nawdp advantagewebuser.bus.umich.edu/gfdavis/papers/davis_nawdp.pdf · with warnings of the death...

The early 21st century has seen a sea change in the nature of employment and in the shape of the corporation in the United States. The century began with warnings of the death of the career and the rise of the free-agent economy. Workers were encouraged to avoid relying on the benevolence of a single employer, and instead to take charge of their own destiny by moving from job to job, gaining new skills along the way.

More recently we have seen the rise of the gig economy, in which workers and employers hook up for short-term attachments rather than jobs. Employment has shifted from the career, to the job, to the task. Today Uber has

more driver-partners in the U.S. than General Motors has employees.

The death of the career and the rise of the gig economy are directly connected to changes in the shape of the American corporation. For most of the 20th century, the balance of power in American corporations favored management and labor, while dispersed shareholders were junior partners.

But the dominance of a new orthodoxy in the 1990s — that corporations existed to create shareholder value — coincided with the rise of information and communication technologies (ICTs) that enabled a broad move toward outsourcing. Across wide swaths of the

June2016

Volume 29 • No. 6

NAWDPNational Association

of WorkforceDevelopmentProfessionals

Capital Markets and Job Creation in the 21st Century

Capital Markets and Job Creation .......... 1

Member Profile ...................................... 1

Second Chances, Safer Counties ............ 2

Best and Brightest in Orlando ................ 4

Three Golden Rules for Business Consultants ............................................ 6

Effective Time Management Strategies . 7

Lauren R. Bishop, M.S.

PA CareerLink® Service Enhancement Team Lead, EDSI

NAWDP 2016 New & Emerging Professional

Philadelphia, PA

How did you get started in workforce development?

I started in Workforce Development during my undergraduate studies. I was interested in unions and social justice. “Being the voice of the voiceless” was a phrase that resonated with me throughout my college experience and professional life, as I always had a passion for helping others attain their goals. I wanted to continue to provide inspiration

to others and joined a team eight years ago at an EARN Program. I led motivational workshops, case management, and providing assistance to job seekers with their job placement and life goals. Now, I am more behind the scenes, coordinating workshops for a system in Philadelphia and providing instructional support to my team.

What is the most exciting thing about being a workforce development professional?

I love that I have the opportunity to be a part of a team that enhances the skills of our job seekers to better compete in today’s labor market. It is awesome to hear an employer state that the skills that they are looking for in a potential applicant are what we are offering in our skills and training programs on a daily basis within the system. Also, I work with such a great team. EDSI allows me to be a

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Continued on page 3

Workforce Development Professionals are everywhere!

NAWDP Member Profile

NAWDP Advantage

By Jerry Davis

WORKFORCE DEVELOPMENT PROFESSIONALSC O N N E C T, A D V A N C E , I N N O V A T E

N AT I O NA L A S S O C I AT I O N O F


N AT I O NA L A S S O C I AT I O N O FNAWDP Advantage —

Second Chances, Safer Counties: Workforce Development and Reentry

By Natalie Ortiz

Helping formerly incarcerated individuals find well-paying jobs improves the local economy and reduces recidivism. This is the conclusion reached from a National Association of Counties (NACo) survey of local workforce development boards (WDBs), conducted with the support of the National Association of Workforce Boards (NAWB). Ninety percent of the nation’s 557 local WDBs involve counties, and the survey provided a look at the benefits to counties of reentry programs developed by local WDBs.

The survey of local WDBs found that nearly half (47 percent) of respondents operate a reentry program. Reentry programs offer a way for county and other local governments to reintegrate formerly incarcerated residents into the labor market and keep them in the community and out of the justice system.

Federal funding helps local WDBs and counties innovate and provide reentry programs that improve county economies and reduce crime. The federal government provides most of the financial support for reentry programs through the Workforce Innovation and Opportunity Act (WIOA). Two-thirds of local WDBs with a reentry program received a majority (more than 50 percent) of program funding from the federal government.

This federal support complements other efforts from the federal government to support reentry at the local level, namely the Department of Labor’s (DOL) new grant program, Linking Employment Activities Pre-Release (LEAP). LEAP grants support the establishment of One-Stop Centers in county and regional jails. One-Stop Centers in jails can provide a range of services to inmates that will prepare

them for gaining employment, as well as provide them with information on resources available in the community once they are released.

