Program Implementation

Tips to Implementation: When considering implementing a similar program, agencies should understand that recruiting employers and employees is critical to the success of an employer–based work advancement and retention program. Additionally, dedicated and flexible case managers are necessary to recruit employees before and after work and implement the program during times when incumbent workers are able to participate in training (non–work hours).

Keys to Success:

• Strong relationship with Workforce Business Services: Project EARN recruits employers by leveraging Business Services employer relationships; for instance, by approaching employers who have completed a supervisory training course for their incumbent workers through the Workforce Board.

• Employer buy–in: In addition to offering employers services (increasing the stability of their workforce and developing career ladders), successful cases evolve when employers offer something to the program, such as providing employees with paid release time.

• Dedicated and flexible staff: Case managers in the Project EARN program must work non–traditional hours to be available to recruit incumbent employees and attend trainings before and after work.

• Ongoing and intensive training for program staff: Case managers receive ongoing training in subjects such as conflict resolution and case note writing.

• Bilingual materials: Project EARN has bilingual staff and access to translators so all program materials can be available to participants in their first language.

• Support service screening tool: Having a support service screening tool allows staff to complete screenings efficiently.

• The things we learned in Project EARN, would later be used in all of our subsidized employment programs including the Enhanced Transitional Employment Grant (for newly released inmates from our prison system) that starts next month. It helped our Job Developers learn more about the way front–line supervisors think, which is something we often don’t get to see. Normally, job developers interface with HR folks or even CEO's but very seldom those folks on the front–line. They also learned more about shift work and the dynamics around that. Currently, we hire our Job Developers with the understanding the job isn’t an 8–5 day. Sometimes they have to show up at 11 in the evening or 6 in the morning, in order to talk with the customer before the work day starts or as it ends. That also gives them the opportunity to have a short visit with the supervisor to check on our customer’s performance.