Transcript Keys to Implementing an On-the

Establishing and Strengthening
On-the-Job Training (OJT)
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Let’s put the jobless back to work in
transitional jobs that can give them a
paycheck and a sense of pride. Let’s help
our workers advance with job training and
lifelong education.
President Barack Obama
Source: Take Back America 2007 Conference June 19, 2007
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Today’s Topics
OJT: An Overview
Organizational Commitment and Capacity
Outreach
Making the Match
The Big C: Contracts
Monitoring
Tools and Resources for Implementing OJT
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What is On-the-Job Training (OJT)?
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OJT: An Overview
OJT is an “earn-as-you learn” training option
that the workforce investment system can offer
local employers and job seekers.
Introduces new
technologies or
services, and
provides essential
skills for an
upgraded role.
Provides employer
reimbursement for
costs associated
with training.
Is limited in duration
based on the
training needs of the
participant.
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What are the Goals of OJT?
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Get job seekers back to work via
occupational training.
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Bridge gaps between current skills
and skills required for new job.
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Promote self-sufficient employment
and career advancement.
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Add staff capacity, productivity and
training at a reduced costs to the
employer.
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How Do Job Seekers Benefit?
Earn as they learn!
Acquire job
and career
advancement
skills
Learn in a
hands-on
environment
Opportunity for
long-term
employment
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Testimony from OJT Employees
Broome-Tioga: Construction & Health Management
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How Do Employers Benefit?
Cost reduction for
training new
employees
Employer designs
onsite training
Training is aligned
with skills required
for the
occupation(s)
An investment in
the company
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Testimony from an OJT Employer
David Sullivan, President, Industrial Support Inc., Buffalo-Erie
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Win-Win for the
Public Workforce System
WIA Dislocated Workers Performance Outcomes: 2008
Program-Wide
Results
Basic Skills
Training
OJT
Occupational
Training
Entered
Employment
Rate
72.5%
77.3%
91.5%
85.5%
Employment
Retention
Rate
85.7%
84.1%
89.7%
8.93%
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Employer Testimony (win-win)
Tom Crowley, Crowley Fabricating and Machining
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Organizational Commitment and Capacity
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Getting in the Game:
The Importance of Commitment
Positive actions for success:
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Strong statement from leadership.
Encouragement to local areas.
Set clear state and local goals.
Establish organizational structure.
Assign and train staff.
Allocate resources.
Engage the employer community.
Manage OJT assertively.
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State Strategy and Support for OJT:
Key Steps
 Use OJT as Economic Recovery Tool.
 Issue State Policy and Procedures.
 Provide Guidance and Training.
 Develop Monitoring and Oversight Plan.
 Set Goals and Measure Performance for
Continuous Improvement.
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Where to Begin:
Develop Internal Structure
Establish OJT Policies and
Procedures
Determine Staff Roles
Implement OJT
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Outreach
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OJT? Who Knew?
Why Outreach is Critical
 Each target group needs the message:
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Policy makers in the workforce system
The employer community
The job seekers
The support system (CBOs)
The media
Staff in the workforce system
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Effective Outreach Strategies:
Key Steps
Strategic
Outreach
Plan
Community
Outreach
Job Seeker
Outreach
Employer
Outreach
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Keys to an Effective
Outreach Plan
State the
Plan’s Purpose
Conduct
Customer
Analysis
Set SMART
Goals
Conduct a
SWOT Analysis
Identify
Strategies and
Tactics
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Outreach: Community
Create an organized outreach plan that
integrates direct and indirect methods of
community outreach.
Employer
Associations
Economic
Development
Agencies
Newsletters &
Other
Mailings
Industry
Alliances
PSAs
Social Media
CommunityBased
Organizations
Identify
Champions
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Outreach: Job Seeker
Job seeker-focused outreach may include:
 Educate about OJT benefits
 Teach job seekers to encourage employers to
inquire of OJT training options
 Tap former OJT participants to promote OJT
 Opportunities gained via job search activities
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Outreach: Employers
Employer-focused outreach may include:
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Research companies prior to contact
Segment potential OJT employers
Coordinate with adjacent WIBs
Coordinate employer single point of contact
Emphasize ease of process
Use OJT employers as champions
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The Role of WIBs/
One-Stop Career Centers
One-Stop Career Centers should:
Have up-todate, attractive,
and effective
outreach
materials.
Promote
ancillary OJT
services.
Encourage
alternative OJT
outreach
strategies.
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Making the Match
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Getting to Know You:
Are We Really Right for Each Other?
 Assessing worker suitability:
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Eligible based on assessment results
Needs new skills and likely to succeed
 Checking employer suitability:
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Able and willing to hire and train
Safe and appropriate worksite
Able and willing to retain employee beyond training
period
 Tying the knot:
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The contract and the referral
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Assessing OJT Suitability:
Key Steps
Develop OJT
Trainee
Applicant Pool
Determine
Employer
Suitability
Match OJT
Employers
and Trainees
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OJT Trainee Requirements
Is OJT required
to secure the
position?
What is the best
way to obtain
these skills?
Learning new
skills required
for the position?
Is the participant
likely to succeed
in training?
