The suburban stereotype of inner-city youth is not grounded in reality. Inner-city kids are entrepreneurs. We refer to our candidates as “renaissance engineers.” They not only understand the fundamentals of engineering, but they’re also very strong communicators. They feel comfortable in various disciplines, including marketing, finance, and sales. They feel comfortable working with a diverse group of people. They come away from here with an engineering degree, but by the time they leave, they’re also excellent businesspeople.
Lloyd Ruess
Executive Dean
The Center for Advanced Technologies,
and former President of General Motors
 
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{ other business challenges }
challenge: solution:
Shifting demographics are leaving many companies with long- and short-term needs for workers. Companies also often lack the resources and capacity to train existing workers for advanced positions. How can you best recruit, screen, and hire qualified staff, lower turnover and manage downsizing? Establish links with effective community organizations, employer trade associations and educational institutions that provide workforce services beyond your company’s core competencies. These collaborations can help meet clearly defined workforce objectives.
 

Changing technological demands have made it increasingly difficult for employers to find workers that possess the skills needed in today’s workplace. Despite the economic downturn and increasing unemployment, a recent survey by the U.S. Chamber of Commerce showed that half of the employers polled indicated that they have a "hard" or "very hard" time finding qualified job applicants. Old methods of recruiting, hiring, training, and advancing workers are not meeting the needs of either employers or employees. Maintaining the competitive advantage depends upon finding—and keeping—highly skilled and thoroughly trained workers.

According to the national organization, Jobs for the Future, "having the proper fit when a person is hired yields a significant return on investment, reducing both turnover and the need for in-house training." The National Association of Manufacturers’ Center for Workforce Success reports "increasing the level of worker education by one year boosts productivity by 8.5 percent in manufacturing." Further, a study by the National Bureau of Economic Research found that "formal employer-provided training increases productivity anywhere from 10 –16 percent."

Turnover is costly in any economy. Retaining and motivating employees is a vital part of human resources. Today’s companies are making improvements in working conditions, providing ongoing learning opportunities, reconsidering benefits, and increasing work-family options as a means for reducing turnover and improving productivity.

Employers in a variety of industries are deriving enormous benefits from alliances with national nonprofits, community organizations, employer trade associations, high schools, and community colleges that help companies address their human resource challenges. These alliances provide demand-driven, employer-oriented solutions—helping to bring prepared new workers to the right jobs and upgrade the skills of incumbent workers.

find an expert that can help your company with workforce development
 
   
  © 2002 Laufer Green Isaac