigation Initiative: From 2010 to 2012, the Colorado Community College System partnered with the Colorado Department of Labor and the Colorado Department of Education to implement the College and Career Navigation Initiative (CCNI). The central goal of CCNI was to align workforce, adult basic education and career and technical education resources. To achieve this goal, CCNI implemented college and career navigators, co-located at community colleges and American Job Centers. These navigators provided intensive support services for clients at both locations while liaising between participating organizations. Services included career guidance as well as navigation through college enrollment and financial aid processes. CCNI targeted general educational development completers, adults in need of basic skills education and English as a second language students, among others (Urban Institute, Understanding Local Workforce Systems).

Funding the expansion of training available through eligible training programs, such as those on the ETPL, in climate and infrastructure fields, or customized training partnerships (CTs) that the board may have in place with specific employers or unions for upskilling their workers (Tapping into the Power of the Workforce System).

Co-funding or braiding workforce and infrastructure funding to bridge any gaps such as supportive services in current programming, expand the number of individuals who can be served or expedite the launch of new cohorts (Tapping into the Power of the Workforce System).

Leveraging existing partnerships to maximize community reach, facilitate the delivery of supportive services or address translation and language services for English language learners (Tapping into the Power of the Workforce System).

Building worker knowledge around their rights, protections, services and reporting avenues (Tapping into the Power of the Workforce System).

Implementing policies that will protect and uplift all workers (Tapping into the Power of the Workforce System).

Participant’s sense of safety and belonging in a workforce development program. A feeling of safety and belonging fosters trust, engagement and motivation. Participant sense of safety and belonging is a key motivating factor for participants to overcome barriers that might prevent workforce program completion. Methods to collect metric data: Collect disaggregated participant survey data before, during and after workforce program participation. Conduct focus groups facilitated by workforce program alumni. Conduct pulse surveys assessing safety, belonging and inclusivity. (C) Questions to ask participants: To what degree do you feel seen and understood in your workforce program? To what extent do you feel welcomed at your workforce program after you graduate? Do you trust the staff in your workforce program? Do you feel supported by the staff at your workforce program? (Corporation for a Skilled Workforce).

Participant’s sense of safety and belonging in a job. Focus group participants, particularly women and persons of color, expressed significant concerns entering industries that are white, male dominant, or where these participants have been historically plagued by harassment. Focus group participants who felt safe at work reported being more likely to retain employment, maintain a mindset of advancement and progress along a career pathway. Understanding participants’ sense of safety and belonging at work provides valuable information about the quality of work-based learning opportunities. This is especially important because safety at work is heavily linked with burnout, negative employee performance and turnover.  Methods to collect metric data: Gather program alumni feedback through multiple mediums to increase participant comfort to provide candid responses. Conduct on-site visits to employer partners. Conduct focus groups with program alumni, particularly those participating in work-based learning opportunities.Questions to ask participants: Do you feel respected at your job or work-based learning opportunity? To what extent do you feel physically and emotionally safe at work? Do you feel safe raising a workplace concern to your supervisor? Do you feel informed of your rights and protections at work? (Corporation for a Skilled Workforce).

Change in participant self-confidence or self-esteem. Building self-confidence and self-esteem are fundamental for personal and professional growth. By creating more confident participants you create more confident and effective ambassadors for your program. Participants in focus groups report being more likely to complete programs, gain and retain employment and advocate for themselves with a positive shift in self-confidence.  Methods to collect metric data: Administer surveys before, during and following program completion. Administer evidence-based perceptual feedback surveys such as the Employment Hope Scale or those developed by REDF. Conduct participant interviews with trained program peers rather than program staff. This removes a potential power dynamic and fosters a greater sense of trust with the facilitator. Questions to ask participants: Do you feel confident and prepared to participate in a professional interview? How confident do you feel in your abilities to perform the tasks required for your desired job? To what extent do you feel able and confident to be the authentic version of yourself in a professional setting? (Corporation for a Skilled Workforce).

Growth in emotional intelligence and regulation or shift in mindset. Positive shifts in emotional regulation allow participants to look beyond the now and toward long-term success. In focus groups, we heard extensively from participants who felt particularly triggered in the classroom and at work because of prior educational and labor market trauma.  Methods to collect metric data: Conduct qualitative interviews facilitated by peers or workforce program staff. Administer assessments of perceived employment barriers or “the shift from not possible to work to very possible to work.” Conduct pre-program, mid-program and post-program focus groups. Questions to ask participants: Have you noticed that you have a more positive mindset? If so, how does this affect your ability to learn or your reaction to performance feedback? Are you able to see things from someone else’s perspective? How comfortable do you feel looking beyond the now toward future success? How confident do you feel in navigating workplace challenges and using them as opportunities to learn, grow and improve? (Corporation for a Skilled Workforce).

Career preparedness: Surveys confirmed that most of the participants prioritize skill training over job placement, while ranking credential attainment as the most important workforce program metric. A “clear career pathway/plan” was the second greatest determining factor for program completion based upon survey results. It trailed “work life balance.” Methods to collect metric data: Evaluate participants on their performance in simulated work environments. Collect employer-provided feedback on participant job preparedness. Assess in-program participant performance based on industry job expectations. Questions to ask participants: How comfortable are you explaining your training to someone outside of your workforce program? How prepared do you feel for professional interviews after your workforce program? What percentage of what you learned in your workforce program training do you use in your job? (Corporation for a Skilled Workforce).

Change in participant social capital:  In the survey of workforce participants and alumni, professional networks and relationships were prioritized over placement into a job. In focus groups, participants expressed the importance of networking. Often, networking transcends things that may have hindered participants such as lack of experience or a criminal record. Methods to collect metric data: Administer pre-program and post-program surveys to participants and alumni to compare their relationships and networks. Conduct peer-led one-on-one interviews and focus groups. Questions to ask participants: Has participation in your workforce program opened additional opportunities for you, either personally or professionally? Do you notice a change in the way that you communicate now versus before the program?  How comfortable do you feel communicating your goals and interests to friends and family after the program, versus before and during? (Corporation for a Skilled Workforce).

Utilize individuals with shared experience to collect feedback. Repeatedly, focus group participants praised the focus group process for enlisting individuals who had experienced workforce programs firsthand as the focus group facilitators. Focus group participants noted that they felt more comfortable speaking with individuals who had recently been in similar situations. They also expressed a greater willingness to provide honest and authentic feedback about their program experiences. The advisory council writes, “There’s an assumption that workforce development participants won’t be professional enough to lead a productive focus group session. We on the advisory council believe it to be the other way around. If programs don’t enlist individuals who have experienced programs, they will struggle to collect the kind of candid feedback that can be used to inform program improvements.” The advisory council continues, “Training participants [to lead focus groups] is a quick and easy process and will buy workforce organizations instant credibility with the participants they serve and honest feedback that wouldn’t be gleaned otherwise” (Corporation for a Skilled Workforce).

