business services training skills wi

WORKFORCE 2.0TRAINING + TECHNOLOGY = INNOVATION

Tuesday, February 19, 13

Who we are: • Founded 2005 (Division of Launchpad)• Founders - Staffing & Workforce Development

What we do: Amplifying results of WFD w/ Training & Technology solutions

Why: Passionate about re-employment. Goal is to help put America Back To Work!

ABOUT WORKFORCE 2.0


EmployerCentric

Processes

Workforce Development

Cloud Technology

HOW IT WORKS

Launchpad Careers


WORKFORCE DEVELOPMENT

City of Los AngelesCounty of Los AngelesLA County Office of EducationCity of Long BeachCounty of OrangeCity of AnaheimCity of Santa AnaSouth Bay WIBCity of PasadenaMonterey County City of San BernardinoUrban LeagueGoodwill IndustriesArborWomen Helping WomenRubicon Programs

OVER 30 SUCCESS STORIES

COMMUNITY COLLEGES

Long Beach City CollegeCoastline Community CollegeSanta Monica City CollegeLos Rio Community CollegeRio Hondo Community CollegeConsumnes Community CollegeSkyline Community College

ECONOMIC DEVELOPMENT

City of Los AngelesLAEDCValley Economic Development CorpManaged Career GroupBarrio PlannersLa Maestra Community CentersVermont Slauson EDCICON Economic DevelopmentFAME Assistance Corporation


THE TEAM

Abraham JankansChief Enthusiasm Officer

Melissa JankansChief Operations Officer

Mike AlpertSr.. Consultant

Elyssa FoxImplementations Manager

Nicholas RaelCustomer Service


BUSINESS SERVICES EXPERIENCE

15,000 sales calls • 4,000 interviews • 1,500 placements


BUSINESS SERVICES INTRODUCTIONS

NAMEREGION

TAKEAWAY


TODAY’S AGENDA

9:30-10:30 AM - Session I • System refresher • Demand-driven model introduction/

overview • Labor market research/ prospecting • Exercise

Break - 10 mins

10:40-12:00 pm - Session II• Identifying decision makers • Pre-call planning • Business outreach • Exercise II

Lunch - 45 minutes

1:00-2:30 pm - Session II• Identifying business needs • Value proposition aka “pitching workforce” • Overcoming objections • Exercise III

Break - 10 mins

2:40-4:00 pm - Session IV • Securing the order • Inventory management - matching • Fulfillment & service delivery • Exercise IV - Matching • Closing


HOUSEKEEPING GUIDELINES


SYSTEM REFRESHER


SESSION I: DEMAND-DRIVEN


SUPPLY DRIVEN MODEL


DEMAND DRIVEN MODEL


+ 42%PLACEMENT OUTCOMES

0

38

75

113

150

Supply Demand

Los Angeles County TSE ProgramExceeded goal by

100 placements in 6 mos.

CASE STUDIES: LA COUNTY


85%PLACEMENT RATES 15%

85%

CASE STUDIES: LONG BEACH CITY COLLLEGE


1. STARTS AND ENDS WITH AN EMPLOYER

DEMAND-DRIVEN METHODOLOGY


2. PROCESS IS JUST AS IMPORTANT AS PASSION



3. MOVES FAST



SYSTEM: CHATTER


DEMAND-DRIVEN PROCESS

REAL-TIMELMR

EMPLOYEROUTREACH

EMPLOYERNEEDS

ANALYSIS

VALUEPROPOSITION

SECURINGJOB ORDERS

INVENTORYMANAGEMENT

IDENTIFYDECISIONMAKERS

MANAGINGHIRING

PROCESS


SESSION I: LABOR MARKET RESEARCH


What does it mean: Seeking companies with cash (preferably new cash)

What it doesn’t mean:Anticipating hiring based on macro cluster data.

