HIRELOCAL STEP BY STEP
Employee recruitment retention and development
Increase the number of jobs in the institution or with the institution’s vendors held by local residents using a targeted recruiting and hiring project including customized training -through-placement job training, along with a community-accessible adult education program
WHO'S AT THE TABLE
- Top-level leadership, including the CFO
- Leadership in the human resources division
- Implementation staff: a member of HR or a supervisor in a department with high turnover
- Professional staff in community outreach and engagement
- Internal Staff Top-level leadership, including the CFO Leadership in the human resources division Implementation staff: a member of HR or a supervisor in a department with high turnover Professional staff in community outreach and engagement External Partners City, state, or regional workforce body, or philanthropic partner, for support in securing wage reimbursements
- A workforce access and training partner who can facilitate any customized job training, with experience in the community
- A regional and well regarded adult literacy and GED completion training agency
The first step in a local hire strategy is to understand some of the employment-related metrics characterizing the community you are partnering with.
A Hire Local strategy calls for tracking data from two angles: your institution’s human capital data, and data about the applicant pool.
How to create an on-the-job cohort-based employee training program
Implement intentional vendor relationship building
Know who your stakeholders are. Establish and share a dashboard.
Establishing a program that helps adults gain digital access and literacy skills, and provides an opportunity for high school diploma or GED completion increases the number of residents who can be eligible for jobs in the institution and with its major service vendors.
Many large anchor institutions establish contracts with major vendors for functions like food, custodial, and security services, and this may represent a large swath of jobs that are inaccessible to local residents unless you have an agreement with the vendors for local hiring.
After studying political science, communications, and history, Lee-Diggs had originally planned to become an activist, but she realized after experiencing the political trenches that politics was not for her.
“Every day is as diverse as the people.” So says Courtney Claiborne of workday encounters in her role connecting Drexel community neighbors to opportunities for training, resources, and jobs.
Derek Holmes really enjoys the work he does, and he loves the interaction he has with doctors, residents, and patients as they come through Drexel Medicine’s Department of Dermatology.
Allison is a Drexel alumna who believes she could not have thrived at any other institution the way she did at Drexel. She credits Drexel’s experiential cooperative education program, known as “co-op,” with allowing her to become invested in learning what it means to move an organization forward.
Sheila Ireland recently made a new move in a distinguished career leading innovative workforce programming.
While she was Director of Workforce & Economic Inclusion for the Office of University and Community Partnerships, Sarah Steltz took the lead in developing and implementing strategies, programs, and policies that shift university culture, increase efficiency, and result in positive community impact.
Terri Ballard is a West Philadelphia resident who took a trip to visit Drexel’s Dornsife Center for Neighborhood Partnerships in the midst of her job search several years ago.