Program Implementation

Tips to Implementation: Agencies interested in implementing a successful work advancement program like Tiered Employment should consider the makeup of their clients and the focus of the program. For example, an agency needs to identify whether it is a welfare-to-work program or a training/educational program and how the Tiered Employment model would add to its service delivery. In addition, a program needs to obtain buy-in from all involved parties and staff to enable it to run efficiently.

Keys to Success: EDSI cites the following factors as major contributors to its success in Philadelphia and Pittsburgh:

• Be thorough with clients – according to EDSI, people sometimes fail to show up for work because they do not understand all the details. EDSI staff make a special point to cover all the information clients need to get to their workplace and perform successfully. For example, EDSI helps clients plan the proper bus routes and have their job developers tour the sites prior to client placement.
• Open communication – this applies to communication throughout the EDSI staff, in that case managers need to communicate a client's abilities to job developers, who in turn must communicate to employers to properly match a client with a job.
• Employer buy-in – EDSI "sells" its customers to the employers, as job developers teach employers how Tiered Employment benefits their bottom line. The idea is that once the client gets his or her foot in the door, that client can advance through the system. EDSI carefully considers the fact that employers have different needs and can offer only certain types of positions. EDSI works carefully to maintain contact with employers and ensure their needs are being met. Also, by developing a network of diverse employers, EDSI helps its clients develop and leverage transferable skills.

Successes: EDSI's success with the Tiered Employment Program is dependent on the consistent nature of the strategy. To help clients retain employment, several steps are taken: implementing clear goals that clients must reach before advancing to the next employment level; contacting working clients at least once per week; developing strong relationships with both employers and clients; offering cash to clients during emergencies; offering financial incentives for job retention; empowering clients to use supportive services; and most importantly, making each client feel supported throughout the process. EDSI notes that clients feel confident they are not going to be dropped after 6 months, which leads to the clients increased self-esteem and participation in the Tiered Employment Program.

Other Lessons Learned: While the Tiered Employment Program provides a great structure for the average client to find and maintain employment, it does not work as well for the hardest to serve customers. EDSI runs one of Philadelphia EARN centers, but it contracts with outside providers to meet the needs of clients facing domestic violence, substance abuse, mental health, generational poverty, and other issues.