FOLLOW THE MONEY


FOLLOW THE MONEY: EXAMPLE


Nov 11, 2012 Hurricane Sandy: Just over 4.8 million customers without power in 15 states

FOLLOW THE MONEY:


FOLLOW THE MONEY:

$425MM


FOLLOW THE MONEY:


FOLLOW THE MONEY: CHANNELS

Investment Community• Angel Investors Groups• Venture Capital• Private Equity Firms• Economic Development

Publications• Local Business Journal• Blogs• Company press releases• Commercial real estate announcements

Job Boards• Indeed.com• Monster.com• Industry Job Board

Staffing Agencies• Manpower• Aerotek•Adecco


FOLLOW THE MONEY: CHANNELS

01.28.13 - IN THE NEWS• Local Business Journal• Blogs• Company press releases

11.26.12 - INVESTORS• Angel Investors Groups• Venture Capital• Private Equity Firms• Banks & SBA• Economic Development

FEB Job Boards• Indeed.com• Monster.com• Industry Job Board

Staffing Agencies• Manpower• Aerotek• Adecco


FOLLOW THE MONEY: TECHNIQUES

Keywords: (your city + company + hire)

or

(city + company + investment/ venture capital/ private equity/ raised)


EXERCISE I: FOLLOW THE MONEY

1. GROUPS OF 52. THINK OF WAYS YOU CAN FOLLOW THE MONEY IN YOUR REGION.3. SEARCH YOUR AREA FOR OPPORTUNITIES4. GROUP SHARE


BREAK


SESSION II: IDENTIFYING DECISION

MAKERS


EMPLOYER: DECISION MAKER HIERARCHY

VITO

INVESTOR

MANAGER

HR, RECRUITER, STAFFING


INVESTOR BUYER PERSONA“BRAD”

• GREAT TO WORK WITH. • UNDERSTANDS VALUE OF HUMAN CAPITAL. • THEIR THE ONES COMPLAINING TO GOV. WALKER ABOUT HUMAN CAPITAL SHORTAGES• HARDER TO FIND, BUT GREAT WAY TO GET TO VITO.


EXECUTIVE BUYER PERSONA“VITO”

• BEST TO WORK WITH. ECONOMIC BUYER • UNDERSTANDS VALUE OF HUMAN CAPITAL. • TIME IS $$$ DON’T WASTE• DELIVER RESULTS!!!


MANAGER BUYER PERSONA“MELISSA”

• GOOD TO WORK WITH. • TECHNICAL HIRER - MAKES HIRING DECISION. • TYPICALLY WHERE WORKING RELATIONSHIP WILL BE.


RECRUITING BUYER PERSONA“ANGELA”

• DON’T START HERE, • END HERE. • AVOID IF YOU CAN. • SCREENS CALLS• TOO BUSY• WILL ASK TO SEND RESUMES AND NOT PROVIDE FEEDBACK• YOU CAN WIN OVER!


FINDING DECISION MAKERS

1. START WITH COMPANY FIRST

2. GOOGLE SEARCH FOR CEO, CIO, CHAIRMAN, EXECUTIVE, DIRECTOR, ETC.

3. SEARCH LINKEDIN & TWITTER


DEEP-DIVE

Active


SESSION II: PRE-CALL PLANNING


“Failure to prepare is preparing to fail.”- John Wooden


PRE-CALL PLAN CHECKLIST

Write out your objective

Research company

Research prospect

Prepare 5 questions minimum

Anticipate their need

Determine your value proposition

Define your differentiation (other than free)

Anticipate objections

Bring show and tell - resumes!!!


RESEARCHING SKILLS WI SYSTEM


RESEARCHING EMPLOYERS


RESEARCHING EMPLOYER CONTACTS


SESSION III: BUSINESS OUTREACH


PREPARING THE PITCH

• Clear introduction• Leverage government• Make value proposition• Reference competitors• State your objective • Keep it short to the point• Know your close


BE A CONSULTANT

• What are the employers problems...are you sure?• How do you know?• How might they solve the problem on their own?• What are the feature benefits you offer?• What do your solutions mean in dollars?• What do they value?• How well do you know their business/ industry?


LEVERAGE YOUR CHANNELS

WIB Boards & Referrals

EconomicDevelopment

StaffingAgencies

InboundMarketing

WHERE DO YOUR LEADS COME FROM?


PREPARING THE PITCH

Introduction:Good morning/afternoon (name), my name is ______ with [agency]. Iwas referred to you by [referral source] and wanted to introduce myself. Did I catch you at an okay time?

Body:Great, well I wont take too much of your time. We’re a government funded program with many local partners, and we assist employers such as your self with acquiring a trained workforce. We’re 100% free service, and our objective is to really help you continue to grow.

Close:I wanted to schedule a time to briefly chat with you about your goals for growth and how we may be able to assist and hopefully accelerate that.

How does your schedule look this [recommend time].