County and other local governments benefit directly from reentry programs. Jails provide “in-reach opportunities” to local WDBs, allowing them to provide inmates with information on workforce services available in the community. A large majority (92 percent) of respondent local WDBs with reentry programs indicated that individuals who are incarcerated or released from county jails or juvenile detention centers receive program services. Individuals who are incarcerated in federal or state prisons may also participate in reentry programs operated by local WDBs. Reentry programs reported success in increasing the number of formerly incarcerated individuals employed and reducing recidivism, including new arrests and incarceration.

Funding is vital to the ability of county and local governments to improve their economies and reduce crime. More than half of local WDBs responding to NACo’s survey identified funding as a major challenge to creating or maintaining reentry programs. The issue of funding will only become more serious for counties and local WDBs as the federal government and many states have recently enacted or are currently considering policies that reduce incarceration. These policies will increase the demand for reentry services and recidivism reduction programs. A decline in funding for reentry programs will reduce resources for formerly incarcerated populations at a time when reliable and adequate funding is necessary to meet public safety and policy goals.

Local WDBs partner with a wide network of agencies and organizations to improve reentry and employment for formerly incarcerated individuals. The reentry program in Clackamas County, OR, is a joint effort between the Clackamas Workforce Partnership (CWP), the Clackamas Health, Housing and Human Services Department, and the Clackamas County Sheriff. In 2012, the three agencies received a DOL grant to provide formerly incarcerated women with educational and employment opportunities. The grant has since expired, but the program continues to be funded by the CWP. Bridget Dazey, Executive Director of CWP said, “Through our partnerships, we now have one workforce system to serve our population rather than three disjointed programs, making us better able to support our residents.”

With support from the federal government, local WDBs and counties have formed an important partnership to realize the public safety and economic benefits of reentry and employment. Reentry programs are part of larger county and local government efforts to maintain public safety while reducing the jail population and jail costs.

This article is based on Second Chances, Safer Counties: Workforce Development and Reentry, NACo’s new research report examining the role of local workforce development boards in reentry. To read the full report and accompanying case studies, visit: www.naco.org/workforceandreentry.

Natalie Ortiz is a Senior Research Analyst at the National Association of Counties. She can be reached at [email protected].


N AT I O NA L A S S O C I AT I O N O Feconomy, it became feasible for firms to contract out functions previously done in-house.

The latest round of this ICT-led movement might be labeled “Uberization,” in which labor inputs become available on demand. Automation and offshoring are widely recognized threats to existing jobs. But the advent of smartphones and new forms of “platform capitalism” like Uber create a new form of threat: the replacement of the “job” by the “task.” The possibilities of just-in-time labor are likely to fundamentally change the nature of the employment relation and what firms look like.

Uber uses GPS information from the smartphones of riders and drivers to create a market for paid rides. Drivers are not employees, but independent contractors who can choose when and if to turn on the app, and whether to pick up any particular rider. By September 2015, Uber had 327,000 “driver-partners” in the US, but only about 4000 actual employees. There is no promotion ladder from driver to, say, software application developer.

The basic model of labor on demand has come to be called the gig economy because unlike jobs, which imply an ongoing and perhaps indefinite connection between employer and employee, gig laborers perform a particular service for a fee. The personal services that were relatively immune to offshoring are now subject to Uberization: being hired and paid by the task. There is now an Uber for almost any personal service you can imagine, from package pickup and mailing to housecleaning to house calls by physicians.

Why is this a threat to the job? Firms created the “job” in the first place because they expected to have an indefinite need for the performance of particular kinds of tasks, and hiring employees gave them both a degree of certainty that employees would turn up each day, and the flexibility to assign them to varying tasks depending on the firm’s needs. Decent pay, health benefits, career ladders, and retirement plans were intended to cultivate long-term attachments and the development

— June 2016

CAPITAL MARKETS AND JOB CREATION...Continued from front page 1

NAWDP MEMBER PROFILEContinued from front page 1

part of the selection process for some of our team members — when you have team members that live the core values of your company, it makes my job as a team leader less stressful and effective, knowing we are providing the best services to our job seekers

What do you value most about your NAWDP membership?

