The world of workforce is often referred to as an ecosystem, and it’s easy to see why: we all rely on a network of different players with different priorities and different ways of working to make the whole thing work. Career coaches, educators, trainers, employers, and many, many others constantly collaborate to create a labor market in which both the economy and job seekers can thrive.
The interdependence of the workforce ecosystem requires that the people and organizations that belong to it work seamlessly together. That’s why five career coaches from the inaugural Skillful Governor’s Coaching Corps (SGCC) banded together to explore how people who serve job seekers and employers could improve existing processes to better serve both stakeholders.
“Very early on, we realized that agencies across the workforce ecosystem have job seekers and employer partners with different needs and wants,” said Daniel Garcia, a career coach with Mi Casa Resource Center, who was on the action team. “After considering the different make-up of agencies across the workforce ecosystem, we found a few key components to better enhance services to job seekers and employer partners: increasing communication, re-assessing processes, and building trust amongst workforce staff.”
After extensively researching how people serving job seekers and people serving employers could work better together, Daniel and his teammates created a playbook designed to help those in workforce create a better feedback loop between those working with employers and those working with job seekers.
The action team found that, given the unique needs of every organization serving job seekers, the playbook should concentrate on how to assess processes and build trust within an organization.
From the playbook, not yet available publicly, three suggestions in particular stand out:
- Reflect on a recent feedback loop challenge: Identify a time when feedback between employer relations specialists and career coaches could have been better. Have each person describe what happened, with a focus on communication and accountability.
- Design and test your new approach: After assessing areas for improvement, design a new approach and test it out. “Recognize that not all interventions will be new; in some cases, the intervention is the same approach but with new transparency around the flow of communication and purpose.”
- Commit to continuous improvement: Change won’t happen overnight. When teams expect to always improve their processes, be it through more efficient communications or the implementation of a new technology, change becomes not only easier, but embraced.
Other action team members included:
- Leslie Galindo from Employment Services of Weld County,
- Elizabeth Robertson from the Center for Work Education and Employment
- Regina Urenda from the Pueblo Workforce Center
- Angelina Villarreal from the Jefferson County Business and Workforce Center (featured in the video below)