Download pdf - The Los Angeles County Workforce Investment Board Presentssyncorsink.pbworks.com/f/Mature+Workforce.pdfThe Los Angeles County Workforce Investment Board Presents: Presenters: • Ted

Mature Worker Presentation County of Los Angeles

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“How to Recruit & Promote a Mature Workforce: Meeting the

Needs of Mature Workers”

The Los Angeles County Workforce Investment Board

Presents:

Presenters:

•  Ted Anderson, Chair, Los Angeles County Workforce Investment Board, Mature Worker Council

•  Lisa Jordan, President, Human Solutions LLC

•  Maricela Quevedo, Northeast San Fernando Valley WorkSource Center

•  Lisa Aradeon, Marina del Rey WorkSource Center

Training Objectives

1.  Explain history & overview of role of nation’s first Mature Worker Council

2.  Compare results of research project initiated by Mature Worker Council

3.  Describe Mature Worker Pilot Project & it’s components

4.  Identify innovative strategies for serving mature workers


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Los Angeles County Workforce Investment Board

Mature Worker Council

The Creation…

Background & History

The Challenge: •  U.S. Department of Labor (USDOL)

statistics made clear U.S. workforce was aging

–  Between 1998-2008, there was a 63% increase in civilian labor force ages 55+

–  By 2018, predicted size of group will increase an additional 43%!

•  Many organizations serving target population saw Title V as only resource for employment & training services


Led to Joining Various Organizations Serving Seniors:

•  Los Angeles County Area Agency on Aging Advisory Council (mandated by Older American’s Act)

•  Los Angeles County commission on Aging (LACCOA)

•  Los Angeles Private Industry Council (PIC)

Became known as Older Worker Advocate


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Limited attention was being paid to rising population of “Baby Boomers” in workplace:

•  Contacted Workforce expert to determine if Workforce Investment Board (WIB) could establish “Older Worker Council”

The Answer: YES!

Strategic Approach Action Item #1: Call on connections &

seek support! •  Area Agency on Aging Advisory Council •  Los Angeles County Commission on Aging •  National Council on the Aging (NCOA) •  Women in Film •  California Commission on Aging •  California Senior Legislature •  Machinists Union •  AARP •  Director of EDD’s Office of Older Workers Advocacy

Strategic Approach Action Item #2: Seek funding for Mature

Worker Worker Council

•  Early 2003, WIB provided financial support for Mature Worker Worker Council

•  Los Angeles County WIB – 1st in U.S. to take such action

•  Used “Council” vs. “Committee” in order to recruit members outside WIB

•  Council elected to use “Mature Worker” vs. “Older Worker”


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Mature Worker Council Mission:

“To increase meaningful employment opportunities for mature workers

to achieve economic security and independence.”

Mature Worker, Staff & Employer Survey

The Results…

Background

Mature Worker Council conducted series of 3 surveys throughout L.A. County:

Survey #1: Mature Workers

Survey #2: WorkSource Center Employees

Survey #3: Employers


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Survey #1: Mature Workers Overall Areas of Concern

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

Knowledge of technology

Lack of computer skills

Long-term employment

Meeting expectations/job

performance

Social acceptance

Younger Workers (ages 16-44)

Mature Workers (ages 55+)

The Survey Provides Actionable Data

Questions for Consideration: •  What do WorkSource Center employees &

Employers say about Mature Workers? •  What can WorkSource Centers employees do to

increase placement of Mature Workers? •  What can Employers do to recruit Mature

Workers?

Next Steps: Data Collection

Survey #2: WSC Employees Perceptions of Employers

•  Employers generally perceived to be neutral towards mature workers (M=2.90)*

•  Positive attributes –  Value maturity (M=3.53) –  View mature workers as team players (M=3.45) –  Value interpersonal skills (M=3.39)

•  Negative attributes –  Need more information about “pluses” of hiring (M=3.93) –  Offer more special programs/benefits (M=2.50) –  Prefer to hire younger workers (M=3.49)

*Strongly Disagree=1; Disagree=2; Neutral=3; Agree=4; Strongly Agree=5


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Survey #3: Employers

Question #27: How to Prepare Mature Workers

•  Technology/computer skills (37%) •  Additional training/education (17%) •  People skills (14%) •  Keep pace with the times (11%) •  Dealing with younger coworkers/managers (6%) •  Flexibility/adaptability (6%) •  Professional appearance (6%) •  Resume & interviewing skills (6%) •  Other (17%)

Survey #3: Employers Question #30: What would you tell Companies

who are considering hiring MW? •  Majority of responses were positive (75%) •  Examples:

–  “They are committed and flexible.” –  “They are an asset to any organization. They may not

have all the computer knowledge of the younger generation, but they are willing to learn and provide much stability.”

