From CEOs to frontline employees providing essential services, workers across the board have been impacted by the uncertainty, stress, anxiety, loss of earnings, and other emotional and physical trauma brought on by COVID-19. These experiences, whether neurological or emotional, can deplete executive functions. Written by an organizational psychologist, this article offers strategies organizations can use to reduce cognitive load and restore balance to employees returning to the office. The three strategies identified are rest, schedule breaks, and implement a phased return to the workplace; acknowledge and name feelings and hire a psychologist to meet with managers; and take steps to help with memory deficiency, including the use of assistive technology and memory tools. Organizations might also want to hold workshops on time management and organizational skills or bring in coaches to help employees use new technology.

This brief illustrates a case study of the Navigator, an online work-based learning platform adopted in North Carolina that offers participants opportunities to learn about different industry sectors and occupations under a continuum of experiences that cover career awareness and career training. Through The Navigator, employers post work-based learning opportunities that counselors, educators, and job coaches can search to find opportunities for their students. The Navigator was developed as part of the National Governors Association’s Policy Academy for Scaling Work-Based Learning.

This report presents four key pieces of an aligned, integrated approach for reemployment. They are: expansion of universal access to skills training; the creation of 21st Century Industry Partnerships among businesses, training providers, the public workforce system, and community organizations; creation of a Reemployment Distribution Fund to support access for income support and wage replacement subsidies during unemployment; and increasing eligibility for supportive services under current federal programs to increase access to the labor market.

This report presents the six characteristics of a high-quality pre-apprenticeship program within the IT industry sector. Each of these characteristics are covered in depth with nationally implemented examples and reflect: transparent entry and success requirements; alignment with employer-led skill requirements; recognition of one or more industry-recognized credentials; skills development with hands-on activities and work-based learning; integration of academic, career exploration and wraparound supports; and transition into a registered apprenticeship program

American workers have suffered loss of work or in some cases a decrease in hours worked because of the COVID-19 pandemic, and this loss has been felt across the country and especially in Hispanic/Latino and African American low-income households. The Center on Education and the Workforce at Georgetown University has released visual presentations of unemployment and job losses data in the U.S. by education level, industry, gender, race, and occupation. Also included are visualizations of the loss of employment income by household. The data covers March through May 2020.

This blogpost illustrates the implementation of the A Better Life (ABL) program in Massachusetts–an economic mobility model for public housing residents that incorporates comprehensive case management, community partnerships with local service providers, an escrow savings account, and work requirements. The blogpost identifies how the COVID-19 pandemic has changed the nature of the coaching provided by the ABL program to help address ABL participants’ basic and mental health needs and how the pandemic has created opportunity for stronger relationships and trust between participants and coaches as these needs are met. Also discussed are shifts in the goal setting process among participants toward meeting immediate needs and how COVID-19 responses have pushed ABL to a “whole family” approach over centering on individual participants.

This Office of Planning, Research and Evaluation report assesses and compares the impact of two models offering cash assistance to Michigan’s TANF recipients to find and keep employment: the Michigan Goal Progress Success (MI-GPS) program (enhancement to Michigan’s TANF program) and the two-step program, the Application Eligibility Period (AEP) followed by the “Partnership. Accountability. Training. Hope.” (PATH) program (Michigan’s existing TANF program). The MI-GPS provides goal-oriented coaching as an enhancement, and AEP/PATH focuses on participation in required work activities. The report reviews the two programs’ implementation as well as the differences in the types of services and assistance delivered, and in employment and earnings outcomes.

The National Association of Workforce Development Professionals (NAWDP) offers a pre-recorded webinar series to provide an overview and introduction to workforce development for new professionals in the field. Curriculum components include: Workforce History; From WIA to WIOA; Policy Layers – How They Work Together and The Importance of Each; Programs and Expected Outcomes; What is LMI?; Working with Business Services; Communication; and Extreme Customer Service. All courses include quizzes and exams, and passing scores are required to attain a Certificate of Completion. Coursework can be accessed and completed at any time between August 17 and September 11. Registration and tuition fees for participating in the Virtual Academy apply to NAWDP members and non-members.

The U.S. Department of Labor, Employment and Training Administration manages the Reemployment Services and Eligibility Assessments (RESEA) program, which provides grants to states to assist individuals receiving unemployment insurance (UI) benefits. This set of resources provides updated information on operations, performance reporting, and guidance and tools for compliance with evidence-based requirements of the RESEA program. The resources are intended to support RESEA grantees in meeting the program’s four intended purposes: reduce UI duration through improved employment outcomes; strengthen UI program integrity; promote alignment with the vision of the Workforce Innovation and Opportunity Act (WIOA); and establish RESEA as an entry point to other workforce system partners.

This report assesses how place-based employment programs can help families navigate support systems, address needs during the pandemic, and help participants reengage with work when the labor market reopens. The report highlights Jobs Plus, an employment program that has been implemented in 35 public housing developments across the country, and includes on-site employment-related services, rent-based work incentives, and a community context supporting work. The community context includes partnerships among local housing agencies, the local workforce development agencies, training providers, employers, and significant social service agencies. The report also highlights evidence of increased earnings among Jobs Plus participants and operational tips for housing agencies as they help families.