Invest in trauma-informed and resiliency-building strategies. Based upon findings from the survey and focus groups, the advisory council concluded that most participants who access workforce development programs have experienced past trauma. Frequently, these traumas are closely related to previous experiences in educational and work settings, making the risk of triggering trauma during a workforce program or work-based learning experience high.  This was particularly true of focus group participants who reported having a learning disability. The advisory council believes it invaluable for workforce development program staff to receive training to understand the brain science behind trauma and develop strategies to identify and support participants who have experienced trauma. Furthermore, workforce service providers should help participants better understand trauma as a key component of job readiness training and develop strategies to navigate future traumas, particularly those that may be triggered in a work setting (Corporation for a Skilled Workforce).

Incorporate worker and learner voice in strategic decision making. As evidenced by the title of this report, Making Decisions with Us, Not About Us, there is significant interest amongst workforce development participants in accessing leadership opportunities, giving back and actively helping to shape the workforce development system. The advisory council believes that workforce development participants are the most overlooked asset that the workforce system possesses and are often invited only to participate in the occasional survey or focus group, or are hired, when convenient, because it is cost-effective. The advisory council can think of no better designer, implementer, or evaluator of programs designed to increase economic opportunity than individuals who have experienced barriers to opportunity firsthand and are able to identify supports that will prove most impactful (Corporation for a Skilled Workforce).

The local workforce system has a way to identify credentials of value. Develop and execute a model to identify credentials of value – including postsecondary technical subbaccalaureate credit and non-credit credentials, industry-based certifications, apprenticeship certificates and licenses (Texas Workforce Investment Council).

The local workforce system has an approach to clarify and connect pathways. Streamline and clarify existing career pathways and models to increase alignment between secondary and postsecondary technical programs to maximize credit for credentials of value (Texas Workforce Investment Council).

Quality job criteria: Workforce development organization uses quality criteria for new business development and relationship maintenance, including wages, benefits, job hours, safety, training and advancement practices, accessibility, career paths, etc. (Corporation for a Skilled Workforce).

Workforce development organizations have a well-defined organizational strategy for engaged business success (Corporation for a Skilled Workforce).

Defined business engagement outcomes for success: Workforce development organization has identified key outcomes for its work with businesses, as well as for jobseekers (Corporation for a Skilled Workforce).

Defined set of employer interventions and services: Workforce development organization has identified a varied but defined array of services to support the hiring, skill development and job retention practices of its business partners (Corporation for a Skilled Workforce).

Designated business development and assistance staff: Workforce development organization has designated an adequate number of staff — or has developed robust partnerships — to focus on developing good knowledge of business needs and managing business relationships and providing technical assistance (Corporation for a Skilled Workforce).

Staff with relevant corporate, labor, or industry experience: Workforce development organization staff in key instructional, business development and technical assistance roles have prior experience in a corporate setting, preferably in targeted industries or occupations (Corporation for a Skilled Workforce).

Strong internal data culture and tracking system: Workforce development organization has in-depth data on its employer base and areas of success and challenges in matching participants to market need (Corporation for a Skilled Workforce).

Workforce development organizations have a deep understanding of industry and employer needs (Corporation for a Skilled Workforce).

Labor market information competency: Workforce development organization accesses and uses relevant local labor market information resources on a regular basis and confirms that input through feedback from employers, unions and other local and sectoral sources. 

Strategic employer targeting: Workforce development organization uses its internal results data and quality job criteria to intentionally target specific employers for new development or relationship deepening (Corporation for a Skilled Workforce).

Engaged industry advisors: Workforce development organization regularly engages with industry advisors to understand overall trends and the specific needs of targeted occupations, as well as fill in gaps in staff knowledge (Corporation for a Skilled Workforce).

Relationships at multiple levels: Workforce development organization’s staff are networking in multiple levels and divisions of employer organizations to identify areas of need and potential matches with program offerings (Corporation for a Skilled Workforce).

Understand workplace needs and culture: Workforce development organizations develop a deeper understanding of occupations and specific employers’ needs, hiring and promotion policies through site visits; job shadowing; informal dialogue with supervisors and current/former employees; and online workplace transparency tools (e.g., Glass Door, HourVoice, etc.) (Corporation for a Skilled Workforce).

Workforce development organizations maintain a “value add,” embedded relationship with employers (Corporation for a Skilled Workforce).

Consultative approach to identify “value add”: Workforce development organization uses ongoing employer dialogue to better understand needs and to identify how a working relationship can add immediate and long-term value (Corporation for a Skilled Workforce).

Connections to useful resources: Workforce development organization helps employers connect with other resources, including funding, (e.g., public training grants), additional referral sources, useful industry information, relevant peer connections and collaborative opportunities (Corporation for a Skilled Workforce).

Program partnership opportunities: Multiple options for corporate employees to be involved in program activities and support, offering opportunities for staff professional development and useful executive-level relationships (Corporation for a Skilled Workforce).

Temporary, gig and work experience options: Temporary work options (preferably related to a career pathway) are developed as needed to offer additional work experience or income support for participants as they increase their skills (Corporation for a Skilled Workforce).

Recognition of business engagement: Workforce development organization communicates that it values business support through different forms of special recognition (Corporation for a Skilled Workforce).

Workforce development organizations develop ongoing feedback loops and shared metrics. The organization works with employers to understand specific placement, retention and advancement results and to identify and influence employer-side metrics that it could help to improve (Corporation for a Skilled Workforce).

Simple, concise feedback options: Workforce development organization and relevant staff agree on simple non-burdensome options for staying in regular touch about the quality of services being offered and jobseekers’ experiences (Corporation for a Skilled Workforce).

Feedback to business practices: Workforce development organization shares data, peer stories and recommendations with business partners on successful worker hiring, retention and advancement practices (Corporation for a Skilled Workforce).

Internal knowledge sharing processes: Program staff in a variety of functions have an ongoing process for gathering business feedback, reflecting on trends and applying the information about employer needs to strengthen curriculum, coaching, job matches and other technical services (Corporation for a Skilled Workforce).

Sector strategies focus on an industry’s local or regional workforce needs through the identification of needs, education development, training or other strategies and the implementation and coordination of services. Sector strategies aim to effect long-term changes benefiting both employers and workers, often involving systemic change. Sector strategies are often led by workforce intermediaries that bring multiple stakeholders together in an industry. Workforce intermediaries can be public agencies, nonprofits, labor unions, or other organizations established specifically to coordinate these services and partners within an industry. Through close collaboration with employers and deep understanding of industry trends and needs, sectoral strategies aim to meet employers’ and workers’ current and future demands. These initiatives also aim to increase industry competition and advance the employment of low- and middle-income workers by aligning education and training provided in local workforce systems with the skills workers need to meet employers’ human resources needs. With evidence of positive effects for participants in sector-based training programs, federal policy and programs are increasingly focusing on these strategies. The Workforce Innovation and Opportunity Act encourages sector strategies and partnerships and state governments have implemented sectoral strategies to meet employers’ and job seekers’ workforce needs (Urban Institute).