GETTING PAST THE GATEKEEPER

• May be receptionist or hiring assistant.• Speak assertively andconfidently.• Act as if you are someone ofimportance and you will be treated as such.• Don’t mention recruiting or staffing.• Leverage your referral.

Tip: Use speakerphone.


APPOINTMENT CLOSING TIPS

• Recommend times• Ask them “do you have your calendar in front of you?”• Coordinate through their assistant. GREAT TIP!!!• Soft close - I’ll just stop by• Coffee close• ALWAYS send calendar invite


EXERCISE II: CREATING YOUR PITCH

1. GROUPS OF 52. COME UP WITH THE BEST 30 SECOND PITCH AND CLOSE3. PITCHES4. CLASS VOTING


LUNCH


SESSION III: IDENTIFYING EMPLOYERS

NEEDS


MEETINGS 101

• Establish rapport right out the gate - Weather, current events, observations, etc• Be interested in them• Find common interest• State the objective of the meeting• Be aware of frame control• Dress to impress• Don’t overstay welcome• Did you remember the coffee?• Let them do the talking• Have something to show


EMPLOYER NEEDS ANALYSIS

EMPLOYER NEEDS QUESTIONNAIRE

1. What is your role with the company?

2. Tell me about the company from your perspective?

3. What are some of the challenges facing your industry and your company currently?

4. Why do you believe these challenges exist?

5. How are you coping with these challenges?

6. What do you like or dislike about the current way you are solving the problem?



EMPLOYER NEEDS QUESTIONNAIRE (CONT.)

7. What solutions have you tried in the past?

8. How did they work?

9. How do you envision staffing playing a role as a solution?

10. How do you envision training playing a role as a solution?

11.What do you like or dislike about the current way you are solving the problem?

12. What greater capabilities would you like to have which you currently do not have, or know are available?



EMPLOYER NEEDS QUESTIONNAIRE (CONT.)

13. How would having [the above capabilities] help you execute on your mission?

14. What is this challenge costing you in time, money and lost opportunity?

15. How would you procure a solutions?

16. When would you like a solution in place?

17. Who is involved in the procurement process?

18. Who else has this challenge?



WHY IS HAVING THIS INFORMATION IMPORTANT

1. You are conducting customer validation

2. You are developing your customer personas

3. Positioning yourself to be consultative

4. Who else has this challenge

5. Uncover hidden opportunities


AVOID “C” EMPLOYERS

C-EMPLOYERS WILL:• Waste your time• Cost tax payer money• Take advantage of freebies• Take advantage of workers

C-EMPLOYER TRAITS:• High employee turnover• Telemarketing or shady sales• VITO is disconnected and doesn’t care for workforce• Slow hiring process• Screens out qualified candidates


SEEK “A” EMPLOYERS

A - EMPLOYERS WILL:• Embrace workforce development• Give you access to their company• Will challenge you to improve

A - EMPLOYER TRAITS:• Stable or rapid growth• Managers are involved in hiring• Low to moderate turnover• Has some form of training• Financial secure


EXERCISE III: EMPLOYER NEEDS QUESTIONNAIRE

1. IN GROUPS 2. COME UP WITH 2-3 QUESTIONS YOU CAN ASK AN EMPLOYER? 3. SHARE WITH CLASS


SESSION III: VALUE PROPOSITION

“PITCHING WORKFORCE”


THE KEY ELEMENTS TO A PITCH

1. The “BIG IDEA”2. Identify the problem3. Identify the solution4. Reference customer success 5. Make their life easier - do work for them. (service)6. Get referred to Hiring Manager/ or HR7.Briefcase Close - Resumes & Services


THE KEY ELEMENTS TO A PITCHTHE “BIG IDEA”“Vito, it was great meeting. I think we can help you expand by 25%, with a variety of services we offer.

STATE THE PROBLEM“Clearly, your lack of production capacity is a challenge. Finding people with all 3 of your required qualities is going to be difficult.”

IDENTIFY THE SOLUTION“However, we identify people with 2 of 3 of your qualities and then, bring in our local technical college and develop a short term training program or OJT program, or tax credit...etc.”


THE KEY ELEMENTS TO A PITCHREFERENCE CUSTOMER SUCCESS“In fact, we worked with XYZ company and were able to help them hire 25 people in 90 days, and now they have capacity to expand.”

MAKE THEIR LIFE EASIER“Don’t worry, I’ll work with our team to manage the process. We’ll post the openings for you and conduct the recruiting events. Who within HR should I speak with.”

