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Midwest Asian Health Association
Midwest Asian Health Association is a nonprofit organization. Learn more at maha-us.org.
Introductory Conversations and Assessment
How organizations conduct initial needs assessment with employers, introduce workforce development in general as well as their own organization’s programs, and gauge whether an employer could benefit from workforce development programs.
Learning About Employers' Needs
- Staff gather employer details through in-person meetings, phone calls, or follow-up emails. MAHA prefers to conduct these meetings at the employer’s location, so staff can understand the workplace environment and prepare job seekers accordingly.
- Because MAHA has a strong local presence, employers often first connect with various MAHA staff members. These leads are then funneled directly to the workforce development team to evaluate fit, review training alignments, and discuss specific employer needs.
- MAHA collects core details to make precise matches, including company contact info, industry type, available positions, job descriptions, required qualifications, work schedules, wages, hiring timelines, and specific certifications (such as food handler permits for restaurant roles).
- When an employer hires a MAHA participant, MAHA uses that connection as an opportunity to introduce its services and turn the single hire into a long-term partnership.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
Introducing Workforce Development Opportunities
- MAHA recognizes that successful employment outcomes often require access to a broader workforce ecosystem beyond the services MAHA provides directly. Through its community partnerships and referral networks, MAHA connects employers and job seekers with additional workforce development, education and training, supportive services, and community resources. MAHA works to identify and facilitate connections to appropriate external providers based on individual and employer needs, including opportunities related to job training, education, career development, supportive services, and other employment-related resources. This approach allows MAHA to serve as a bridge between employers, job seekers, and the broader network of workforce resources in the communities we serve, while leveraging partnerships to address needs that fall outside MAHA’s direct service capacity.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
Introducing Your Organization
- MAHA establishes credibility and presents its value proposition to employers by presenting the organization as a collaborative partner that offers active listening, transparency, and continuous feedback.
- MAHA builds trust from the beginning by sharing the exact flyers and promotional materials given to job seekers. This gives employers full visibility into MAHA’s programming so they have a clear, accurate sense of how candidates are being prepared.
- Rather than pushing a rigid agenda, MAHA staff focus on truly listening to each employer’s specific needs. Staff use those initial conversations to show that they genuinely understand the business before presenting a candidate and explaining why they believe the match is a good fit.
- Staff actively invite feedback on candidate performance, learning what suited the employer’s needs and taking note of any concerns, so they can either coach the current candidate further or refine what qualifications to look for next time.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
Evaluating Employer Suitability
- While MAHA does not use rigid criteria, staff evaluate prospective partners through ongoing conversations to ensure the relationship is a good fit for job seekers.
- As staff get to know an employer, they look for partners that demonstrate willingness and readiness to work with different populations. The best partners have more inclusive hiring practices, an openness to a wider candidate pool, and show a willingness to make accommodations that ensure a safe, inclusive work environment.
- MAHA values employers who can clearly define job expectations. Vague requests (like asking for a general “office assistant” without clear duties) make it difficult to fully understand the role, which can prevent a successful long-term fit for both the candidate and the employer.
- MAHA seeks partners who maintain open communication and feel comfortable sharing details with staff. Signs that an employer might be harder to work with include unresponsiveness to check-ins, high turnover, or a lack of transparency.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
Establishing Employer Relationships
Ways that organizations follow up or otherwise build relationships with potential employer partners. How do organizations keep employers’ interest and stay top of mind, despite how busy they may be?
Following Up via Phone and/or Email
- Employers are assigned a dedicated primary point of contact, typically the counselor or employment specialist who managed the placement. Staff make themselves accessible via phone, text, and email, as well as platforms like WeChat, meeting job seekers and employers where they are already comfortable to make communication as convenient as possible.
- Rather than waiting for issues to arise, MAHA staff proactively reach out within the first two weeks following a job placement to check in with both the employer and the new hire to see how the transition is going.