Sector strategies ― regional, industry-focused approaches to building skilled workforces ― are one of the most effective ways to align public and private resources to address the talent needs of employers. While not new, there is a growing body of evidence showing that sector strategies are workforce interventions that can simultaneously improve employment opportunities for job seekers and the competitiveness of industries. As such, sector approaches have received renewed interest from government, the business community and philanthropy (Workforce GPS)

Engaged Partnerships: Engaged partnerships bring new perspectives, resources and expertise to sector strategies work. Truly engaged partners build trusting relationships, collaborate toward shared goals and co-create solutions that will reach those goals. Examples of organizations to include in a sector partnership are: (a) Public workforce system partners, who provide leadership, employer engagement, workforce development expertise and resources, worker and learner outreach and advocacy and structural capacity; (b) Key employers and industry-affiliated organizations, who provide leadership and guidance on talent needs, industry trends and labor market information validation; (c) Education and training partners, who provide expertise on curriculum development, delivery of training programs and student advocacy and support; (d) Community-based organizations, who provide worker advocacy, worker and learner supports, outreach and recruitment assistance and community engagement (US Department of Labor).

Data-informed decision making: Data provides insight into trends, challenges and opportunities, enabling informed choices and targeted solutions. Data draws from varied sources throughout the lifecycle of the sector partnership. Data includes, but is not limited to, the following: (a) Labor market information including employment trends, occupational data, job vacancy information, wage and earnings data, education and training requirements and geographic analysis; (b) Skills gap analysis to provide information on the skills and competencies required for occupations within the targeted sector compared to the skills possessed by the current available workforce; (c) Worker and learner demographics to inform the skill development needs of the worker pipeline; (d) Employer and worker feedback to measure satisfaction with strategies and outcomes and find areas for improvement (US Department of Labor).

Worker Voice and Job Quality: Incorporating worker representation and job quality in sector strategies ensures that solutions meet both worker and employer needs, successfully providing workers with pathways to careers and employers with skilled workers. Understanding and meeting worker needs can be accomplished in the following ways: (a) Worker representation in governance structures, including committees or advisory boards; (b) Direct feedback on challenges and supports needed for access and successful completion from individuals working in the targeted industry, learners and job seekers; (c) Including trusted community-based partners in the sector partnership, including committees and work groups to provide input and assistance with necessary wraparound supports for worker success; (d) Development of job quality guidelines for targeted industries and occupations (US Department of Labor).

Leadership and Vision – Engaged Partners: Sector partnerships identify and engage key collaborators within the sector, including businesses, economic development organizations, workforce development organizations, nonprofit organizations, education and training institutions, Registered Apprenticeship partners and other community groups. These varied partners are involved in both setting and carrying out the vision of the sector partnership (US Department of Labor).

Leadership and Vision – Data Informed Decision Making: Relevant data should drive sector selection, vision development and goal alignment, including traditional and real-time labor market information, employer input, industry reports, academic studies, surveys and organizational data. The partnership uses data to set and measure clear objectives (US Department of Labor).

Leadership and Vision – Worker Voice: Leadership engages with workers, labor organizations and community groups, inviting them to be active participants in the planning process, serve on committees and take part in work groups. They prioritize worker perspectives, concerns and priorities to build comprehensive strategies (US Department of Labor).

Leadership, Vision and Alignment: A shared vision, supported by all partners, serves as the guide for fostering ongoing collaboration, advancing initiatives and sustaining momentum. A shared vision facilitated by the intermediary and created with input and commitment from all partners serves as the guide for fostering ongoing collaboration, advancing initiatives and sustaining momentum. When partners align their efforts toward common objectives, partnerships become more resilient and capable of adapting to evolving circumstances as they work toward their shared goals, build trust in one another and stay committed to agreed-upon outcomes. Best practices for sector partnerships include: Organize and facilitate partners to identify sector partnership vision, mission, goals and strategies; Formalize an agreement that outlines partner expectations and commitment to the shared vision; Identify metrics to be regularly reported to ensure continued alignment and success; Create engaged employers to act as sector strategy champions to engage other employers and partners to increase the impact of the partnership; Create working committees to carry out the identified strategies (US Department of Labor).

Resources and Capacity: Sector partners contribute their resources in support of the partnership’s vision and in alignment with its shared goals to design and implement solutions and ensure sustainability. Planning, maintaining and growing resources and capacity are fundamental to the success of sector partnerships and strategies. These include financial and human resources, technical expertise and organizational structures that support effective decision-making and implementation, among others. Because adequate funding and other resources are critical to sector strategies efforts, all sector partners should commit resources in support of the vision of the partnership and in alignment with its shared goals. These resources contribute to the development of effective solutions and long-term sustainability. Best practices include: Develop a comprehensive funding strategy that lays out a variety of funding sources and identifies leveraged funds from partners; Conduct gap analysis activities to understand the availability of resources and seek additional support where required; Develop formal agreements that outline each partner’s resource commitments and responsibilities; Integrate resource planning into the overall strategic planning process to ensure resources are directed toward priority areas; Incorporate sustainability planning into all resource- and capacity-building activities (US Department of Labor).

Resources and Capacity – Engaged Partnerships: Data informed decision making: Engaged partnerships increase capacity by bringing an array of unique strengths, expertise and resources to work toward a shared vision. By co-contributing and leveraging investments of both funds and time, partners ensure that sector strategies are equipped to address complex challenges (US Department of Labor).

Resources and Capacity – Data Informed Decision Making: Sector partnerships must have the ability to access and analyze data to identify trends, assess needs and evaluate outcomes, thereby optimizing resource allocation, mitigating risks and capitalizing on opportunities. Employers and public partners can provide access to and analysis of a variety of data sources, which are integral to identifying needs, devising targeted solutions and effectively implementing strategies (US Department of Labor).

Resources and Capacity – Worker Voice: Amplifying worker voice allows sector partnerships to gain valuable insights into the real-world experiences, needs and aspirations of the workforce, ensuring that resources are directed towards initiatives that appeal to and meet the needs of workers, leading to greater program participation and outcomes (US Department of Labor).

Industry Engagement: Throughout all phases of the work, employer partners’ insights and expertise provide crucial context for understanding industry workforce needs and ensuring strategies and solutions are relevant and responsive. Industry engagement is critical to the success of all sector strategy work. Industry insight and expertise, which may come from employers, associations and/or labor organizations, provide crucial context for understanding industry workforce needs and ensuring solutions and initiatives are relevant and responsive. This engagement helps to establish robust talent pipelines by identifying skill needs and gaps, aligning training models and curricula and keeping pace with evolving industry needs. Key industry leaders must be engaged from the beginning and throughout to drive sector strategy design, implementation and refinement. Best practices include: Identify industry champions and begin sector strategy discussions with employer needs analyses to understand industry talent needs; Verify labor market information with employers to ensure accurate data and emerging trends; Conduct a skills gap analysis to identify needed solutions; Include employers in solution design and implementation; Schedule regular meetings for the sector partnership with clear agendas for action and decisions; Recognize and celebrate employer contributions and sector partnership successes (US Department of Labor).

Industry Engagement – Engaged Partnerships: Engaged industry leadership drives successful sector strategies. Active participation and commitment by these leaders must drive sector strategies and solutions. Their leadership sets the tone for collaboration and ensures the success of initiatives. Industry leadership and engagement supports other critical partners, such as education and training providers and workforce development organizations, to implement relevant skill development programs and initiatives for the workforce (US Department of Labor).

Industry Engagement – Data Informed Decision Making: By leveraging data-driven insights, the sector partnership can better understand and respond to the needs of industry. Data enables an understanding of industry trends, challenges and opportunities, which is then validated, refined and deepened with employers, resulting in more targeted and effective strategies and better outcomes (US Department of Labor).