–  “You will make a good investment because we are confident, loyal, and should be treasured for our years of service.”

–  “Do it. They are more tolerant and polite and more dedicated because they feel needed.”

Putting It All Together: Survey 1, 2, & 3

•  Mature workers tend to be concerned about: –  Age discrimination –  Computer skills –  Competing with younger workers –  Meeting job requirements –  Learning quickly –  Keeping pace with coworkers –  Company culture

•  WSC employees tend to perceive mature workers as: –  Lacking computer skills –  Lacking technological knowledge –  Harder to place full-time

•  WSC employees tend to perceive employers as:

–  Uninformed about the pluses of hiring mature workers

–  Lacking special programs/benefits to attract mature workers

–  Preferring to hire younger workers •  Employers tend to:

–  Lack targeted recruiting efforts –  Believe mature workers need

training in computer skills, people skills, & flexibility

–  Believe mature workers are not as easy to place

•  Employers view MW as: –  Ethical, loyal, & experienced –  Having credibility, commitment, &

good judgment


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Mature Worker Technical Assistance &

Capacity Building Project Next Steps…

Project Summary

Project divided into four (4) major phases: •  Phase 1: Development of Training Curricula •  Phase 2: Training Delivery & Evaluation •  Phase 3: Evaluation & Reporting •  Phase 4: Technical Assistance

Training was be based on: •  Mature Worker, Staff & Employer Surveys •  Training Analysis •  Research, data, & best practices on Mature Worker

Employment Trends

Phase 1: Development of Training Curricula

Initial Step: Training Analysis

•  Learner Analysis: determine existing skill sets, current tools used, any perceived barriers/obstacles

•  Task Analysis: content of training course, confirm appropriate course design & instructional methods

•  Training Environment Analysis: ID training conditions, introduction of course to system, management of training process


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Phase 1: Development of Training Curricula 1. Mature Worker Toolbox •  Assessment tool to determine customer’s readiness for

training participation •  Series of training modules on identified topics relevant to

Mature Workers ** •  Delivery of each topic is from 1 – 1.5 hours in length •  Written no higher than 6th grade level

2. Workforce Professionals & Employer Training •  Focused on strategies for effectively recruiting, placing &

retaining Mature Workers

Phase 2: Training Delivery & Evaluation

1. Train-the-Trainer: Toolbox Training •  Two-day training •  Toolkit Instruction Manual

Staff are trained on: •  Implementation of pre-employment skills curricula •  Effective strategies for training facilitation & problem

solving

Phase 2: Training Delivery & Evaluation

Staff are trained on: (cont.) •  Demonstrating content knowledge & training skills •  Developing a plan to incorporate Toolbox materials into

existing workforce development services

2. WorkSource Staff & Business Representative Training

•  One-day training •  Focused on increasing understanding of & ability to

address workforce development needs of mature workers


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Phase 2: (cont.) Training Delivery & Evaluation

Training Content: Combination of experiential, didactic & interactive classes reflective of multiple learning styles.

Training Delivery: Based on training analysis, staffing patterns & MW served per location.

Materials Developed

Mature Worker Pre-Employment Training Toolbox – Facilitator’s Guide

•  425+ pages •  8 Interactive

modules •  2 Bonus modules

Materials Developed

Mature Worker Pre-Employment Training Toolbox – Workbook

•  275+ pages •  8 Modules –

Activities •  Bonus materials &

resources


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Materials Developed

Mature Worker Staff Resource Guide

•  180+ pages •  Focused on

strategies for outreaching, placing & retaining mature workers

Materials Developed

Mature Worker Resource Guide & Mature Worker Fact Sheets

•  MW resource sheet •  6 MW Fact Sheets

Additional Activities

•  Development of MW articles for inclusion in local Chamber of Commerce & business-related publications

•  Coordination with County’s Business Services Consultant to ensure consistent message is delivered

•  Development of Speaker’s Bureau, including identification of mature worker “Champions”

•  Roll-out of revised curriculum to all L.A. County WorkSource Centers


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Strategies for Outreaching to & Serving Mature Workers

Promising Practices…

Partnering for Success!

