Presentation on theme: "Reinventing One-Stop Systems to Flourish in the Internet Environment Larry Good Corporation for a Skilled Workforce 2890 Carpenter Road, Suite 1600 Ann."— Presentation transcript:
Reinventing One-Stop Systems to Flourish in the Internet Environment Larry Good Corporation for a Skilled Workforce 2890 Carpenter Road, Suite 1600 Ann Arbor, MI (734)
Corporation for a Skilled Workforce 2 Some Core Realities America’s Job Bank & Talent Bank -- and state equivalents -- has made traditional staff-managed job listings obsolete. More than 100 private job banks cover everything from high volume to narrow niches Other new technology job listing services: newspapers, TV stations, etc.
Corporation for a Skilled Workforce 3 One-Stops: Still early in roll-out Six years ago, USDOL gave out first one- stop implementation grants Today, many states and workforce boards have not fully rolled out Version 1.0 of their centers Automation beyond Job Banks lags almost everywhere Quality varies widely, but many promising starts and good intentions
Corporation for a Skilled Workforce 4 The big challenge: Accelerating Change One-Stops won’t have long to convince employers, job seekers and community leaders they have value Test is whether one-stops operated by consortia of government agencies can increase their rate of improvement enough to remain viable The rest of the world won’t wait
Corporation for a Skilled Workforce 5 Survival isn’t good enough One-stops really have only two choices: Become agile, entrepreneurial and highly responsive to markets Become irrelevant and die
Corporation for a Skilled Workforce 6 3 Stages of One-Stop Evolution Stage 1: Co-locate, improve customer service Stage 2: Integrate, connect to markets Stage 3: Reinvent the whole enterprise
Corporation for a Skilled Workforce 7 Stage 1: Co-locate Meet basic expectations Initial mating dance among partners Focus on improving customer service Do what we’ve done, but do it more efficiently
Corporation for a Skilled Workforce 8 Stage 2: Integrate Build a unified management structure, common operation and budget Hire managers for centers dedicated 100% to that role Build business strategies, sharpen focus on markets Behave like a business: strategies, targets, agility Explore new services, new funding sources
Corporation for a Skilled Workforce 9 Stage 3: Reinvent Move from combining existing practices to asking key question: are we doing the right work? Tough minded market analysis and prioritization Stop doing things; redesign fundamentals New mantra: do we have adequate customers and markets to be viable?
Corporation for a Skilled Workforce 10 State of Development Most are at Stage 1 A small band of innovators are at Stage 2 Almost no one is at Stage 3 -- but where all must go
Corporation for a Skilled Workforce 11 Opportunities Shift focus from job matching to advising Become excellent at some services -- what are you known for? Develop a strong fee-for-service component -- supports flexibility and ensures centers are in touch with customers Challenge all old operational assumptions -- throw out rule books designed for old systems and build new models
Corporation for a Skilled Workforce 12 Internet is not the enemy Creates great opportunity: get out of busy work and get into adding value for customers Key for state policy-makers: giving permission and setting expectation for reinvention within state agencies involved in one-stop systems.