Industry Engagement – Worker Voice: While industry insight and expertise are vital for understanding employer needs, worker voice provides essential perspectives on job quality within the sector. By actively engaging with workers and incorporating their feedback into sector strategies, partnerships can ensure that solutions and initiatives are responsive to workers’ needs and experiences and are designed to ensure workers can successfully access and complete (US Department of Labor).

Sector-Based Service Delivery: Successful sector strategies reflect a deep knowledge of the needs, characteristics and dynamics of the targeted sector and of the existing workforce’s skills, education and training, needs and barriers, leading to creation of pathways and opportunities for workers to enter and advance in careers in the sector. Successful sector strategies reflect a deep knowledge of the needs, characteristics and dynamics of the targeted sector and of the existing workforce’s skills, education and training, needs and barriers. These strategies create pathways and opportunities for workers to enter and advance in careers in the sector with the necessary training, skills and credentials. Sector strategies aim to fill an industry’s near-term workforce needs and to create talent pipelines that address long-term, future needs through training, work-based learning opportunities and exploratory activities for the future workforce. Best practices include: Develop or enhance specific courses, programs and credentials to better align post-secondary education offerings to industry-identified workforce and skill needs; Establish clearly defined career pathways within the industry for job seekers and workers to begin and advance in the industry; Train talent-facing staff and educators in industry expectations, career pathways, culture and opportunities; Include talent-facing staff in designing strategies, leveraging both existing resources and expertise in event or program design; Build work-based learning experiences, including Registered Apprenticeship, for every level of job seeker and training (US Department of Labor).

Sector-Based Service Delivery – Engaged Partnerships: Committed partners collaborate to develop solutions that are responsive to unique sector workforce needs and position workers to take advantage of career opportunities in the sector (US Department of Labor).

Sector-Based Service Delivery – Data Informed Decision Making: Sector strategies should use both employer and industry data, as well as data about the workforce, to develop meaningful solutions. Identifying skill gaps, barriers, developing curriculum and competency models and offering training opportunities that reflect worker interests which result in positive outcomes for the industry and workers alike (US Department of Labor).

Sector-Based Service Delivery – Worker Voice: Incorporating worker voice into service delivery design results in initiatives that are responsive to worker needs, provide targeted wraparound supports and create a skilled talent pipeline for the targeted sector (US Department of Labor).

Continuous Improvement: A continuous improvement mindset, including measurement of progress toward employer, worker and community goals, fosters adaptation, innovation and effectiveness over time. A continuous improvement mindset fosters adaptation, innovation and effectiveness over time. Sector partnerships establish metrics to measure progress toward employer, worker and community goals. Continuous monitoring and evaluation allow sector partnerships to assess, evolve and transform alongside the sectors they serve, creating opportunities for sustainability. Best practices include: A review of progress toward goals on a quarterly and annual basis; Feedback collection from all sector partners via survey to understand each partner’s perception of value and return on investment; Reflection on solutions and events to identify best practices and areas for improvement to continue to grow and scale the work; Provide training to service providers on industry trends and to employers on worker challenges and barriers; Provide opportunities for professional development for intermediary staff on topics such as effective facilitation, strategic funding, data access and use and relevant industry knowledge (US Department of Labor).

Continuous Improvement – Engaged Partnerships: Engaged partners foster an environment of continuous improvement and accountability, seeking ways to learn, innovate and improve strategies and outcomes together. Engaged partners provide iterative feedback that strengthens sector strategies over time (US Department of Labor).

Continuous Improvement – Data Informed Decision Making: Incorporating data collection and analysis into assessment and decision-making throughout the sector strategy cycles helps partnerships identify areas of success and opportunities for improvement. Ongoing data analysis enables sector partnerships to respond quickly to changing industry dynamics and contributes to sustainability. Successful sector partnerships measure quantitative and qualitative success and showcase their value (US Department of Labor).

Continuous Improvement – Worker Voice: Obtaining regular feedback from workers fosters a culture of open communication and positions sector partnerships to address concerns and barriers from workers and creates opportunities to implement changes to ensure greater workforce participation and success (US Department of Labor).

Develop a state-wide vision and strategy for workforce development.  For instance, Minnesota’s P20 Partnership (MNP20) works to influence change, foster innovation and advocate for policies and practices that address priority issues in education and workforce development. Their current efforts include: Developing a statewide vision for dual enrollment as part of the College in High School Alliance’s “Next Phase of Dual Enrollment Policy Cohort”; Engagement in efforts to grow and sustain the state’s educator workforce, in partnership with the Governor’s Workforce Development Board; Gathering input on its draft credentials of value framework and identifying opportunities for potential implementation; Supporting work related to career pathways for learners of all ages; Continuing to foster connections, collaborations and convenings across the educational ecosystem; Supporting capacity-building for the incubation, acceleration and amplification of innovative ideas and initiatives

Elected officials work with economic development agencies to attract residents and businesses to their municipalities. These collaborations can take the form of development projects for specific city areas, such as neighborhood revitalization initiatives (Urban Institute, Understanding Local Workforce Systems).

Workforce intermediaries facilitate employer-led sector partnerships that bring together multiple stakeholders from particular industries to align training and services for workers to acquire needed skills (Urban Institute, Understanding Local Workforce Systems).

Workforce development boards use local labor market and workforce system data to assess performance and develop strategies for improvement. These assessments include identifying key characteristics of unemployed or underemployed workers, as well as skilled positions that employers are having trouble filling (Urban Institute, Understanding Local Workforce Systems).

UpSkill Houston: One example of a workforce intermediary is the Greater Houston Partnership, whose UpSkill Houston initiative focuses on closing the skills gap in the Houston, Texas, region for careers in petrochemicals, construction, health care and other key sectors. UpSkill Houston is an employer-led, collaborative workforce effort with three stated objectives: 1. Attract individuals to skilled jobs and professions in critical sectors. 2. Train individuals on basic employability and technical skills. 3. Place and retain individuals in critical skills jobs and professions. The UpSkill Houston action plan was developed by the Greater Houston Partnership’s Regional Workforce Development Task Force, with members from industry, education, social services and the public sector. Key strategies of the action plan include sector councils, an awareness campaign, adopting common approaches for basic skills and employability, coordination across stakeholders, the development of a data system and supply-side synchronization (Urban Institute, Understanding Local Workforce Systems).