I thoroughly enjoyed the presentations provided by the leadership and mentors of NAWDP. It is great to learn best practices across the nation during the presentations, and also have moments to share my experiences. My mentors during this process have been enlightening, as I continue to learn more about workforce development and my own career path. It is incredible to see that there are so many professionals my age making a difference within the system.

If you could give one piece of advice to a new workforce professional, what would it be?

For me, this advice is very personal as many mentors have shared this with me: “live in the moment.” At times, I only stick to my “to-do list” and what’s next on my “action steps list” and not celebrate any of my successes. I am learning to live in the present and not worry about past mistakes. Learn from them, continue to grow as a professional, and network. My mentors provide such a realistic picture that my journey in workforce development is just starting, and I am going to enjoy the ride.

of skills that were particularly useful to the employer. Uber lowers the cost of recruiting labor on demand — to when and if it is needed — and reduces the need to hire employees for fixed jobs, with all of the expenses that go with them.

There have been online services for tasks such as computer programming for years, but these are primarily for the “impersonal services.” Apps enable firms to simply post their needs for labor online, rather than hiring employees, with their demands for regular schedules and benefits and sick days. Something much like this already happens every morning in the parking lots of Home Depot, where impromptu work gangs are assembled for construction and agriculture work. But when smartphones are ubiquitous, Uberization has the prospect of turning the world into a Home Depot parking lot.

Uberization creates the biggest threat to employment in low-end services such as retail, food service, and transportation; however it is not the level of skill that matters so much in Uberization but the ability to specify the task. From the provision of medical care to college lectures, a wide range of activities currently classified as “jobs” could easily become “tasks” paid on a piece rate.

Workforce development professionals need to recognize the changes Uberization is making in the labor market and help clients build the skills that will enable them to find work — if not jobs — that are in demand.

This piece was adapted with permission from the Brookings Institution, where it was originally published in December 2015. The full article can be seen at http://www.brookings.edu/~/media/research/files/papers/2015/12/30-21st-century-job-creation-davis/capital_markets.pdf.

Jerry Davis is the Wilbur K. Pierpont Collegiate Professor of Management and a professor of sociology at the University of Michigan’s Ross School of Business. His new book, The Vanishing American Corporation: Navigating the Hazards of a New Economy (Berrett-Koehler, May 2016), is now available in bookstores and online.





NAWDP RECogNIzES BEST AND BRIgHTEST IN oRLANDoNAWDP’s Advancing the Profession Awards ceremony is always a highlight of any NAWDP conference. It is an opportunity for the profession to pause and recognize the contributions of outstanding professionals across the system. This year, NAWDP was pleased to recognized the following outstanding individuals

Becki LockeryDynamic Workforce SolutionsGreen Bay, WIThe Professional Development Award recognizes individuals who have been instrumental in designing and implementing professional development initiatives.

Beki Lockery started her career in workforce development as a case manager and motivational workshop facilitator and quickly become a trainer. She defines the essence of training as delivering a message with the careful thought of the target audience to make meaningful connections with families and employment, no matter the training platform.

Beki’s training unit was named 2014 Project of the Year with Dynamic Workforce Solutions. This honor is obtained through the measurement of six impact categories, including climate survey results, turnover rate and overall contract. Earlier this year, her team became first workforce development training team in the U.S. to become ISO-9001 certified.

For nearly two decades, Beki has been committed to the overall growth and positive image of the workforce development profession; and has made significant improvements to the manner in which we upskill our own workforce.

Ernestine ChambersKRA CorporationBaltimore, MarylandThe Jodie Speigel Enhancement of Customer Service Award is provided to the professional whose efforts have benefited customers of the work¬force development system.

Ernestine Chambers is an operations manager for KRA Corporation’s Work Participation Placement & Support Services Program in Baltimore, which services more than 4,000 TANF recipients annually. Ernestine is known as a teacher, advocator, overachiever, and results oriented individual.

Ernestine also served as the Interim Quality Assurance Manager. Her proactive style prevented customers from receiving benefits in error or conversely ensured sanctions were always justified and not in error. She is known throughout the entire department of social services as the one to call if you need something fixed or prevented, which is important since TANF customers are some of the most vulnerable populations, and any impact to their benefits could be severely damaging.

