Cook County Bureau of Economic Development
Cook County Bureau of Economic Development is a government entity. Learn more at www.cookcountyil.gov.
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
- Through in-depth inquiry calls (e.g., under the Good Jobs Challenge), Cook County gathers detailed data about employers’ needs, such as required skill sets, credentials, and job volumes.
- The organization conducts training needs assessments to understand specific workforce challenges and training gaps. This includes identifying deficiencies in structured training processes, such as OJT (on-the-job training), and forecasting training needs by role and skill set.
This content is based on interviews or email correspondence with Michael Thompson in 2024. This draft content has NOT yet been signed off by the organization.
Introducing Workforce Development Opportunities
- Employers are directed to resources like Illinois WorkNet, which provides high-level overviews of training programs and tax credit opportunities.
- Employers are introduced to workforce programs tailored to meet hiring needs, such as On-the-Job Training (OJT), Class-Sized Training, Customized Training, and Incumbent Worker Training. Cook County actively connects businesses with these opportunities to provide financial support and ensure workforce readiness. The approach prioritizes the practical alignment of programs with employers’ immediate workforce challenges.
This content is based on interviews or email correspondence with Michael Thompson in 2024. This draft content has NOT yet been signed off by the organization.
Introducing Your Organization
- The Cook County Bureau of Economic Development positions itself as a funder and implementer of programs that align with community and economic development goals.
- The team builds employer relationships through:
- Workshops
- Roadshows
- Webinars
- Promotional efforts: Flyers, marketing collateral, billboards
This content is based on interviews or email correspondence with Michael Thompson in 2024. This draft content has NOT yet been signed off by the organization.
Evaluating Employer Suitability
- Suitability is assessed programmatically, such as in the Good Jobs Challenge, where employers are onboarded and required to make specific commitments.
- The needs assessment identifies whether employers are equipped to integrate structured training solutions and their readiness to partner on workforce initiatives.
This content is based on interviews or email correspondence with Michael Thompson in 2024. This draft content has NOT yet been signed off 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
- The Bureau prioritizes consistent and timely follow-up as critical to maintaining employer trust and upholding the organization’s reputation as a reliable workforce development partner.
This content is based on interviews or email correspondence with Michael Thompson in 2024. This draft content has NOT yet been signed off 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
- Data collected is primarily from a funder perspective, with limited information on how employers transition from initial conversations to active partnerships.
- Metrics focus on the measurable impact of workforce programs, such as retention rates, skill upgrades, and the financial return from tax credits. Cook County provides data that highlights the practical benefits of hiring from target groups and engaging in subsidized wage programs, offering tangible evidence to support sustained employer partnerships.
This content is based on interviews or email correspondence with Michael Thompson in 2024. This draft content has NOT yet been signed off by the organization.
Explaining Subsidies and Tax Credits
- Subsidies and tax credits are presented as tools to offset talent acquisition costs, with programs like On-the-Job Training (OJT) offering wage reimbursements and Incumbent Worker Training covering upskilling expenses.
- Employers are introduced to financial incentives such as the Work Opportunity Tax Credit (WOTC) for veterans and reentry populations, the Federal Bonding Program, and Enterprise Zone Job Tax Credits for economically disadvantaged hires.
- Concise, two-page overviews from Illinois WorkNet provide employers with clear details on training reimbursements and federal/state tax credits, including benefits for opportunity zones and specific target groups.
This content is based on interviews or email correspondence with Michael Thompson in 2024. This draft content has NOT yet been signed off by the organization.
Gathering Data to Track Employer Metrics
- The Bureau currently collects employer metrics and tracks touchpoints; however, limited data management systems restrict their ability to do so comprehensively.
This content is based on interviews or email correspondence with Michael Thompson in 2024. This draft content has NOT yet been signed off 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.
Collaborating with Other Organizations
- The Cook County Bureau of Economic Development partners with organizations like Skills for Chicagoland’s Future and NIMS to conduct joint outreach efforts, including roadshows and trade association meetings.
This content is based on interviews or email correspondence with Michael Thompson in 2024. This draft content has NOT yet been signed off by the organization.
Challenges
Common challenges and how organizations typically respond to them.
Workforce Development Jargon
- A simplified workforce pitch is used to resonate with employers: “Workforce development is a set of financial subsidies or tax credits that help you to either discount or amortize talent acquisition costs.”
- Cook County uses employer-friendly language that emphasizes direct financial and operational benefits, such as reduced costs through tax credits and access to skilled talent pools. Messaging is customized to reflect employer priorities, such as the value of hiring veterans for their technical and leadership skills or mature workers for their dedication and reliability.
This content is based on interviews or email correspondence with Michael Thompson in 2024. This draft content has NOT yet been signed off by the organization.
Ensuring Compliance with Progammatic and Funding Requirements
- Agreements with partners are amended to include metrics on business development and employer engagement.
- The use of NIMS (National Institute for Metalworking Skills) software and leadership training aligns with established training standards and supports funding compliance.
This content is based on interviews or email correspondence with Michael Thompson in 2024. This draft content has NOT yet been signed off by the organization.
Handling Objections from Employers
- Employers often express concerns about government inefficiency and lack of follow-through. To address this, the Bureau focuses on responsiveness and proactive engagement.
This content is based on interviews or email correspondence with Michael Thompson in 2024. This draft content has NOT yet been signed off by the organization.
Handling Challenges
- Programs are inherited with existing gaps, and the team is tasked with identifying and implementing necessary improvements.
- Limited data management systems hinder the Bureau’s ability to track touchpoints and employer metrics comprehensively.
This content is based on interviews or email correspondence with Michael Thompson in 2024. This draft content has NOT yet been signed off by the organization.