Develop and Maintain Employer Leadership: Employers and industry are actively and consistently engaged and understand the role they play in improving outcomes for workers. What success looks like: Employers attend meetings, invite peers to meetings, are responsive to requests, help determine priorities, co-invest to meet those priorities and provide data to inform partnerships. Employers make job design changes and take action inside of their own organizations to invest in training, policies and practices that support equitable worker retention and career advancement (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Use Labor Market Data and Industry Intelligence: Data informs the development of equitable goals and activities that address employer and worker needs – including conversations about the quality of jobs and needed competencies, training and career pathways. What success looks like: Education and training programs are aligned with industry needs and produce equitable outcomes for frontline workers and people of color. More employers understand and empathize with the need to improve the quality of their jobs and support worker advancement (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Increase Awareness of Partner Roles: Employers, partners and stakeholders need to understand their roles and make a commitment to address racial disparities. Partnerships play a key role in ensuring that workers and their communities are included in the process to identify and address disparities in hiring, credential attainment, advancement and labor market mobility. What success looks like: Partnership strategies are developed in concert with the communities and workers impacted; Employers that are committed to racial equity and inclusion; Employers change organizational culture and hiring, retention and career advancement policies and practices; Workplaces that are more equitable and attract diverse talent, leading to better retention and company profitability (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Identify Necessary Systems Changes: Only by addressing the role that systemic and structural racism play in employment and labor market mobility can partnerships achieve their equity goals. What success looks like: Strategies to change the systems that perpetuate racism and limit access to jobs and labor market mobility (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for developing and maintaining employer leadership: The Next Generation Sector Partnerships training manual – Use this step by step guide to help you build strong, employer-led industry sector partnerships. (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for developing and maintaining employer leadership: Talent Pipeline Management Academy Curriculum (US Chamber of Commerce Foundation) – Use this toolkit to identify strategies for effective and sustained employer engagement and leadership using employer and other data. (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for developing and maintaining employer leadership: Leading and Partnering for Greater Economic Opportunity: A Guide for Colorado Businesses (Colorado Workforce Development Council) – Use this guide to learn more about ways businesses can lead at a collective table and work together. (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for developing and maintaining employer leadership: Sector Strategy Resources – WorkforceGPS, Employment and Training Administration of the U.S. Department of Labor (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for developing and maintaining employer leadership: Reimagining Employer Engagement Toolkit – Aspen Institute (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for developing and maintaining employer leadership: CareerSTAT Resource Center – Leverage Partner Expertise and Resources  (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using labor market data and industry intelligence : Falling off a Cliff: When Workers Can’t Afford to Take a Job – Use this to see how local data can illustrate the cost of frontline jobs and the impact on workers’ public benefits. (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using labor market data and industry intelligence: Workforce Equity Dashboard – National Fund (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using labor market data and industry intelligence: Advancing Workforce Equity – PolicyLink (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using labor market data and industry intelligence: Burning Glass Research (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using labor market data and industry intelligence: CareerSTAT Resource Center – Workforce Planning and Analytics (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for increasing awareness of partner roles: The Business Case for Racial Equity (WKKF & Altarum) – Learn about the importance of racial equity as both an imperative for social justice and a strategy for economic growth (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for increasing awareness of partner roles: A CEO Blueprint for Racial Equity (PolicyLink, FSG, Just Capital and Living Cities) – Use this roadmap to help companies understand and address the intended and unintended consequences of all their products, policies and practices on people of color (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for increasing awareness of partner roles: The Role of Senior Leaders in Building a Race Equity Culture and Awake to Woke to Work: Building a Race Equity Culture (Equity in the Center) – Use this to understand the role of leaders and the conditions needed to shift mindsets, policies and practices toward race equity and the resources and strategies to help you move from commitment to action (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

In 2025, the Colorado General Assembly passed HB 21-1330, which created a Student Success and Workforce Revitalization Task Force. The Task Force recommended building a learner-centered talent ecosystem, ensuring better results from targeted increases in State education and training investments and ensuring a flexible and adaptive talent development system. Its stated goals were to: (1) Seamlessly integrate postsecondary education, skills attainment and training strategies to improve the flexibility and permeability of the system; (2) Future-proof talent development by investigating and scaling strategies that help the postsecondary education and workforce development strategies be more adaptive and efficient; (3) Improve the ability for learners, employers, community members and state agencies to navigate the postsecondary talent development system; (4) Increase postsecondary credential attainment, particularly for the students who historically have not connected to postsecondary education or training within six years of high school graduation; and (5) Reduce bureaucratic barriers to cross-functional education and training (Colorado’s Talent Development Systems).

Minnesota’s Governer’s Workforce Development Board to strengthen the skills of Minnesota’s workforce. The Governor’s Workforce Development Board (GWDB) has a responsibility to advise the Governor on Minnesota’s workforce system. The Board represents key leaders from business, education, labor, community-based organizations and government. The GWDB has statutory responsibility under the federal Workforce Innovation and Opportunity Act (WIOA), which provides leadership on opportunities and key workforce strategies for the state. The Board provides a venue for workforce stakeholders building on a shared vision and mission. The GWDB is Minnesota’s state Workforce Development Board, mandated by the Workforce Innovation and Opportunity Act of 2014, Title I, Subtitle A, Chap. 1, Sec. 101, State Workforce Development Boards and further defined by Minn. Stat. 166L.665 which has been affected by law enacted during the 2017 legislative session and has been amended by 2018 Minn. Stat. 116L.665. The GWDB By-Laws provide additional guidance to the Board’s activities (Minnesota’s Governer’s Workforce Development Board).

In 2009, Minnesota legislators formed the Minnesota P-20 Education Partnership. The purpose of the Partnership is to “create a seamless system of education that maximizes achievements of all students, from early childhood through elementary, secondary and postsecondary education, while promoting the efficient use of financial and human resources.” Its work focused on two primary goals: Goal #1: Adopt a single statewide definition of a quality credential across P-20 and the workforce. Goal #2: Create a single list of all the credentials offered in the state and highlight those which meet the state’s definition of quality and have the greatest labor market value (Minnesota’s P20 Council).

Number of individuals enrolled in upskilling and reskilling programs. This is measured in an effort to institute and expand upskilling and reskilling programs as part of core education and training inventory, with an emphasis on meeting the needs of employers for middle-skill workers (Texas Workforce Investment Council).

Percent of individuals completing upskilling and reskilling programs. This is measured in an effort to institute and expand upskilling and reskilling programs as part of core education and training inventory, with an emphasis on meeting the needs of employers for middle-skill workers (Texas Workforce Investment Council).

Percent of individuals completing integrated education and training programs. This is measured in an effort to expand integrated education and training (IET) programs for middle-skill occupations and increase learner persistence to completion, certification and employment (Texas Workforce Investment Council).

Percent of individuals entering employment post-program completion.  This is measured in an effort to expand integrated education and training (IET) programs for middle-skill occupations and increase learner persistence to completion, certification and employment (Texas Workforce Investment Council).

Percent of individuals attaining a short-term credential. This is measured in an effort to respond flexibly to employment changes through the identification and delivery of programs that support the attainment of short-term credentials, including industry-based certifications and licenses (Texas Workforce Investment Council).

Percent of individuals attaining an industry-based certification or license. This is measured in an effort to respond flexibly to employment changes through the identification and delivery of programs that support the attainment of short-term credentials, including industry-based certifications and licenses (Texas Workforce Investment Council).

Adapt and implement a job quality and equity framework. Using the examples below, start by developing an understanding of how various job quality principles can connect to your general pursuit of infrastructure funding and equity goals. You can also learn more about what BIL, IRA, as well as related federal policy and guidance say about equity and job quality to better align your proposal or project with federal priorities. Job quality framework tools include: Job Quality and Equity Framework; Infrastructure Funding and Its Connection to Job Quality and Equity; Job Quality and Equity in Recent Executive Orders and Other Policies (Local Infrastructure Hub, Investing in High-Quality Infrastructure Jobs)

Industry partnerships encourage employers to adopt “high-road” strategies, such as paying living wages, offering paid leave and other benefits, improving working conditions and providing ongoing training to boost productivity and employee retention (Urban Institute, Understanding Local Workforce Systems).