In January 2015, Ernestine was chosen as a participant in the inaugural class of NAWDP’s Leadership Academy in conjunction with Towson University. Ernestine completed a capstone project where she researched, vetted, and analyzed various technological advancement platforms to be used company-wide in response to the new Workforce Innovation and Opportunity Act (WIOA) legislation.

Randy BerridgeFlorida High Tech CorridorHeathrow, Florida

The Thomas Ahlers Systems Building Award is given to the professional who has created or enhanced more effective systems of coordination, management, information or administration of workforce development programs and services.

Randy Berridge partners with 360 companies on more than 1,350 research projects in industries ranging from aerospace to sustainable energy, in a swath across Florida that spans 23 counties from east to west, and includes more than 25 local and regional economic development organizations, 14 community and state colleges, 12 regional workforce boards, and countless industry groups and companies.

In 2014, Randy partnered with several CareerSource Florida Network regions, including Brevard, Central Florida, and Flagler Volusia, to sponsor and fund “The Talent Gap Study” to learn where disparities lie in the skills businesses required of their own employees and potential talent. The results were presented at a Tri-Regional Business Summit with the goal of improving the availability of qualified talent in our communities to help retain and attract firms that provide jobs.

PRoFESSIoNAL DEVELoPMENT AWARD

JoDIE SPEIgEL ENHANCEMENT oF CUSToMER SERVICE AWARD

THoMAS AHLERS SYSTEMS BUILDINg AWARD


N AT I O NA L A S S O C I AT I O N O F — June 2016

NAWDP RECogNIzES BEST AND BRIgHTEST IN oRLANDo

Knowlton AtterbearyKRA CorporationFulton, Maryland

The NAWDP Leadership Award recognizes an individual whose actions have significantly improved the system and raised the level of integrity, prestige, and respect for the profession.

Knowlton Atterbeary founded KRA Corporation in 1981 and has strategically expanded his business lines — and the capacity of his staff — to meet the broadens needs of workforce development. He strategically expanded business lines and customer bases to include: local, regional, and federal agencies; community based initiatives; national programs; and policy and development initiatives.

If leadership can be summed up as the ability to positively influence and impact others —through coaching, encouraging, mentoring, motivating, supporting —then Knowlton exemplifies these qualities through his willingness to invest in the development of his team. He promotes staff development by investing in the creation of The Leadership Edge, a series of year-long, leadership training programs for emerging leaders to expand their knowledge, skills and abilities.

Sherry Kelly MarshallSouthwest Ohio Region Workforce Investment BoardCincinnati, Ohio

The H.g. Weisman Award is awarded to an individual who has made significant contributions to NAWDP and to workforce development.

Sherry has been President and CEO of Southwest Ohio Region Workforce Investment Board (SWORWIB) in Cincinnati, Ohio. In addition to her role with SWORWIB, Sherry was an Employment Partnerships Consultant with CincinnatiWorks, the Executive Dean of Workforce Development Center at Cincinnati State Technical and Community College, the Director of Workforce Solutions Group, and a Loaned Executive for the Southwest Ohio Regional Workforce Policy from the Greater Cincinnati Chamber of Commerce (now CincinnatiUSA Regional Chamber).

Committed to improving the outcomes of the workforce system, Sherry organized a consortium in 2008 to train workforce professionals across the southwest Ohio marketplace, from public career coaches to faith-based volunteers helping returning former offenders. She led industry sector partnerships and career pathways in healthcare, construction, manufacturing, call-centers & home-based inbound centers, and hospitality and merged many with a new pathway agency when Cincinnati was selected as a National Fund

Continued from page 4

PETER E. KAISER LEADERSHIP AWARD

H.g. WEISMAN AWARD

Enterprise zonesGeographically designated areas (also known as “empowerment zones” and by state-specific names such as Michigan’s “Renaissance Zones” or New York’s “Empire Zones”) in which companies can get multiple subsidies (usually property tax abatements, inventory tax exemptions, and various corporate income tax breaks, including employment tax credits). EZs are located in economically-depressed areas, the theory being that poverty can be alleviated by encouraging companies to locate in them. However, there are many problems with this theory, especially the fact that it is very hard to ensure that poor zone residents will actually benefit from corporations moving into a zone. As well, EZs are premised on piracy. That is, they raise the classic “zero-sum” criticism of subsidies: that no net new economic activity is being created; jobs are merely being shuffled around.

