2. BECOMING AN EMPLOYER OF CHOICE Marc Anderberg Career Development Resources

3. Define Rationale Characteristics and Practices Exemplary Case Study Role of the Texas Workforce Network

4. Defining “employer of choice” A firm that succeeds in increasing its profitablility and/or market share through effective human resource management practices. Notice two things implied in this definition What is in it for employers? It is the employees who are making important choices

5. Nothing really new - Call for a return to the old notion of a “social contract” between the employer and the employee A mutually beneficial relationship based on “reciprocity.” Optimal productivity in exchange for fair treatment

6. RATIONALE Productivity, profitability and growth Link between skills and productivity Scarcity gives highly skilled workers wider latitude in their choices regarding where they work and under what conditions A “happy” worker is more likely to come on board, be productive and remain loyal

7. What is in it for the employer? Reduced cost of turnover Downtime or costly alternatives Recruitment Know-how Increased productivity Decreased absenteeism Proficiency gains with time Intangibles -- like dedication

8. What’s in it for the employee? Employment retention Profitable firms less likey to downsize When firms downsize, the most productive workers are the least likely to get cut Career progression Earnings gains Intangibles Sense of security Sense of satisfaction

9. Characteristics and Practices Above average wages and benefits Work-style Internal career ladder Commitment to skill upgrades Amenities example - employer-arranged on-site child care

10. Case Study -- SAS Corporation Practices Results

11. Role of the Texas Workforce Network Labor market information Job development Incumbent worker training Technical assistance & audits Exit interview feedback Promoting the concept Recognizing employers of choice

12. What’s in it for the Texas Workforce Network? Obligation to employers under WIA Building relationships with employers based on an understanding of their “bottom-line” requirements Becoming the provider of choice Serving the needs of the job-seekers

13. Note that I put serving the job-seekers at the end of the list Change in the paradigm of workforce development under WIA for practical reasons and philosophical reasons Without productivity there are no profits. Without profits, there is no growth. Without growth, there aren’t enough jobs to absorb your job-seekers

14. Marc Anderberg marc.anderberg@cdr.state.tx.us (512) 491-4843 http://socrates.cdr.state.tx.us