Industry organizations and labor unions support policy changes to improve job quality for workers or to enforce existing regulations in particular sectors, while working to create and improve career ladders within those sectors (Urban Institute, Understanding Local Workforce Systems).

State and local governments adopt minimum- or living-wage laws to improve incomes for low-wage workers. Such laws compensate for inconsistencies between the high cost of living in some cities and the federal minimum wage. Governments may also adopt laws that regulate hiring practices to limit discrimination against certain populations (Urban Institute, Understanding Local Workforce Systems).

Economic development agencies build local hiring agreements into development plans that include a public investment. Successful implementation of local hiring agreements must include the buy-in of many stakeholders — community- and faith-based organizations, unions, training providers, developers and business and workforce service providers — as well as a centralized mechanism for providing trained, prescreened job candidates to employers (Urban Institute, Understanding Local Workforce Systems).

Activate Employers to Make Jobs Better: Build member awareness of best practices in their sector that strengthen job quality, enhance worker voice and result in business success. What success looks like: Better outcomes for workers, e.g., credentials earned, job placement, retention, promotions and wage gains. Better outcomes for businesses, e.g., lower turnover, higher productivity and improved customer satisfaction. (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Promote Career Advancement. Workforce Development Organizations work with employers to redesign jobs, develop career pathways and remove barriers to career advancement by changing business practices. Examples include providing workers with more information about skill development, offering financial assistance and creating more flexible work arrangements. What success looks like: Diversity of the talent pipeline across different occupations within the industry sector increases. Career pathways and resources to support advancement are clearly defined. Better outcomes for workers, e.g., credentials earned, job placement, retention, promotions and wage gains (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Promote Racial Equity and Inclusion. Racial equity is one part of racial justice and includes addressing root causes of inequities, not just their manifestation. In the context of an industry partnership, racial equity and inclusion means adopting policies, practices, attitudes and actions that produce equitable power, access, opportunities, treatment, impact and outcomes for all (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Use disaggregated data by race and gender. Analyzing disaggregated data can help identify the root causes of inequities and mobilize investments to populations with the largest disparities in outcomes. What success looks like: Ability to identify opportunities to improve outcomes for workers experiencing inequities; Better capacity to observe improvements (or lack of) in disparities; A process to implement interventions with a race equity lens (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Define Racial Equity and Inclusion: To identify the partnership’s racial equity and inclusion goals, all partners must understand a clear definition of racial equity and inclusion for the industry sector, employers, partners and workers in the region. What success looks like: Specific goals for reducing disparities in industry sectors and occupations; Partners that are committed to changing their practices to achieve the agreed-upon REI goals for frontline workers and people of color; Increased diversity of the workforce in different occupations within the targeted industry sector (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Share Worker Experiences and Resource: Employers and partners discuss and share information regarding different policies and practices that support racial equity and inclusion in employment and training programs, hiring and career advancement. What success looks like: Employer and stakeholder awareness increases, leading to a commitment to action; Employers change policies and practices to support racial equity and inclusion; An increase in placements, retention, wages and advancement for people of color and others facing employment and income disparities; Better outcomes for workers, e.g., credentials earned, job placement, retention, promotions and wage gains (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Develop Specific Indicators and Measures of Success: Success includes the collection of disaggregated baseline data according to race and gender and targets for improvement. What success looks like: Equitable and culturally relevant programs and services for populations facing barriers to employment; Ability to track the progress on goals, activities and outcomes and inform future changes and improvements (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for activating employers to make jobs better: Job Design Framework (National Fund) – Use this menu of components to identify different ways to create the right quality job for employers and workers. These components can also help define job quality and set goals for improvement (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for activating employers to make jobs better: Good Jobs Good Business (Pacific Community Venture) – Use this toolkit to help small businesses create good jobs and connect to pro-bono business advisors across the country. Industry partnerships can use it to frame conversations with businesses and suggest potential resources (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for activating employers to make jobs better: Job Quality Outcome Maps – National Fund (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for activating employers to make jobs better: DOL Job Quality Toolkit (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for promoting career advancement: Advancing Frontline Women (FSG) – This report offers 12 evidence-based practices that companies can employ to help break down workplace barriers for women and create a competitive advantage (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for promoting career advancement: A Guide to Upskilling America’s Frontline Workers (Deloitte and Aspen Institute) – This guide outlines upskilling practices that employers have effectively applied to develop their frontline workers. Industry partnerships can use this to learn more about which employer practices are already being implemented in their industry (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for promoting career advancement: UpSkilling Playbook for Employers (UpSkill America) – This playbook highlights examples of employers investing in upskilling strategies to support worker advancement and business competitiveness (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for promoting career advancement: Progression in Employment: Employer Toolkit & Case Study Collection (Institute for Employment Studies) – This toolkit can be used to engage employers in building pathways and opportunities to support career progression for workers, by creating a supportive work environment through job redesign and supportive management. (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for promoting career advancement: DOL Apprenticeship Playbook for Business Partners (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using disaggregated data by race and gender: Improving Training to Brighten the Future of Black Workers (Joint Center for Political and Economic Studies) – Use this resource to learn about the impact of disaggregating workforce program data according to race (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using disaggregated data by race and gender: The Essentials of Disaggregated Data for Advancing Racial Equity (Race Matters) – Use this resource to learn about the basics on how to disaggregate data (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using disaggregated data by race and gender: The Power of Creating a Racial Equity Backmap (Race Matters) – Use this resource to learn about back-mapping, a process that helps communities identify the root causes of inequities (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for using disaggregated data by race and gender: Leveraging Disaggregated Data to Advance Equitable Growth in Smaller Communities – PolicyLink (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for defining racial equity and inclusion: Ready for Equity in Workforce Development (Race Forward & CSI) – Use this racial equity readiness assessment tool and learn more about practices and policies that support institutional racial equity (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for defining racial equity and inclusion: 10 Essential Questions for Employers, Business Owners, HR Professionals and Hiring Managers (Associated Black Charities) – This resource can be used a starting place to inform changes to policies, practices and organizational culture (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for sharing worker experiences and resources: The Competitive Advantage of Racial Equity (PolicyLink and FSG) – This report highlights examples from 12 leading companies such as Gap Inc., PayPal and Cigna, who are driving innovation and growth by advancing racial equity (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for sharing worker experiences and resources: Advancing Frontline Employees of Color (FSG) – This resource identifies evidence-based practices that can be used to advance racial equity and foster work environments where all people feel valued and thrive (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for sharing worker experiences and resources: Race-Explicit Strategies for Workforce Equity in Healthcare and IT (Race Forward) – Workforce practitioners can use these four solution categories to focus on how to implement systemic, race-explicit and high-impact outcomes (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for sharing worker experiences and resources: Adding Racial Equity to The Menu (ROC United & Race Forward) – This toolkit for restaurant employers identifies the skills and tools that are most critical to supporting all restaurants in moving the needle on racial equity in the industry. Use this toolkit with other sectors of the economy as well (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for sharing worker experiences and resources: Manufacturing Pathways in Milwaukee: Bringing Skills and Equity to Manufacturing’s Future (Center on Wisconsin Strategy) – This case study focuses on how equity is built into this apprenticeship innovation as it responds to the evolving manufacturing sector. This approach can be applied to other industry partnerships (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for increasing awareness of partner roles: Partnering for Equity: How Sector Partnerships are Tackling Workforce Disparities (Ray Marshall Center) – Use this resource to understand why partnerships become involved with diversity, equity and/or inclusion efforts and how they approach this work (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for developing specific indicators and measures of success: Roadmap for Racial Equity (National Skills Coalition) – This resource outlines workforce training and education policies to advance racial equity. The roadmap identifies specific goals at a systems-level that can serve as an example for industry partnerships (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for developing specific indicators and measures of success: National Equity Atlas (PolicyLink) – Use this to find disaggregated, longitudinal data on demographic change, racial and economic inclusion and the economic benefits of equity for the largest 100 cities in America (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for identifying necessary systems changes: Creating Consensus with Targeted Universalism (FSG) – Use this approach to change management as a catalyst for addressing inequities at the systems level (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for identifying necessary systems changes: ReWork Reimagining a Bay Area Workforce System Grounded in Racial and Gender Equity (Insight Center and ReWork the Bay) – This report provides valuable insights into the discriminatory roots of labor and workforce policies and starts a conversation about the narrative and system changes needed (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for identifying necessary systems changes: Beyond Training and the Skills Gap (Race Forward) – This report provides practical tips for racially equitable communications to broaden the collective responsibility for employment and other economic outcomes (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for identifying necessary systems changes: Toolbox for the Systems Change Mindset – National Fund (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for identifying necessary systems changes: Racial Equity Framework for WFD Funders – Workforce Matters (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Business and trade associations develop employer-led talent pipeline management initiatives to create secure sources of skilled workers for current and future job openings. (Urban Institute, Understanding Local Workforce Systems).

