Successful Strategies for Retail Sector Initiatives NNSP - - PowerPoint PPT Presentation

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Successful Strategies for Retail Sector Initiatives NNSP - - PowerPoint PPT Presentation

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Successful Strategies for Retail Sector Initiatives NNSP Conference, November 2007 PRESENTERS John Halpin, Deputy Director JVS Patrick Mitchell, Program Manager Mission Hiring Hall Kim McKeon, Director, HR Divisional Support,

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SLIDE 1

Successful Strategies for Retail Sector Initiatives

NNSP Conference, November 2007

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SLIDE 2

PRESENTERS

John Halpin, Deputy Director

JVS

Patrick Mitchell, Program Manager

Mission Hiring Hall

Kim McKeon, Director, HR Divisional

Support, Macy’s West

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SLIDE 3

WORKSHOP OBJECTIVES

Outline key components and challenges of a

collaborative retail workforce development system

Provide research and best practices for

career advancement

Identify strategies for engaging employers

and other stakeholders

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SLIDE 4

VISION

To establish a system for residents in San

Francisco with barriers to employment to fill the majority of new jobs in the retail sector, and to provide them the skills and support to retain and advance in their jobs and achieve self-sufficiency

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CONTEXT

Alignment with San Francisco’s economic

strategy

Retail is projected to be the fastest growing

industry in San Francisco

Adding 7,800 jobs from 2002-2012 Within the retail sector, wages increase along with

skills and education, and differentiate between big box and high end stores/product lines

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SLIDE 6

Stakeholders

Employers, Job Seekers and Intermediaries

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SLIDE 7

Employer Challenges and Best Practices

Recruitment Retention/turnover Quality of workforce Training standards Uncertain hiring needs (e.g., holiday jobs) Promoting Career Ladders Engaging community resources

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SLIDE 8

Employee/Job Seeker Challenges

Living wages Benefits Consistent hours Pathways to self-sufficiency Opportunities for training, overcoming

barriers

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SLIDE 9

Current Retail Training Landscape in SF

Mission Hiring Hall/SOMEC JVS Goodwill City College Other CBO’s Organized Labor

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SLIDE 10

Challenges in the Current Workforce Development System

Lack of a comprehensive, coordinated

system to respond to employer and workforce challenges

Fragmented employer engagement Duplicate client outreach and services Limited assessment and training standards Limited effort on career advancement Limited collaboration Limited funding Shifts in labor market

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SLIDE 11

Other Training Models/Best Practices

JEVS Retail Skills Center

King of Prussia, PA

Providence Skills Center

Providence, RI

Priority Retail Resource Center

San Marcos, TX

Institute for Sales and Service Excellence

Palm Desert, CA

Customer Service Learning Center

Culver City, CA

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SLIDE 12

Creating a Retail Training System

Goals and Key Components

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GOALS FOR A RETAIL TRAINING SYSTEM

Place 500 people (with barriers to

employment) in new retail jobs per year

Help 100 low-wage incumbent workers per

year advance in retail or across sectors

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SLIDE 14

Retail Sector System Model

Embrace City’s economic strategy Coordinate and “steer” public/private

workforce services

Employer-based and streamlined system Address skills gap and workforce quality Improve career advancement and sector jobs

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SLIDE 15

Key Components

Outreach to job seekers, CBOs and

collaborative partners

Coordinated employer engagement

Marketing Contact management Commitments to the system (e.g., on-the-job

training, stable work schedules)

System of coordinated referrals

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SLIDE 16

Key Components (cont.)

Standardized assessment tools addressing

employment barriers

Basic skills Job readiness skills Soft skills Vocational skills

Coordinated tracking and case management

  • f participants within and outside of the

system

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SLIDE 17

Key Components (cont.)

Skills Training: Classroom and Experience

Based

Customer Service Retail Sales Retail Management Logistics Custodial Clerical Security

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SLIDE 18

Key Components (cont.)

