1. Welcome to Workforce 3 One U.S. Department of Labor Employment and Training Administration October 7, 2014 Presented by: Division of Youth Services – YouthBuild U.S. Department of Labor Employment and Training Administration

2. 2 Enter your location in the Chat window – lower left of screen

3. Toni K. Wilson Workforce Analyst/YouthBuild COR Employment & Training Administration Office of Workforce Investment U.S. Department of Labor 3

4. Grantees will gain an understanding of: the complexity of the YouthBuild model components and learn how to take them into account when staffing for program success overlapping roles YouthBuild staff need to assume qualities and experience needed in YouthBuild staff techniques for balancing workload of YouthBuild staff incentives for YouthBuild staff ways to choose/manage YouthBuild staff effectively 4

5. Helen Whitcher Senior Director, Technical Assistance YouthBuild USA 5

6. Phoebe Reeves-Murray Senior Program Manager for Field Services YouthBuild USA 6

7. Education Construction/Construction Plus Leadership Case Management Graduate Services 7

8. Education: teaching, learning, reporting, Project Based learning, testing, Differentiated Instruction and Learning, Common Core, Lit/Num practice and testing, classroom management, curriculum development and revision, etc. Construction/Construction Plus: worksite, training, learning, Project Based Learning, code, coordinate construction activities, ensure construction site is clean and safe, etc. Leadership: personal, family, program, community, national, community service, tutoring Case Management: Individual Development Plan, Guidance, behavior management, counseling Graduate Services: Placement, retention, follow-up, action plans, supportive services 8

9. Should you have one dedicated position in each component? What positions should overlap between which components? What is your approved budget and staffing pattern in your grant? What qualifications does each staff member need to have? How does each time portion of the grant calendar (Orientation, core education and training, exit, placement, follow-up, retention) specifically affect staffing? How does the teaching and training of youth experience of the candidates you are interviewing align with the youth in or who will be in your program? 9

10. Develop a visual representation of what it takes to operate a successful program; Develop a clear understanding of the roles and responsibilities of each staff member; Determine whether there are any significant imbalances in workloads; Identify any tasks for which the whole team is responsible ; Determine if there are any responsibilities not currently covered by any staff members; Identify any changes that should be made to roles and responsibilities; Develop a matrix of roles and responsibilities that can be reviewed and updated on a regular basis, and shared with new staff as part of their orientation. 10

11. Clear and reasonable job roles/responsibilities Regular supervision observation Regular supervision reviews Incentives Professional development Corrective action 11

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13. Characteristics to look for when hiring staff, especially during the interview phase: –Candidates should have a hybrid of qualities Subject matter knowledge (i.e., construction instructors need a good construction foundation) Ability to interact well with students (Have candidates volunteer on service sites alongside staff and students to witness the interactions) When possible involve students in the process 13

14. Methods of Retaining Quality Staff –Annual job description review –Cross train all staff –Family organization and leave structure 14

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16. –You can always teach a role to a competent person, you can’t teach character –Don’t get hung up on having someone with a “piece of paper” –An honest, caring person with integrity is a gem –In Education component, look for teachers who: want to be at YouthBuild versus a public school are open to innovation and new approaches to teaching and learning 16

17. –Try to retain a “leader” in each component –Person may cost more, but worth it –Hire staff focused on innovation and new approaches to teaching and learning –Gives great mentor/mentee opportunity 17

18. –If it’s not working, don’t wait too long to make a change –Don’t worry about disruption to students, far less disruption than an employee who doesn’t fit –Need to take off your “social services” hat and put on “manager” hat. If they are not a good fit you need to pull the trigger, even if you feel bad about doing it 18

19. –Better to leave a position open than to hire the wrong person –Use all your avenues and contacts to find the right person –Use your YouthBuild partners to help you find someone 19

20. –Really make sure you do a thorough job with references –Ask for several, and follow up on all –Focus on questions about attributes you value (punctuality, attendance, teamwork etc.) 20

21. If something doesn’t feel right, trust your gut feeling! 21

22. –Foster the concept of teamwork –If all staff feel part of a cohesive team they will be happier –Happier staff stick around –Maintain a good work environment Plenty of time off Plenty of prep time Benefits that offset lower salary than market 22

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24. Get your house in order first! Know your program/agency vision, mission, values Have a detailed position profile Prioritize position skills based on programing needs 24

25. Recruitment and interviewing Spread the word through partners, personal contacts, and service providers Place emphasis on core vision, mission, values. Staff can be trained to perform tasks, not to have the passion for your work. Provide candidates with agency/program manuals. Be transparent on position responsibilities, challenges, and benefits. Do not try to “sell” them on the position. Use non-traditional interviewing styles Position shadows Assign “homework” for second interview Change venue and audience Try to find the “real” personality and not their “interviewing” personality 25

26. Determine what kind of support staff thrive on* –Words of Affirmation –Tangible Gifts –Quality Time –Acts of Service –Physical Touch Staff support goes beyond providing technical support for staff responsibilities. –Be present in both staff struggles and accomplishments –At times staff just want to be heard and may not be looking for and answer or a fix to the problem –Help staff feel ownership of their roles –Build capacity in your staff by cross training when possible 26

27. Engage unpaid volunteers to support program services –AmeriCorps –Community Partners Cross-train staff to create redundancy and task-sharing Get to know your staff, and create a culture of support, encouragement, and purpose –Personality tests –Retreats –Staff Dinners *Based on “The 5 Languages of Appreciation in the Workplace” by Gary Chapman and Paul White 27

28. Clear Program Requirements- Performance Measures Responsive to multiple audiences- youth, agency, funders Right skill set and experience Regular management and supervision Incentives 28

29. Participate in open discussion with facilitators and peers. Phones will be un-muted. Be courteous. Reduce extraneous noise for the best audio quality by muting your phone, if you are not speaking. Choose the breakout room based on the number shown on your screen. It may take a few minutes for the room number to appear on your screen. 29

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31. 31 What was discussed during the session? What questions consistently surfaced?

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33. Education November 4 at 2:00 PM (EST) Data/MIS December 2 at 2:00 PM (EST) Construction (Registered Apprenticeship) January 6 at 2:00 PM (EST) 33

34. Helen Whitcher Senior Director, Technical Assistance YouthBuild USA hwhitcher@youthbuild.org Toni K. Wilson, MPA Workforce Analyst/YouthBuild COR U.S. Department of Labor wilson.toni@dol.gov 34 Phoebe Reeves-Murray Senior Program Manager for Field Services YouthBuild USA preeves@youthbuild.org

35. Thank You! Find resources for workforce system success at: www.workforce3one.org 35