American Job Centers conduct initial interviews and prescreen potential job candidates, then recommend them to employers. They may also provide job-retention services to workers to reduce turnover. Centers often hold job fairs or host other hiring events (Urban Institute, Understanding Local Workforce Systems).

Community colleges work directly with local employers to develop customized training curricula or create facilities and equipment for programs that meet human resource needs (Urban Institute, Understanding Local Workforce Systems).

Nondegree education and training providers create incumbent worker training programs, which help employees learn new skills that support advancement or update their skills and credentials (Urban Institute, Understanding Local Workforce Systems).

Talent Pipeline Management: Talent pipeline management is a demand-driven, employer-led strategy for closing the skills gap in a particular city or region. Using lessons learned from supply chain management, which focuses on the flow of goods and services, the talent pipeline management model puts employers in leadership roles as “end-use customers” of workforce education and training partnerships. Talent pipeline management has three foundational principals: Employers create value around the jobs most critical to their competitiveness; Employers organize and manage scalable network partnerships with education and training providers; Employers collaborate with partners to develop measures and incentives to reinforce and improve performance. The US Chamber of Commerce Foundation is engaging employers and their workforce partners in different places to develop talent pipeline management approaches in their workforce systems (Urban Institute, Understanding Local Workforce Systems).

Promote Skills-Based Hiring: Work with employers to articulate competencies, work experience and educational requirements for jobs. Share industry intelligence with educators and other partners. What success looks like: More diverse workers will recognize their skills and competencies in job descriptions and will be more likely to apply. Placements, retention, wages and career advancement increase for people of color and others facing employment and income disparities (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Improve recruitment, hiring and retention practices: Create a more diverse workforce and an equitable and inclusive workplace by working with employers to update hiring practices. This can include updating job descriptions, referral sources, hiring criteria, workplace culture, policies and practices. What success looks like: Diversity of the talent pipeline across different occupations within the industry sector increases. Placements, retention, wages and career advancement increases for people of color and others facing employment and income disparities. Better outcomes for businesses, e.g., lower turnover, higher productivity,and improved customer satisfaction (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for promoting skills-based hiring: Building the Talent Pipeline: An Implementation Guide (US Chamber of Commerce Foundation) – Use this guide to learn about six strategies employers can use to be more effective end-customers of education and workforce partnerships (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for promoting skills-based hiring: Opportunity @ Work Marketplace – This tool connects employers with online training providers to job-seeking STARs (Skilled Through Alternative Routes), allowing employers to more quickly identify and vet STARS who meet their needs (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for promoting skills-based hiring: Making Work-Based Learning Work for Retail:  A Guide for Retail Employers (Jobs for the Future) – Use this guide for an overview of work-based learning models and advice on how to implement them to develop stronger talent (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for promoting skills-based hiring: Skilled Credentials at Work – SHRM Foundation (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for improving recruitment, hiring and retention practices: Talent Rewire and Grads of Life’s Opportunity Navigator – This tool can help employers understand and follow best practices for opportunity employment (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships) (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for improving recruitment, hiring,and retention practices: The Women’s Fund for the Greater Cincinnati Foundation – This toolkit offers a collection of nearly 60 workplace policies to help employers support, stabilize and retain employees (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships) (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for improving recruitment, hiring and retention practices: The Management Center, Equity and Inclusion Tools – This library of tools can help organizations address internal practices and management approaches related to equity and inclusion (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships) (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

TOOL for improving recruitment, hiring and retention practices: CareerSTAT Resource Center – Inclusive, Local Hiring  (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships) (National Fund for Workforce Solutions, Toolkit for Developing High-Performing Industry Partnerships).

Percent of employees who say professional development or career growth opportunities are very important to them in a job. For instance, in a survey of employee satisfaction, Gallup discovered “Career growth opportunities” is the No. 1 reason people give for changing jobs (Gallup).

Percent of employees participating in professional training/development (Rahman Shiri).

Organization’s overall employee retention rate and turnover rate; voluntary turnover rate; involuntary turnover rate; new hire retention; retention rate for top employees; turnover rate by department, manager and position (Oracle).

Measures of employee satisfaction (gathered via surveys, focus groups and interviews); average length of employment; new employee satisfaction rate; top employee satisfaction rate (Oracle).

Employee job performance (Great Place to Work).

Employee job satisfaction; feelings of being valued and supported at work (Great Place to Work).

Employee’s opportunities for advancement (Great Place to Work).

Organizations provide quality training and mentoring. Organizations can design projects that involve multiple departments so employees can cross-pollinate their skills and understand the company’s bigger picture (American Psychological Association).

Organizations create pathways for career advancement.  Some companies today are developing talent marketplaces — online portals where employees can see current openings, read job descriptions and understand the organizational hierarchy. These tools allow employees to map out their personal career trajectory (American Psychological Association).

Organizations provide relevant and reciprocal feedback. Managers give frequent and honest assessments, but also listen when employees talk about their needs (American Psychological Association).

