City of Chicago Department of Family and Support Services
City of Chicago Department of Family and Support Services is a government entity. Learn more at www.chicago.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
- Employer information is collected ad hoc through emails or conversations, sometimes using a checklist, primarily focusing on hiring needs, qualifications, and training requirements.
- Checklist questions cover hiring expectations, background check policies, supervision, and flexibility for youth challenges.
- Employers are categorized by geography, training programs, and demographic focus.
- During the partnership process, DFSS collects feedback from employers about their requirements, preferences, and working conditions.
This content is based on interviews or email correspondence with Lisa Hampton, Chadra Lang, and Mark Sanders in 2024. This draft content has NOT yet been signed off by the organization.
Introducing Workforce Development Opportunities
- DFSS introduces workforce opportunities through delegate agencies and partnerships, such as Skills for Chicagoland’s Future and RiseKit.
- The organization shares information about workforce development options verbally or through written materials during conversations.
- The focus is on long-term impact and career pathways rather than temporary jobs, emphasizing readiness and consulting with employers.
This content is based on interviews or email correspondence with Lisa Hampton, Chadra Lang, and Mark Sanders in 2024. This draft content has NOT yet been signed off by the organization.
Evaluating Employer Suitability
- DFSS assesses employers through structured onboarding and Memorandum of Understanding (MOUs).
- Suitability is assessed informally during initial conversations based on alignment with delegate agencies’ capabilities, youth needs, employers flexibility, and populations served.
This content is based on interviews or email correspondence with Lisa Hampton, Chadra Lang, and Mark Sanders 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
- Follow-up practices are email-based, often informal and not systematically tracked. They consist of check-ins and satisfaction surveys.
- Feedback loops with employers are underdeveloped; DFSS relies on sporadic updates or partner reports for outcomes.
This content is based on interviews or email correspondence with Lisa Hampton, Chadra Lang, and Mark Sanders in 2024. This draft content has NOT yet been signed off by the organization.
Service Provider Visits to Employer Workplace
- DFSS facilitates limited and informal visits to employer workplaces primarily through delegate agencies to address employer-specific needs.
- DFSS conducts site visits to ensure safety and suitability for youth before establishing partnerships.
- There are mandatory site visits as part of onboarding.
This content is based on interviews or email correspondence with Lisa Hampton, Chadra Lang, and Mark Sanders in 2024. This draft content has NOT yet been signed off by the organization.
Job Fairs and Hiring Events
- Job fairs are promoted ad hoc, such as through hiring events like the Allied event.
This content is based on interviews or email correspondence with Lisa Hampton, Chadra Lang, and Mark Sanders 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
- Metrics tracked include enrollment, training completions, job referrals, hires, wages, and retention.
- Sharing this data with employers is inconsistent and often informal.
This content is based on interviews or email correspondence with Lisa Hampton, Chadra Lang, and Mark Sanders in 2024. This draft content has NOT yet been signed off by the organization.
Explaining Subsidies and Tax Credits
- Staff lack expertise to discuss incentives like tax credits. No current practices are in place for presenting this information.
This content is based on interviews or email correspondence with Lisa Hampton, Chadra Lang, and Mark Sanders in 2024. This draft content has NOT yet been signed off by the organization.
Gathering Data to Track Employer Metrics
- DFSS uses ECM (Enterprise Content Management), Excel spreadsheets, and other reporting tools to monitor delegate agency outcomes, including demographics, geographic data, and employment metrics.
- All stages of employer engagement are tracked, from initial contact to placement and retention.
- Limited capacity exists to analyze or utilize employer-related data for relationship building.
This content is based on interviews or email correspondence with Lisa Hampton, Chadra Lang, and Mark Sanders 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.
Organizational Structure, Resourcing, and Staffing
- DFSS has limited centralized employer-facing roles, primarily represented by:
- The Corporate Partnership Team (four people)
- Deputy Commissioner: Workforce Services Division contact for employer engagement.
- Manager for the Workforce Services Division.
- Youth Division staff, who focus on employer engagement for internships and youth employment programs, works through delegate agencies for placements.
- Employer-facing staff roles are distributed across divisions and delegate agencies, each independently responsible for employer engagement within their focus area.
This content is based on interviews or email correspondence with Lisa Hampton, Chadra Lang, and Mark Sanders in 2024. This draft content has NOT yet been signed off by the organization.
Collaborating with Other Organizations
- DFSS collaborates with organizations like Skills for Chicagoland’s Future and World Business Chicago for employer referrals.
- Delegate agencies are expected to maintain independent relationships and share placement opportunities.
This content is based on interviews or email correspondence with Lisa Hampton, Chadra Lang, and Mark Sanders in 2024. This draft content has NOT yet been signed off by the organization.
Challenges
Common challenges and how organizations typically respond to them.
Ensuring Compliance with Progammatic and Funding Requirements
- Compliance is monitored using tools like ECM (Enterprise Case Management) to track metrics and adherence to program guidelines.
This content is based on interviews or email correspondence with Lisa Hampton, Chadra Lang, and Mark Sanders in 2024. This draft content has NOT yet been signed off by the organization.
Handling Objections from Employers
- Employers often express skepticism due to past mismatches or limited communication.
- Different agencies have different training protocols and job readiness standards, which can lead to inconsistencies for employers receiving candidates.
- DFSS addresses concerns verbally, highlighting delegate agency strengths and workforce readiness when feasible, and by focusing on long-term partnerships and engaging employers in training, mock interviews, and networking events.
This content is based on interviews or email correspondence with Lisa Hampton, Chadra Lang, and Mark Sanders in 2024. This draft content has NOT yet been signed off by the organization.
Handling Challenges
- Employers may have immediate needs for resources, while the workforce system struggles to prepare candidates in time or anticipate future job openings.
- Challenges include logistical barriers (e.g., transportation), unrealistic employer expectations, and a lack of preparation for youth on their rights.
- DFSS has limited follow-up capacity to track employer satisfaction or outcomes beyond the initial referral. This lack of structured feedback prevents iterative improvements in the employer engagement process.
- DFSS aims to improve targeting and feedback loops but faces capacity limitations.
This content is based on interviews or email correspondence with Lisa Hampton, Chadra Lang, and Mark Sanders in 2024. This draft content has NOT yet been signed off by the organization.
