Provider Best Practices Working with Staff
Training Support Employment, Inc. (TSE), a nonprofit service provider in Minnesota, implemented recruitment strategies that leveraged community connections and targeted a wide-range of potential hires. This promising practice describes how hiring practices led TSE to enact a robust staff training and development program that supports a positive work culture, and rewards a job well done to turn new hires into long-term and highly skilled employees. Read the promising practice here.
This promising practice describes how Advance Opportunities, an employment provider in Minnesota, implemented a multi-faceted approach to address a staffing shortage that was made worse by COVID-19 Public Health Emergency. These approaches included investing in a dedicated HR staff member, changing recruitment methods, starting a mentorship program for new staff, creating a friendly work environment, optimizing their workflows to improve efficiency, and providing financial incentives. As a result, Advance was able to recruit and retain talented employment staff.
Rise, a Minnesota-based nonprofit, implemented new hiring and retention practices to target potential employees in untapped applicant pools. Rise used internal data to better identify promising job candidates and track employee activities to better allocate pay raises. With the creation of employee metrics, Rise was able to define clear paths for professional development and promotions into higher paying positions while rewarding good results. Learn more!
This promising practice describes how Udac, a Minnesota-based provider, stopped providing facility-based 14(c) special subminimum wage employment services and moved toward community-based programs that support individuals to work in integrated settings and engage in their communities. During the transformation process, Udac implemented several strategies aimed at hiring and retaining high-quality employees and supporting them to acquire the necessary skills.
This promising practice describes how Trillium, an employment provider in Washington State, faced staff shortages and implemented several strategies to address them. These approaches included building relationships with their community, supporting staff professional development, empowering their employees, and offering financial incentives for new hires.
At the beginning of their transformation process, service provider AtWork! did not have a training structure in place. Recognizing that job development required a different skill set for their staff, AtWork!
Over the last five years, LCS, a provider in Racine, Wisconsin, has developed the capacity of its staff to expand integrated employment service options. LCS has hired and retained staff who are passionate about integrated employment, and has invested in supporting them to deliver high-quality integrated employment services.
Through state-of-the-art training and other resources, LCS has navigated internal and external challenges to building staff competencies, and has solidified its mission of sustaining highly qualified staff.