1. Moving to an Employer Demand Driven WorkOne System Northern Indiana Workforce Investment Board, Inc. December 21, 2005

2. Background  DOL Innovations Conference, July 2004  Board Retreat, September 2004 Houston Model  Concept Paper, Board Approval, November, 2004  Board/Staff Visits to Model One-Stops, October, 2004 – February, 2005 Lansing, MI Canton, OH Pewaukee, WI Colorado Springs, CO  WorkOne Business Services Division Manager hired January, 2005.  Research, August 2005  WorkOne Business Plan Approved by NIWIB, November, 2005.

3.  Create a focus on high growth, high demand industries;  Provide a leadership model for the Region 2 workforce system and its education and training partners to develop workforce solutions for those industries with the greatest demand for new workers; Objectives of the Region 2 WorkOne Demand Driven System

4.  Document the strategies and approaches used in other local areas to serve high growth industries;  Demonstrate the value of leveraging public workforce dollars with other state and local funding, business resources, and foundation support to develop and implement workforce solutions for local employers and provide career opportunities for local workers.

5. Demand Driven Model  Building the employer driven model for OneStop operations begins with one fundamental principle: Every employer is a potential customer who expects a level of service the meets the highest private-sector customer service standards.

6. Principles of Success Workforces systems with the highest outcomes share seven distinct characteristics:  Demand driven: The work of the system is driven by the customer demands of the dynamic economy and changing business requirements;  Business-led: Employers voluntarily agree to come together to craft effective solutions to pressing education and workforce issues;

7. Principles of Success  Systems-focused: The workforce system has moved beyond programs to a systems approach, linking efforts to economic development priorities;  Competency based: Education is tied to clearly articulated standards, quality assessments and rigorous standards. Training is based on industry standards and results are measured by the demonstrated competencies of individuals;

8. Principles of Success  Outcome oriented: Resources are tied to clear, measurable indicators of success;  Change-minded: Employers, educators and training providers are included as partners from the outset to effect change; and  Data informed: Data and information assists decision making and continuous improvement of the system.

9. Demand Driven Model— Workforce Board Role The role of the Workforce Board is to develop a system that:  Meets the requirements of what employers say they need from the system;  Creates a customer-focused system that employers seek out, want to support and actively advocate among colleagues;

10. Demand Driven Model— Workforce Board Role  Creates partnership opportunities with employers that improves the effectiveness of the WIB and the WorkOne system;  Improves the presence of the WIB and WorkOne within Region’s business communities by defining, then selling, the value of the public workforce system to regional employers.

11. Implementation Business Services Individual Services

12. Region 2 WorkOne: Business Services Division Mission To establish an employer services team with the skills and training to become a major resource for employers in the region and to accomplish all stated objectives and performance measures for the division.

13. Vision WorkOne Region 2 will establish a model demand driven workforce development system to: Develop a strong working relationship with key businesses throughout the region. Serve a primary source for employers to find skilled people.

14. Vision Partner successfully with state and regional economic development, chambers of commerce, professional associations and other service providers to deliver “cutting edge” services to employers and job seekers. Develop unique programs with education and training partners to provide the skilled workforce needed for future economic stability and growth in the region.

15. Vision Become “the authority” in the region for labor market information. Establish the Northern Indiana Region as a leader in developing the workforce needed to attract and retain business. Be recognized nationally for its demand driven workforce system.

16. Research  Identify Key Strengths of WorkOne System  Identify Key Areas for Enhancements in Existing Services  Identify Key Areas for New Service Planning and Development  Recommend Selective Next Step Strategies or Options

17. Research  Current Employer Customers 928 Completed Surveys  Potential Customers 104 Interviews

18. Job Specific & Soft Skill Gaps Current Clients  Basic Math  ESL  Customized Training  Teamwork  Communications  Customer Service Skills Potential Clients Many potential clients were unsure in what skill areas their workforce needed support. The key areas that emerged:  ESL  Computer Skills  Basic math  Reading rulers and measurements.