Organizations recognize learning and accomplishment. With an emphasis on learning, companies can create a fluid, flexible workforce. One approach is “upskilling,” internal programs that teach new skills or upgrade existing skills. Notably, upskilled workers are more likely to report career advancement into a good job, experts say. Separately, offering college-tuition benefits helps employees earn a degree debt-free and accomplish long-term career goals. This benefit is particularly attractive to entry-level workers in fields like fast food, retail and health care (American Psychological Association).

Organizations provide formal education. (The formal training and practical requirements for a given role, such as a specific degree, licence, or certification) (Great Place to Work).

Organizations provide high-quality employee assessments. (The employee performance reviews, one-on-ones and any other efforts used to measure strengths and weaknesses and find ways for employees to improve) (Great Place to Work).

Organizations offer relevant job experience to employees. (The day-to-day, hands-on learning employees do as they master their roles, take on new challenges and grow within the organization) (Great Place to Work).

Organizations provide coaching and mentorship. (the coaching, mentorships and any soft skills or interpersonal training employees may complete, such as customer service training, resilience training, mental health education, or conflict resolution training) (Great Place to Work).

Make opportunities and pathways visible for internal employees. Employees need to be alerted to internal growth opportunities. People in human resources, especially, need to consider whether roles could be filled by internal candidates across regions or lines of business instead of immediately looking externally. Ideally, HR professionals, managers and employees should understand which roles are a potential fit for current employees, given their specific sets of experiences and skills, so that they can successfully find new opportunities — without having to look outside the company (World Economic Forum).

Provide opportunities to learn and practice. Employees need opportunities to learn different skills that might be required by new roles. Identifying paths and courses that can teach key skills is a start, but employees also need the chance to practice new skills, learn from mistakes and reflect on the experience. For example, customer support representatives at Fidelity Investments can learn a new skill in the morning, practice it in live customer calls (with a manager observing) in the afternoon and then reflect on the experience with others who are learning the same skill (World Economic Forum).

Deliver rich feedback and coaching. Providing performance feedback is an essential part of learning. This includes understanding employees’ career aspirations and counseling them in how to develop important skills. HR is essential to the process: The department needs to establish these policies and ensure that managers actually implement them. HR should also ask employees how they feel about the help they’re getting from their managers (World Economic Forum).

Formal training: This could be a training program developed internally at your organization or a third-party program through a certifying body, university, or other institution. This might include: Professional development such as workshops, conferences and job-specific education offerings; Higher education programs such as bachelor’s or advanced degrees, certifications, or specializations. Many employers offer these options through a tuition assistance program; Technical training such as courses or certifications in software applications, programming, or mechanical or manufacturing technologies; Soft skills training in areas such as leadership, communication, collaboration, or innovation (Workforce Edge).

Mentoring and coaching. Whether through a manager-employee relationship or a mentor-mentee arrangement, employees can gain valuable insight and advice from a more experienced colleague (Workforce Edge).

Internal opportunities. In your own organization, you can identify multiple ways for employees to explore growth opportunities: New responsibilities and projects can give employees a chance to stretch their skills and gain new knowledge; Informational interviewing enables employees to meet with coworkers in different roles to learn about their roles and experiences; Job shadowing lets employees spend time one-to-one with coworkers to observe and participate in different job functions (Workforce Edge).

Networking. Making new professional connections is a powerful way to gain insights and knowledge. Your organization can encourage this by supporting membership in professional organizations or assigning employees to cross-functional project teams (Workforce Edge).

Education benefits: Giving employees access to education benefits on their first day of work. This includes access to funding for any kind of learning that applies to an employee’s job (examples include high school diplomas, degrees, professional certifications, bootcamps, etc.) (Workforce Edge).

Establish Clear Career Paths. This is the foundation on which an employer’s career development program rests. Employees need to see that there are opportunities to grow their careers — and that there are clear ways to make it happen. Across the organization, clarify what career advancement looks like at each position, including the specific skills and capabilities required for advancement. Set up transparent and achievable milestones that employees can reach as they progress (Workforce Edge).

Invest in training and learning. To move forward, employees need opportunities to stay up to date on industry trends, build new skills and grow their professional knowledge base. Some of this will happen on the job, but that approach isn’t enough by itself. Whether the employer develops training programs internally or seeks them out externally, they should build a structured learning program that is clearly connected to the career paths in the organization (Workforce Edge).

Create a mentoring program. Being paired with a more senior employee is a powerful way for less experienced workers to grow. They benefit from their mentor’s hard-earned insight and advice, plus they can expand their professional network. What’s more, the benefits of mentorship flow in both directions as more experienced workers benefit from their mentees’ fresh perspectives (Workforce Edge).

Involve every department. Especially in larger organizations, it’s easy for employees to become siloed within their job function — which can limit career development. Look for ways to encourage cross-departmental collaboration. This could include stretch assignments, job rotations, or project-based collaboration. This can not only help make employees more well-rounded, but it also exposes them to potential new career opportunities (Workforce Edge).

Reward development. As employees take the development steps outlined for them, employers should take time to celebrate their success. This could be in the form of monetary reward, but other kinds of recognition can be important, too. Employees want to see that their employer values their contributions (Workforce Edge).

Prioritize learning and skill development. Start by involving stakeholders across the organization to gain a comprehensive view of which skills are most valuable. Then identify internal or external resources that can help employees boost those skills. Make those learning opportunities accessible, affordable and easy for employees to use. Enlist leaders at every level to encourage and model continuous learning.  

Support emerging leaders. Successful organizations need a leadership pipeline to secure their future. Identify up-and-coming leaders in the organization and support their growth with training and development opportunities (Workforce Edge).

Don’t neglect individual contributors. Not everyone aspires to leadership, but that doesn’t mean their careers should stagnate. Explore how individual contributors can expand their skills even if they don’t manage others (Workforce Edge). 

Help employees grow their networks. At every level, employees can gain new insights and knowledge when they connect with others. Provide opportunities for employees to expand their contacts. External networks are important, too and can help employees gain fresh perspective and stay current in their field. Encourage employees to take advantage of professional associations, networking groups and more (Workforce Edge).

Encourage internal mobility. Employees who move to new functions within an organization not only boost their own development and growth, but they also bring valuable cross-functional insights and skills that can elevate overall organizational performance. It’s in your organization’s best interest to enable internal mobility (Workforce Edge).

To facilitate employee’s internal mobility and promotion, develop a transparent system or platform for employees to pursue internal job openings. Set organizational targets for internal hiring. This will vary by organization, job level and department, but assigning specific numerical goals for in-house hires is an important way to show your organization’s commitment (Workforce Edge).

When employees pursue internal opportunities, offer relevant training, coaching and mentorship to support their success. Allow and promote stretch assignments, job shadowing and project-based cross-functional teams to help employees build new skills and provide a glimpse of potential career paths within your organization (Workforce Edge).

Don’t place excessive restrictions on internal mobility — for example, requiring multiple layers of approval or multiple years with the organization before employees are eligible. If employees feel that internal moves are discouraged, they’re more likely to look at external opportunities. In fact, companies that excel at internal mobility are able to retain employees for an average of 5.4 years. That’s nearly two times as long as companies that struggle with it, where the average retention span is 2.9 years (Workforce Edge).

Create individualized career development plans. Create personalized plans to help employees grow in their careers and build new skills. Include measurable goals, clear milestones and regular feedback (Workforce Edge).