Source: Good Jobs New York





I have a routine I try to follow each morning. I take a shower, do 20 minutes of yoga stretching, pour myself a cup of coffee, and sit down to read something that centers and inspires me. A little Seneca, thoughts from a Buddhist teacher, a chapter of Eckert Tolle.

This morning, I opened Oriah’s meditation guide to her famous poem The Invitation. In her introduction, she sets out what the reader can expect from her as a spiritual guide. Her commitments stopped me in my tracks. They are, quite simply, three of the best principles I have come across for anyone who, like me, puts themselves in a position to be a guide to others. As business consultants, people hire us to guide them to new knowledge, insight, behaviors, processes, and strategies. Oriah’s principles apply equally well to us.

1. Don’t pretend to know something you have not experienced.

Many of us have not lived the life, or done the work of those we advise. Many leadership consultants have never led. Many executive coaches have never been executives. Many strategy consultants have never transformed an organization. Many business consultants have never worked for an organization outside of a consulting firm. What we know is based on theory, research, innate and unique knowledge, and the rigorous observation of people, behavior, strategies and outcomes across time and over multiple contexts. From what we know, we extrapolate key lessons to help people map out a more direct route to success.

When I first became a consultant, I was smart and well-meaning, but probably marginally competent as a guide. Through experience, I become much better. Now, having returned to consulting with the experience of walking in the shoes of my clients, I have a different and more well-rounded perspective.

What I have learned is that we don’t need to have the same experiences as our clients to be good and capable guides. But

when we have not experience something, it is especially important to remain circumspect and humble in our advice.

2. Don’t pretend to know something you have not experienced.

This principle has a second interpretation. It is important that business consultants be honest about their experience and capability — to themselves and to others.

Earlier in my career, I sometimes felt I was faking it. Some of that was a confidence issue, but some of it was the absence of relevant experience from which to draw.

Experience is frequently a key criterion for winning work, and there can be pressure to build ourselves up. “I haven’t done that before” is often followed by ‘but I’m sure I can figure it out.’ That may turn out to be true. But it isn’t being honest with a client.

As I have gained age and wisdom, I don’t feel the need to pretend so much. People still ask if I can help them with things I haven’t done before. Now, I don’t hesitate to tell them the limits of my interest, or expertise. And I am quick to refer them to a colleague who has more relevant experience than I do.

What I have discovered is that being fully transparent only has positive consequences. Many times a client still engages me; maybe, because they believe I can figure it out. Maybe because they appreciate my candor. The worst that has happened? They thank me for connecting them to someone who has the right experience.

3. Don’t build rapport by feigning confusion where you have knowledge.

I am paraphrasing Oriah, but what I take from this principle is to not let the fear of damaging a relationship stop you from speaking the truth.

Building and maintaining relationships is critical to being an effective consultant. It is also what helps us build our book of business, critical if we want to keep working as consultants. Sometimes, in

an effort to maintain a relationship, we may not be as candid as we need to be. We may fear how a client will react if we are too bold in sharing our insights. Or, we may see an opportunity to extend the relationship by holding back some of our knowledge to share it at a later date.

If we desire, first and foremost, to serve our clients and be that valued and trusted guide, we need to let fear and opportunism fall away and share our knowledge and wisdom wholeheartedly. I have been fired for saying things that people didn’t want to hear. I have never been fired for being honest.

Dr. Rebecca Schalm, who has a Ph.D in Industrial/Organizational Psychology, is Human Resources columnist with Troy Media Corporation and a practice leader with RHR International Company, a company that offers psychology related services for organizations worldwide.

THREE GOLDEN RULES FOR BUSINESS CONSULTANTS

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By: Rebecca Schalm


N AT I O NA L A S S O C I AT I O N O FIf you desire to have good time management then you need to have a strategy or an action plan. Following these strategies will help you get the most out of your days.

First thing to do is Prioritize your work.

