Towards Employment ACHIEVE Program Innovative Solutions to Workforce Development December 21, 2004

Job Retention A Critical Unsolved Problem  Local Study of Welfare “Exiters” Average Number of Employers = two (2) in one year; 53% work for two (2) or more Employers in First Year. Employment lasts an average of 2.2 quarters; for 35%, employment with first employer lasted one quarter.  Other Studies In Chicago study, 55% lost or quit their job within six (6) months; 71% did so within a year. In National study of young women, after ten (10) years, 15% made the transition to a better job.

Why is Retention Important? For the Employee  Greater Stability  Opportunity for Advancement  Greater Self-Esteem For the Employer  Lower Turnover  Higher Productivity  Reduction in Recruitment and Training Costs  Stable Workforce

Why is Retention Important? For the Community  Breaking the Expensive Cycle of “Revolving Door” Training and Employment of Entry Level Individuals  Stable and Reliable Workforce  Lower Public Assistance Costs  Greater Self-Sufficiency Leads to More Stable Communities

Why is Retention Difficult? Employees Face Barriers Outside the Workplace Lack of Role Models Unfamiliar Workplace Rules and Practices Communication Problems due to Differing Expectations and Perspectives Lack of Understanding of Challenges Faced by Entry-Level Employees

Traditional Model Graduates employed across a variety of work sites

ACHIEVE Model Case Management Supportive Services Lunch & Learns Supervisory Training

ACHIEVE Model Impact extends beyond initial group

ACHIEVE Model: Overview Designed to address reasons for high turnover in low-wage jobs:  Employee’s work-life balance issues  “Life skills” and “soft skills” development to promote more productive workplace behaviors and relationships  Goal planning and identifying opportunities  Skill building for front-line supervisors who oversee low-wage, entry level workers. All identified as priority issues faced by low wage workers through focus groups and expert panels conducted by the UW Senior Success Vision Council’s LT Care Initiative.

ACHIEVE Model: Services Weekly “Lunch & Learns”  Informational/educational sessions on diverse topics such as problem solving, time management, communication, goal setting, budgeting, credit repair and personal wellness Work-site based case management  One-one-one advising sessions, with 24/7 access to an Advisor by phone Supportive Services  Short-term financial assistance for child care, transportation, uniforms, utility costs or other issues that could create a barrier to meeting employer expectations.

ACHIEVE Model: Services Community-based referrals  Resources and referrals for issues ranging from legal advice, resources for continuing education, parenting issues, savings clubs, and other topics of interest. Front-line supervisory training  Six-hour training program (presented in full-day, half-day or module format) focusing on diversity, communication, conflict management, constructive criticism and staff motivation. Accredited for Continuing Education credits. Sharing of best practices with supervisors and managers

0% 20% 40% 60% 80% Employers Turnover Achieve TurnoverBaseline Turnover Achieve Results Achieve Participants Turnover vs. Employer Baseline Turnover In 10 out of 15 sites, Achieve participants, on average, experience 34% lower turnover than employer baseline

Key Factors for Success Employers as partners  Customize ACHIEVE services to reflect both industry practice and the specific workplace culture  Integrate ACHIEVE activities into existing programs wherever possible  Higher supervisor involvement = more positive outcomes Maximize employee participation  Identify those most at risk of losing their job  Use both marketing and social work skills to engage employees  Awards and recognition matter  Create a “Pathways to Success” (goal-setting plan) for each employee

Vision for the Future: Building on Lessons Learned Commercialization Replication Extension/Expansion Sector Initiative