BRIEFCASE CLOSE“BTW, I brought a few resumes with me for you to take a look at. I’ve also put some of these recommendations on paper for you.”


SESSION III: OVERCOMING OBJECTIONS


OBJECTIONS & RESPONSESCandidates must have experience in A, B & C.

That’s great. What if we find you candidates with 2/3, would you consider them?

You have to work with our staffing firm.

We’d love to partner with your staffing firm, in fact we already work with them. They get many of their candidates from us actually, so now you can go directly to the source.

We’re not hiring. Why? Under what scenarios would you be in a place to hire more staff?

What does workforce development do? Have your pitch ready!

Obama taxes me too much, I don’t want to work with government.

I voted for the other guy...lol?We’re not just government, we’re public and private partnership.


THE CLOSE & FOLLOW UP

• REVIEW ACTION ITEMS• SCHEDULE NEXT MEETING - MOMENTUM IS KEY• THANK CLIENT• THANK THE RECEPTIONIST, TRY TO BUILD RAPPORT

DON’T SUCK AT EMAIL• SEND EMAIL THANK YOU FROM CAR• DON’T WAIT 3 DAYS TO FOLLOW UP•


THE EMAIL

DON’T SUCK AT EMAIL• DON’T WAIT 3 DAYS• DON’T SEND SPAM INTRODUCTIONS

BE AWESOME AT EMAIL• SEND EMAIL THANK YOU FROM CAR• SEND RECAP OF MEETING AND NEXT STEPS• SHARE INTERESTING NEW INFORMATION TO PROSPECT


EXERCISE IV: OVERCOMING OBJECTIONS

1. GROUPS OF 2 2. PRETEND TO BE IN MEETING3. EMPLOYER & BUSINESS SERVICES4. COME UP WITH OBJECTIONS5. CREATE RESPONSES6. SHARE


BREAK


SESSION IV: SECURING JOB ORDERS


SYSTEM: TRACKING JOB ORDERS


SECURING JOB ORDERS

BEST PRACTICES• UNDERSTAND THEIR HIRING PROCESS • WORK DIRECTLY WITH THE HIRING MANAGERS• MAINTAIN CLIENT CONTROL• QUALIFY JOB ORDERS


HIRING PROCESSES

Job Application HRIS Recruiter Phone ScreeningScreeningInterview

Qualifications InterviewApprovalInterviewReference,

Background, Drug Screening

Job OfferHired


SYSTEM: SENDOUTS


HIRING MANAGER

WHY WORK WITH HIRING MGRS• THEY UNDERSTAND THE REQUIREMENTS OF THE JOB• THEY MAKE THE HIRING DECISION • ARE COACHABLE/ FLEXIBLE• WILL PROVIDE DIRECT FEEDBACK


EMPLOYER CONTROL

WHAT: EMPLOYER CONTROL MEANS HAVING SIGNIFICANT INPUT AS TO THE HIRING AND SCREENING PROCESS.

WHY: RESULTS IN MORE AND FAST HIRES BY EMPLOYER. IT’S FOR THEIR BEST INTEREST. HOW:• RELATIONSHIP IS WITH VITO OR MGR.• YOU ALSO SHARE YOUR PROCESS• DEMONSTRATE EARLY SUCCESS • SEND ONLY QUALIFIED PARTICIPANTS BASED ON AGREED PARAMETERS.


QUALIFYING JOBS

A• Working directly with the hiring manager, open to your process• Achievable qualifications• Good compensation• Ready to hire• Only needs to see a few candidates• Good company

B • Has a combination 3-5 of the above• Coachable, willing to work with you

C• Only able to work with human resources or staffing agency• Job is purple squirrel - Rocket scientist for minimum wage• Good compensation - Below market wages• Ready to hire - Not serious about hiring, just screening candidates• Wants to see more than 3 participants• Bad company


NEGOTIATING REQUIREMENTS

EVERYTHING IS NEGOTIABLE:• HIRING MANAGER TYPICALLY SETS TOP 3 REQUIREMENTS • MOST REQ. ARE MADE UP AND NOT NECESSARY TO PERFORM THE JOB. • HUMAN RESOURCES THEN ADDS THEIR OWN