Start each day by ranking the things that you much do. Starting with the most important and unpleasant tasks first, then go from there. Those things that can wait for later that day should be listed towards the bottom of your list. Don’t make your list too long because there are only so many hours in a day and you don’t want to feel like you will never get it all accomplished.

Second thing is to Assign Work Time Frame for each task.

At first this might not seem realistic but it is mostly so that you will have some sort of idea how long it will take to finish each task. You will find that once you start a task, it won’t really take very long unless it is a big project. If so, then break it down so that you can see some progress.

Third Be Flexible.

Unexpected things come up from time to time so if you have to stop to take care of some other matter, do not worry and stress out if you don’t accomplish a certain task in the time frame you set. Just like the saying goes, “Rome wasn’t built in a day,” so make sure you allow for those time when things come up. Don’t let these things such as phone calls, important emails, kids and life in general frustrate you. The important thing to remember is that you are making progress on your list.

Fourth thing is to Say No if it isn’t important.

Whether you work from home or out of the home there are things that can distract us and waste time. Limit small talk with

co-workers, family, friends, etc., while you are working. Respect your decision to make a plan and stick to it. Others will need to understand that if it isn’t something that needs to be taken care of right this minute then it can wait.

Fifth is to Delegate.

Remember that you probably can’t do everything yourself so if there is a task that you might not be very good at or like doing and there is someone that can do the task then by all means pass it on. In this way the task will get done and you won’t waste time putting it off because you can’t accomplish it yourself.

Compromise when necessary.

As your day progresses the urgency of a task may also change. There may be times when your tasks will need to be re-prioritized, rescheduled, postponed or dropped altogether, making adjustments if things come up that needs your attention is important.

Everyone has limitations and if you realize what those are then you will know what you can work on later to improve those skills or know in advance what tasks you will need help with.

Learning to manage your time is not to stress your day so remember to relax and learn as you go. The more you practice managing your time, the better you will get at it. Time management is so that you will take control of your days and see how much you really can accomplish each day and then enjoy some time with family and friends. This is your only viable option no matter where you are working, this is the only way to accomplish anything worthwhile.

— June 2016

USE THESE EFFECTIvE TIME MANAGEMENT STRATEGIESBy: Merrie C. Weeks

21%BY THE NUMBERS

The percent of U.S. children under the age of 18 who live in poverty. Meanwhile, about 43 percent of U.S. children under 18 live in households designated as poor, near-poor, or low-income.

Source: U.S. CENSUS BUREAU




N AT I O NA L A S S O C I AT I O N O FNational Association of WorkforceDevelopment Professionals1155 15th Street, NWSuite 350Washington, DC 20005

NAWDP Advantage —

Join Amy Landesman and Dan Salemson as they discuss successful strategies for serving job seekers with criminal histories. Each participant receives three, live, 90-minute webinars, as well as access to recorded sessions.

June 27, 2016: Session 1: Legal & Reentry Issues that Impact the Job Search

This session will introduce some of the internal and external barriers people with criminal records — and the people who help them — face when entering the job search process. We will explore concrete strategies to motivate and sustain job searchers throughout what can be a long and often demoralizing process. We will also cover the basics of what employers can find out about a criminal history, and how to deal with criminal background checks.

June 28, 2016: Session 2: Job Search Preparation with a Twist – Resumes, Applications & Interviews for Reentrants

Practitioners struggle to write resumes for people who have been in the criminal justice system, especially those with limited or erratic work experience and skill sets. We will cover key insights into what employers really look for in applicants, how to play up strengths and experiences developed in institutional settings, answering the dreaded “Have you ever been convicted?” question on an application or interview, and overcoming resume and interviewing pitfalls.

June 29, 2016: Session 3: Getting Them Hired – Sealing the Deal with Employers

Some employers are more willing than others to hire applicants with criminal histories. In this session, we’ll cover what employers actually think about this population, and identify the types of employers that job developers and job seekers should be targeting.

Space is limited – Register at www.nawdp.org today!

Breaking Barriers: Incarceration to EmploymentJune 27, 28, 29, 2016

(Three-day webinar series)2:00 - 3:30pm ET

Member fee: $175 | Non-member fee: $225

ADDRESS SERVICE REQUESTED

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