19. Current & Potential Client Interest Key Services CURRENT CLIENTS POTENTIAL CLIENTS Key Services Conduct database searches for potential job candidates 61%48% Register job openings56%48% Recruit for hard to fill, specialized positions 48%52% Receive assistance in obtaining grants for workforce training. 46%51% Conduct WorkKeys skills assessment for hiring new employees 46%33% Participate in WorkOne sponsored job fairs 33%36%

20. Interest in Key Services By Industry ADVANCE MFG. CON- STRUCT- ION GOVERN- MENT HEALTH/ LIFE SCIENCE INFO TECH SERVICE INDUSTRY TRANS/ DISTRIB/ WAREHOUSE Key Services Register job openings43%50%40%85%52%47% Conduct database searches for potential job candidates 50% 60%77%67%53% Recruit for hard to fill, specialized positions 49%63%60%77%52%32% Conduct WorkKeys skills assessment for hiring new employees 43%25%20%62%40%32% Participate in WorkOne sponsored job fairs 29%19%40%77%48%26% Receive assistance in obtaining grants for workforce training 51%31%40%54%36%42%

21. What Are Most Difficult Positions for Company to Fill Now & Within Three Years Current Clients Production Workers- Skilled/Unskilled Maintenance Workers Welders Drivers Sales Department Managers/Supervisors Customer Services Potential Clients Production Workers Skilled/Unskilled Maintenance Workers Drivers Sales

22. What WorkOne Could Offer to Become Major Resource to Your Company Current Clients  Increase pool of better quality/skilled candidates.  Improve the matching of potential candidates to specific job requirements.  Get to know employers and their specific needs.  Promote more widely job opportunities to attract currently employed candidates as well.  Keep employers better informed about WorkOne services. Potential Clients  Better screening of job applicants, weak reputation in this area.  Get the word out regarding services to employers.  Get the word out regarding opportunities to potential candidates.

23. Client Satisfaction With Current Key Services RATING Key Services 1 = Very Dissatisfied 5 = Extremely Satisfied Receive assistance in obtaining grants for workforce training. 3.8 Register job openings3.4 Conduct database searches for potential job candidates 3.3 Conduct WorkKeys skills assessment for hiring new employees 3.3 Participate in WorkOne sponsored job fairs3.3 Recruit for hard to fill, specialized positions3.0 OVERALL SATISFACTION ALL SERVICES3.5

24. Strengths  Friendly, customer focused staff.  Availability of a range of services and information.  Ease of access to pre- screened pool of job candidates. Weaknesses  Lack of highly qualified applicants.  Pre-screening does not always result in match to specific job requirements-both technical and soft skills.  Attract primarily unemployed applicants. WorkOne Strengths and Weaknesses

25. Job Posting to an Interactive Internet Site Interest in Doing This Interest in More Information Industrial Sectors Current W1 Clients Potential Clients Current W1 Clients Potential Clients Advance Manufacturing71%72%83%67% Construction86%89%86%89% Government60%- - Healthcare/Life Science100%80%75%80% Information Technology-100%- Service Industry89%86%96%86% Transportation/ Distribution /Warehouse 77%83%77%83% TOTAL:83%77%84%75%

26. Key Issues  Growing Jobs  Growing Personal Income  Low WorkOne Awareness Among Employers  No Single Point of Contact  Low Percentage of Employers Served

27. Key Issues  Multiple Service Provider Contacts  Low Level of Economic Development Partnership Activity  No Marketing Outreach Plan  Training Gaps

28. Business Services Division Goals Provide a single point of contact between regional businesses and the WorkOne Centers. Focus on key growth industries. Integrate all employer and individual services under one brand—WorkOne.

29. Business Services Division Goals Develop a demand driven system that addresses current and future business needs. Form strategic partnerships with regional Economic Development organizations, Chambers of Commerce, professional associations and other key entities. Partner with education and training organizations to develop needed workforce skills.

30. Business Services Division Goals Develop effective screening and training programs for employers. Upgrade the image and awareness of WorkOne services Improve communications with business, job seekers and communities.

31. Business Services Division Goals Develop an efficient operations process. Train BSD staff to effectively represent WorkOne. Support the Executive Pulse business retention program.

32. Quantitative Performance Accountability Measures  Meet or exceed State measures Job Orders Job Placements Customer Satisfaction  Meet or exceed WIA Program measures

33. BSD Representative Quantitative Performance Accountability Measures  Number of Business Contacts On-Going Service to Current Customers New Business Development  Number of New Employers Served  Job Order Productivity  Job Order Fulfillment  Number of Employers Recruited for Job Fairs  Number of Referrals to Key Partners DWD Training Grants DWD WorkKeys ECDC Training Grants Regional Economic Developers

34. Individual Services Division Mission  To develop a customer service process—executed by the ISD team— that facilitates and encourages individuals to access WorkOne programs and services.  To help customers achieve the skills required for their highest level of job readiness