- To maintain long-lasting partnerships, MAHA continues check-ins at regular intervals (such as 30, 90, and 180 days) based on program requirements, supporting employee retention and offering ongoing assistance long after the initial hire.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
Employer Visits to Service Provider Locations
- MAHA invites employers to visit its facilities throughout the relationship-building process, offering on-site tours so partners can experience programs firsthand and see the full scope of support available.
- When visiting MAHA headquarters (218 W. 26th St.), employers are greeted by the entire available team so they know who is behind the work, before transitioning to a primary point of contact who leads the facility tour and handles ongoing relationship management.
- Employers are able to view a wide range of resources in one setting, including an on-site mental health clinic, a Wednesday and Thursday food pantry, and public benefit navigators on the first floor. These comprehensive support services are available to job seekers, their families, and even the employers themselves if needed.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
Service Provider Visits to Employer Workplace
- MAHA’s preference is to conduct site visits with employers when establishing a partnership to better understand them and serve as a better “matchmaker” between job seekers and employers.
- Staff tour the workspace with the employer to see where a role is located, who the candidate will interact with, and what the flow of work looks like for the day to ensure a right fit for the culture and atmosphere. The goal is to get an accurate sense of what the experience will be like for the job seeker.
- The team uses information gathered during the visit to coach job seekers through what to expect on their first day, helping them feel more comfortable, confident, and prepared for the environment they are entering.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
Job Fairs and Hiring Events
- MAHA staff regularly attend job fairs hosted by partner workforce development agencies. Staff use these events to build new connections with agencies, meet new talent, and strengthen regional workforce collaborations.
- When supporting employer-hosted job fairs, MAHA brings additional community resources to assist participants and their families with public benefits and social services, addressing holistic needs beyond employment.
- Job fairs serve as a primary outreach tool for MAHA to meet prospective employers in an environment where they can get familiar with MAHA’s team and candidate pool, and to learn about the benefits of working together.
- Staff actively participate in targeted resource fairs, such as those hosted biannually by the Mayor’s Office for People with Disabilities (MOPD). These events allow MAHA to connect directly with job seekers for programs like Milestone, while also building relationships with city, county, and state agencies.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
Metrics and Financial Factors
How organizations collect and share information about expected outcomes and potential financial rewards and incentives.
Sharing Metrics and Return on Investment with Employers
- MAHA shares data with employers throughout the relationship-building process, presenting both quantitative results and qualitative community connections to show the true value of working together:
- MAHA shares key program numbers, like job placement rates at 100% of contractual goals, strong enrollment numbers, program longevity, and high completion rates, to show a track record of success.
- Because of MAHA’s hyper-local focus in Bridgeport, employers often want to know who else in the neighborhood works with them. MAHA shares these local partner connections so employers can see real examples of nearby success and community impact.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
Explaining Subsidies and Tax Credits
- MAHA presents available subsidies and tax credits to employers not as a one-size-fits-all sales pitch, but by first listening to the employer’s specific labor needs, operational requirements, and candidate skill expectations.
- MAHA begins by letting the employer explain their hiring goals. Staff then match the employer to the MAHA program best suited for their specific situation.
- For employers facing seasonal demand or looking to offer opportunities to youth, MAHA presents the Illinois Youth Investment Program (funded by IDHS). The program fully funds 50 paid summer internships for young adults (ages 16–24) while the employer provides hands-on learning and workplace supervision.
- For positions requiring low English proficiency or entry-level skills, MAHA utilizes its city-funded Employment Preparation and Placement Program (EPP). MAHA presents this to employers who share the job seeker’s language background or are willing to train candidates on the job, matching candidate capabilities to the employer’s comfort level.
- Through the state-funded Milestone program (IDHS Division of Rehabilitation Services), MAHA provides specialized support for candidates with developmental disabilities or mental health conditions. MAHA presents this option to employers seeking tailored candidate matching, pre-placement preparation, and ongoing support for both the business and the employee.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
Organizational Level Considerations
How organizations are set up to build partnerships with employers, and how they leverage relationships with other organizations for better outcomes.