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Create OJT Trainee Pool
 Survey job seeker applicant pool
 Identify job seekers needing additional
occupational training
 Continuously screen for OJT applicants as
OJT opportunities develop
 Get job seekers in queue for quick referrals
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Assessing Employer Suitability
Conduct Initial site visit to interested employers:
 Explain the benefits of OJT
 Learn about the business
 Use the Pre-Award Employer Checklist.
 Understand more about the possible OJT
position(s)
 Observe the work setting and environment
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Matching Employer and Job Seeker
Follow-up on job seeker OJT leads.
Coordinate events to attract
job seekers and employers.
Identify suitable OJT employers.
Refer trainees with minimum occupation qualifications.
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Matching Employers to Job Seekers
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The Big C: Contracts
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Sealing the Deal:
Why Good Contracts are a Must
 Protecting the public investment
 Everybody agrees on deliverables
 Some keywords for OJT contracting:
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Cover the basics
Follow the steps
Keep it simple
Pick the right option
Build a strong training plan
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Basic Information
OJT contracts must identify:
 OJT trainee position
 Skills and competencies to be learned
 Reimbursement rate
 Length of training
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The Contract Development Process:
Key Steps
Select
appropriate
contract option
Develop
necessary
contract-related
documents
Attach training
plans as
needed
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Rule of Thumb!
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Three Contract Options
Blanket Company
Contract
• Blanket
agreement for
multiple trainees.
• Longer time
period.
• Referral and
training plan
required for each
trainee.
Basic Contract
• Includes trainee,
occupation,
and wage
information.
• Must be
accompanied
by a separate
training plan.
Contract with
Training Plan
• Comprehensive
option with all
OJT details.
• Training plan is
built into the
contract.
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Contract-Related Documents
Contract related documents may include,
but are not limited to:
 Trainee Referral Forms
 Modification worksheets
 Cancellation forms
 Tool/equipment authorization
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Training Plans:
Assessing the Trainee’s Skill Gaps
Employer lists required occupational skills
and tasks.
Conduct trainee skills assessment to
determine current level of occupational
skills.
OJT provider matches skills level to
occupational needs and determines skill
gaps.
Employer assists with estimating training
time for each needed skill.
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O*NET Online:
Job Zone Information
http://online.onetcenter.org/
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Training Plans:
Attach to OJT Contract
Clearly define the expected outcomes of the
training period, including:
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Occupation title
Length of training
Reimbursement amount
Start and end wage rates
Proficiencies to be achieved
How training provided
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Monitoring
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RED FLAGS:
The Importance of Monitoring
 Excessive training periods for lower skill
occupations.
 Training individuals with significant work
experience in jobs already trained.
 Contract modifications allowing payment
while failing to meet performance
requirements.
 Improper payments to training vendors.
 Employer referrals of trainees already hired.
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State Monitoring:
Key Steps
Create an
oversight
system
Perform
on-site
monitoring
Assure local
area
implements its
monitoring plan
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State Oversight Systems
The state is responsible for an oversight system
that:
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Ensures compliance with laws and regulations: state,
local policy, WIA funds.
Reviews local areas and other OJT providers assuring
compliance with their own OJT policies and procedures.
Calls for a “firewall” to ensure monitoring is performed
by staff that did not negotiate or develop the OJT
agreement.
Identifies methods and practices that
enhance improvement of the OJT system.
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What Must the Local Area Do?
Create a monitoring plan that:
Captures “hard”
outcome data and
anecdotal
feedback from
employers and
trainees
Ensures the
employer is
abiding by the
terms of the
contract and
training plan
Includes
mechanisms for
tracking outcomes
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On-Site Monitoring is a Must!
On-site monitoring by the state and local area is
critical. The state must review local operations,
and the local area must ensure that the training
defined in the OJT contract is being delivered
and that reimbursement claims are valid.
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Tools and Resources for
Implementing OJT
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The OJT Toolkit
http://ojttoolkit.workforce3one.org
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The Online Tutorial
Provides self-paced instruction on:
 OJT benefits for employers, job seekers,
and providers
 Effective outreach strategies
 OJT contracts, documents and training
plans
 OJT Monitoring and oversight
 OJT Tools and resources
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The Quick Start Action Planner (QSAP)
An interactive tool for state and local OJT agencies to:
 Determine OJT preparation.
 Determine steps and resources for implementing
OJT.
 Create a customized self-assessment report that
highlights key areas for improvement and provides
links to helpful resources.
Take the QSAP soon!
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A Glance Inside the OJT Toolkit
Policies and
Procedures
Outreach
Materials
Training Plans
OJT Contracts
and
Modifications
Monitoring
Tools
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Establishing and Strengthening OJT
Workshop
One-day training class providing participants:
 Importance of OJT strategy for reemployment
 Completion of the QSAP
 Key elements of OJT for front-line staff
 Access to resources
 Collaboration on successful practices
 Action plan for next steps to implement
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Final Thoughts
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Final Thoughts on OJT
from an Employer and a Job Seeker
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Questions?
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For More Information:
 John Doe, Program Specialist, USDOL-ETA,
Region 2, Philadelphia, PA
Phone: 215 / 269-1234
[email protected]
 Mary Smith, Program Specialist, USDOL-ETA,
Region 2, Philadelphia, PA
Phone: 215 / 269-5678
[email protected]
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Thank You!
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