Career Advancement

Career ladder research (within & across sectors) Career advising Skills training

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SLIDE 19

San Francisco County - Economic Modeling Specialists, Inc. - 8/07

Retail Sales Career Ladder

Store Manager Assistant Manager Department Manager Retail Sales Product Specific Sales Commissioned Sales Team Leader Cashier Retail Sales Associate Team Member Seasonal Counter and Rental Clerk

Level 3 - Management Training and/or 4-year degree Level 1 - Customer Service Skills and/or High School Diploma Level 2 – Short- to moderate- term On-the-Job Training

San Francisco County – Economic Modeling Specialists, Inc. - 8/07

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Inter Sector Career Ladder

San Francisco County – Economic Modeling Specialists, Inc. - 8/07

Zone 2 Zone 3 Zone 1

Stock Clerks Mail Clerks Janitors Retail Sales 1 Cashiers Food Concession & Coffee Shop Food Preparation Baggage & Valet

Short-term OJT Short-term OJT Short-term OJT Short-term OJT

Desk Clerks

Short-term OJT

Retail Sales 2

Short-term OJT

CS Reps Tellers Office Clerks Reception & Info Clerks

Short-term OJT Short-term OJT Short-term OJT Moderate OJT

Nurse Aides Home Health Aides

Short-term OJT Post-secondary vocational

Bookkeeping & Accounting Clerks Administrative Assistants

Moderate OJT

Medical Assistants Medical Transcriptionists

Moderate OJT Post-secondary vocational

Retail Managers Retail Buyers

Work experience

Hotel Manager

Work experience

Social/Human Services Assistants

Moderate OJT

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Key Components - Employer Engagement

Focus Groups – Curriculum Development Advisory Boards Employer Participation in Program

Guest Speakers/Panels Field Trips Hiring Events

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Tools for Employer Relationship Management

CRM Database “How To” Guides, Scripts and FAQ’s Employer Engagement Model and Workplan

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JVS EMPLOYER PARTNERSHIP MODEL

Level I Level II Level III Level IV Level V

Common Benefits Benefit to Employer Examples of Activities Description of Program Engagement Employer Examples

  • Reduced in-house

training cost

  • Improved retention

in your facility

  • Ability to provide

staff onsite training in needed skills

  • Candidates trained

to your specifications

  • Increased JVS

responsiveness to recruiter needs

  • More opportunities

to observe potential candidates

  • Access to leveraged

funding for training

  • Opportunity to pre-

screen job candidates

  • Input into new

training programs

  • Increased aware-

ness of successful workforce models through Adv. Bd and focus groups

  • Increase community

visibility of your

  • rganization
  • Refer employees to

JVS training programs

  • Strengthen career

advancement

  • pportunities
  • Increase quality and

pipeline of job candidates

  • Wells Fargo
  • Macy’s
  • Safeway
  • Laguna Honda
  • Microsoft
  • On Lok Senior Svcs
  • Borders
  • Chinese Hospital
  • Hyatt Regency
  • Mills Peninsula

Increase quality and pipeline of job candidates Increase visibility of your organization in the community

Preceding activities, &

  • Customized training

for specific hard-to-fill positions

  • Retention services

and career coaching for new hires and your employees

  • Onsite training for

your employees Preceding activities, &

  • Refer instructors to

JVS programs

  • Recruiter presenta-

tions to JVS staff

  • Letters of support for

grant proposals

  • Clinical rotations

Preceding activities, &

  • Speakers/presenta-

tions at JVS events

  • Internships or job

shadowing

  • Informational &

mock Interviews

  • Focus groups
  • Advisory Board

Preceding activities, &

  • Refer employees/job

seekers to JVS services

  • Participate in JVS job

fairs

  • Nominate JVS hires

for Strictly Business Employee of the Year Award

  • Jobs online
  • Hiring JVS candidates

Long-standing relationship with JVS, supporter of JVS clients and programs. Established hiring relationship, consistent input in program design, some financial support. Strong relationship with JVS; reliance on JVS for training and recruitment; collab-

  • ration in program

development; JVS incorporates employer feedback re: recruit- ment practices, etc. Greater and more regular involvement in JVS programs, collaboration in new program development; JVS is becoming a resource in hiring and training Some relationship is

  • established. Employer

may have participated in one or two events, come for a tour, hired

  • nce, etc.

Early stage of relationship. Just establishing a knowledge of JVS programs and services and defining relevance to employer needs.

Objective: To Improve the Caliber of Job Applicants, Increase Employee Skills and Raise Retention through Partnerships with JVS – Resulting in Increased Financial Self-Sufficiency for JVS clients

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SLIDE 24

Financing Models

Community Development Tax Increment

Financing

Advocacy for Sector-Based Funding Employer Support Other

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Conclusions and Recommendations

Conduct additional research around customer

service skills – innate or trainable?

Develop curriculum for career ladder

progression with industry organizations

Advocacy for changes in employment

structure and hiring

Market retail as a career track job Outreach to retail unions to develop

relationships around shared goals

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SLIDE 26

Questions?

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