Organizational Structure, Resourcing, and Staffing
- There are four members of the MAHA team. Each person plays an important role in the employer engagement process.
- Program Director: Provides strategic oversight, oversees day-to-day operations, cultivates employer partnerships, and represents the organization across community and employer networks.
- Program Coordinators: Responsible for outreach to new employers, the Program Coordinator manages recruitment events, attends job fairs to source opportunities, and initiates new employer connections.
- Employment Specialist & Employment Counselor: Works closely with the job seeker and the on-site workplace managers to support individual candidate placement and retention.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
Collaborating with Other Organizations
- MAHA views peer organizations as collaborative partners rather than competitors, recognizing that no single agency can serve every need. When job seekers require specialized services, such as culturally specific support or unique language capacity, MAHA leverages formal and informal network relationships to refer clients to the right agency and receives similar warm referrals in return.
- At the community level, MAHA maintains open collaboration by inviting partner organizations to events, sharing information, and executing warm handoffs so job seekers know exactly who they are meeting when transitioning between programs. This is an important practice when connecting job seekers to the broader workforce ecosystem.
- When possible, MAHA partners with trusted employers on formal grant proposals. In these initiatives, MAHA secures grant funding to recruit and train candidates specifically tailored to the employer’s needs, giving the employer priority access to well-prepared talent while receiving ongoing MAHA support.
- When collaborations are formalized, such as through a Memorandum of Understanding (MOU) or joint grant project, MAHA clearly outlines all responsibilities, expectations, compensation structures, and budget allocations in writing so all partners remain aligned.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
Challenges
Common challenges and how organizations typically respond to them.
Ensuring Compliance with Progammatic and Funding Requirements
- When initiating a partnership, MAHA conducts an onboarding session to establish program guidelines, clarify documentation needs, and explain the purpose behind required forms—such as rules governing subsidized youth internships. A key part of the strategy to maintain a successful relationship with employers is to keep communication channels open and to provide key information early in the process.
- MAHA sets early expectations regarding response times and reporting frequency, ensuring employers know how to submit weekly timesheets and quickly flag any workplace concerns so staff can support both the intern and the host supervisor.
- To make compliance as seamless as possible, MAHA accepts forms, signatures, and updates through whatever channel works best for the employer, including email, text photos, or direct handoff during site visits. The organization emphasizes flexibility and a willingness to work with employers.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
Handling Objections from Employers
- Some employers are initially uncertain about working with MAHA because they do not know what to expect regarding candidate quality and readiness, feel hesitant about program time commitments, or worry about what happens if a new hire is not a great fit. MAHA addresses these concerns by using clear expectation-setting, open communication, and hands-on support.
- To address uncertainty about candidate quality and readiness, MAHA explains its full suite of services up front and uses onboarding sessions to set clear expectations around candidate preparation, quality, and workplace standards.
- To counter hesitation around time commitments, MAHA clarifies exact program expectations early on so employers do not feel locked in. To support long-term retention, MAHA conducts structured check-ins with the employee at set benchmarks (such as 30, 60, 90, or 180 days) to ensure they are adapting well and staying on track.
- MAHA encourages open communication so concerns are addressed before they grow into larger problems. Staff coach managers on how to approach tough workplace conversations while simultaneously providing follow-up support and improvement plans for the job seeker.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
Handling Challenges
- MAHA recognizes that a “one-size-fits-all” approach does not work for employer partnerships. Instead, MAHA tailors its support based on the employer’s needs, while grounding every relationship in core practices.
- MAHA adapts its strategy to fit each employer’s specific hiring needs, timelines, and comfort level, offering flexible, high-touch support like weekly check-ins for new partners while allowing established partners to operate more independently.
- Regardless of custom needs, MAHA keeps every partnership grounded in foundational steps: understanding hiring requirements, maintaining open communication, and building strong rapport so employers feel comfortable reaching out for ongoing support.
This content is based on interviews and/or email correspondence with Chakera Wong in July 2026. This draft content has not yet been approved by the organization.