MOST NEGOTIABLE AREAS• COLLEGE DEGREE • SKILLS SETS • SIMILAR TECHNICAL EXP• EX-OFFENDERS*

LEAST NEGOTIABLE AREAS• NON-RELEVANT INDUSTRY EXPERIENCE• COMPENSATION (FOR VOLUME HIRES)• EX-OFFENDERS*


EXERCISE V: FIND AND ELIMINATE PURPLE SQUIRREL

1. GROUPS OF 5 2. REVIEW THE LIST OF JOB OPENINGS3. DETERMINE WHICH IS PURPLE SQUIRREL4. COME UP WITH WAYS TO NEGOTIATE


CURRENT JOB OPENINGSSHIPPING/RECEIVING

CLERK

• BACHELORS DEGREE• 3 YEARS PRIOR EXPERIENCE• STRONG MS OFFICE • CLEAN BACKGROUND• FLEXIBLE SCHEDULE• $8.00 PART TIME

ENTRY-LEVELPRODUCTIONSUPERVISOR

• BACHELORS DEGREE• STRONG COMMUNICATION SKILLS• STRONG MS OFFICE, SAP OR ERP• CLEAN BACKGROUND• 3RD SHIFT• $32,000.00/ YEAR

INBOUNDCALL CENTER

• MULTIPLE OPENINGS• PRIOR EXPERIENCE A PLUS • GREAT COMMUNICATION SKILLS• INTERMEDIATE COMPUTER SKILLS• MUST WORK SATURDAYS• $15/HOUR


CURRENT JOB OPENINGS• BACHELORS DEGREE• 3 YEARS PRIOR EXPERIENCE• STRONG MS OFFICE • CLEAN BACKGROUND• FLEXIBLE SCHEDULE• $8.00 PART TIME

ENTRY-LEVELPRODUCTIONSUPERVISOR

B

• BACHELORS DEGREE• STRONG COMMUNICATION SKILLS• STRONG MS OFFICE, SAP OR ERP• CLEAN BACKGROUND• 3RD SHIFT• $32,000.00/ YEAR

INBOUNDCALL CENTER

A

• MULTIPLE OPENINGS• PRIOR EXPERIENCE A PLUS • GREAT COMMUNICATION SKILLS• INTERMEDIATE COMPUTER SKILLS• MUST WORK SATURDAYS• $15/HOUR


SESSION IV: INVENTORY MANAGEMENT


TRIAGE PARTICIPANTS

AB

B

B

C

CCHARD

SKILLS

SOFT SKILLS

MOTIVATION


INVENTORY MANAGEMENT

A

B

C

A

B

JOB ORDERS PARTICIPANTS

MATCHING

XTuesday, February 19, 13

5 STEP TO BOOST PLACEMENT

1.QUICKLY GET ALL A-PARTICIPANTS PRESENTED/ REFERRED TO A-JOB ORDERS.

2. NEGOTIATE B-ORDERS TO A-ORDERS.

3.QUICKLY PROVIDE NECESSARY TRAINING TO B-PLAYERS TO MOVE THEM TO A-STATUS.

4. STOP ALL ACTIVITY ON C-ORDERS.

5. FUNNEL C-PARTICIPANTS TO REQUIRED INTENSIVE SERVICES TO MOVE THEM UP THE SCALE.


SESSION IV: FULFILLMENT


BEST PRACTICES

RECRUITMENT EVENTS:• DRAMATICALLY INCREASE LIKELIHOOD OF HIRE• PROVIDES FOR MODE EMPLOYER CONTROL• PERFECT FOR ANY NUMBER OF POSITIONS• GREAT WAY TO PREP PARTICIPANTS

SETUP• ONSITE OR OFFSITE• YOU OR STAFF COORDINATE ALL INTERVIEW TIMES• FACILITATE INDIVIDUAL OR GROUP INTERVIEW PREPS • DEBRIEF EACH PARTICIPANT AFTER• MEET WITH HIRING MANAGER IMMEDIATELY AFTER TO CLOSE ON PARTICIPANTS


REMOVE BOTTLENECKS

X

X


REVIEW: TAKEAWAYS


DEMAND-DRIVEN MODEL


REAL-TIME LABOR MARKET RESEARCH


RESEARCHING EMPLOYERS & DECISION MAKERS


BUSINESS OUTREACH “PITCHING”


EMPLOYER NEEDS


INVENTORY MANAGEMENT


THANK YOU


business services training skills wi

Documents

demanddriven methodology

demand driven modeltuesday

countysupply demand

long beach city colllege

pm session iv

supply driven modeltuesday

business services experience

objections exercise