By Maricela Quevedo Northeast San Fernando Valley

WorkSource Center

•  Northeast San Fernando Valley – Approximately 1000 customers per week – 74% over the age of 40 (FY 08-09)

•  Center Challenges – Economic situation – Reduced budget

•  Staffing •  Less training opportunities •  Reduced supportive services

Service Area


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• Reach out to Community Based Organizations • Co-enrollment - A common practice between the

WorkSource partners – Leverage Resources

• Collaboration / Partnerships – Senior Community Service Employment Program – Department of Aging – SER – Jobs for Progress – Department of Rehabilitation – Chrysalis – Meeting Each Need with Dignity - MEND – Pacoima Community Senior Services

Participants receive the most services available Opportunities of leverage costs between Partners that they might otherwise have to incur themselves

Partnership/Collaboration

•  Participants receive the most services available •  Opportunities of leverage costs between Partners

that they might otherwise have to incur themselves

Communication – key to a successful partnership

•  Communication is at heart of every partnership being built at Center

Active collaboration between partners to offer a greater array of services

• Host and Attend Center / Partner Orientations

• Joint meetings • Active Participation in Community

Collaborative Committees & special events

• Follow ups

How We Achieve Success…


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• More efficient allocation of resources • Less duplication of services •  Increased customer choice and satisfaction

– A reputation of providing quality services in community

– Increased number of new & returning visits to Center – Customer Satisfaction Rating currently at 90% – Growing number of employers hosting recruitments

on-site

Outcomes

Your Volunteer an employee a team member a source of information

By Lisa Aradeon Marina del Rey WorkSource Center

Jewish Vocational Services

Some Results

At the Marina, since 2006, we have: •  Increased volunteer hours (6 hrs/month to 50 hrs/month). •  Added 5 more volunteers (increase from 1 to 6)

–  4 active, regular volunteers. 2 for stand-by for appointments. •  Added 5 more services for clients (increase from 2 to 7)

–  Mock interviews, career counseling, multi-level workshops. •  Our volunteers are 45 years and older with management/

HR background.

= Clients connect with employment decision makers.


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Mature Workers = Expertise Our volunteers are valuable because they: •  Have a wealth of information/expertise to share with our

clients. •  Have been part of hiring and firing decisions for entry

level to mid-level positions.

Our volunteers are flexible because they are: •  Changing careers and want to explore options. •  Used to working fulltime and want to keep working while

they look for work. •  Business owners who can set their schedule. •  Semi-retired. •  Retired.

Assessing Needs

What do your clients need? •  Advice from industry insiders? •  Speaking to someone outside the system? •  Additional support?

What does your volunteer need? •  Why do they want to volunteer? •  Why your organization? •  What do they want to get out of it?

The Right Match? Spend time now to save time later Screen volunteers: phone conversation, in person casual

interview, formal application, etc. •  Be realistic about your expectations. •  Convey flexibility in terms of hours and type of work. •  Commit to assisting the volunteer e.g. scheduling client appts. for

the volunteer. •  Discuss a possible trial period. •  Don’t assume they will know exactly what to do. •  Give them the room to develop new services with your guidance.

** Consider inviting the volunteer to attend your Orientation, workshops, etc.


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Checking In: Evaluations

Each visit: •  Verbally check in

at the beginning and end of the visit.

•  Create simple feedback forms for volunteers to use (1-on-1 services, workshops, etc.)

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Feedback from clients

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On-going retention: your service helped my organization, my department, my co-workers, my clients, etc. Provide numbers or stories. •  You practiced speaking English with my client, which

helped her get a job due to improved English skills. •  You proof-read our grant application for XYZ funds, and

we received them. •  Your research about this career path really helped us

create a targeted assessment for client Z. •  This month, 20 people used our donated clothing. Thank

you for being part of that success. •  You have helped us grow our job leads from 20 to 40 this

month, which creates more opportunities for our clients.


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Yearly personalized recognition: create a card in PowerPoint or buy a card, include positive feedback from clients/staff and have staff who know the volunteer sign the card.

Log in

Create a job description and advertise. •  Post ads on Volunteer Match

www.volunteermatch.org •  Google other volunteer sites & post your own

volunteer ads. •  Ask your volunteers to advertise through their

network.

Next Steps…

•  Be familiar with legal requirements related to serving customers with disabilities

•  Create an Accessible environment •  Don’t be afraid to ask! •  Accommodate when requested


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Call to Action!

What Can You Do Next?

•  Review workshop materials again when you return to office

•  Select one thing you learned today that you’d like to follow up on or implement/change & set a timeline

•  Work with staff/management to make it happen!

Thank You!

For More Information:

Richard Verches Assistant Executive Director

County of Los Angeles Workforce Investment Board

(213) 738-2597 711 TTY/TRS

[email protected]