What does it take to get a middle skill job?

What does it take to get a middle skill job? The stories below illustrate the power of a little bit of help strategically focused on the transition into college-level course work. Both Allen and Jennifer participated in the JVS Pre-College Program, funded by SkillWorks, which helped them overcome a significant barrier to attaining postsecondary credentials.

Allen Guerrero

Twelve years out of high school, Allen Guerrero wanted to go back to school to become a medical coder.  Unfortunately, although he tried, Allen was not able to pass the mathematics portion of the college placement test and was therefore unable to take the courses that he needed to pursue his career path.

Allen found help by enrolling in the JVS Pre-College Math Class in Fall 2009.  The class helped him refresh the math skills he learned in high school and he passed the college placement test. Filled with new confidence, he enrolled into Bunker Hill Community College in the Spring of 2010 in hopes of obtaining a certificate in medical coding.

”The things I learned in this pre-college program go beyond just mathematics,” says Allen.  “I learned that it is never too late to retool, refocus, try hard, and learn new skills.” Allen has just finished his first semester of college, earning all A’s in his classes and plans to take English and Math next semester. Allen is well on his way to reaching his goal of becoming a medical coder.  “I encourage anyone who wants to achieve their goals faster to follow in my footsteps.”

Jennifer Cox

Jennifer Cox has been employed at Hebrew Senior Life as a certified nursing assistant (CNA) for the last two years and is part of the Hebrew Senior Life’s nursing career ladder program.  Jennifer enrolled in the JVS Pre-College Math Class prior to enrolling in college in the Fall of 2008.

Jennifer says the JVS program was effective because she shared a personal connection with her instructor. Jennifer says, “The same person helped me with every single session and understood the areas that I needed to work on. My instructor at JVS took the time to help when I needed more time to understand the material.”

“I learned many new skills at the program such as how to study and take notes effectively, how to break down math problems, and how to challenge myself.” Jennifer passed her college placement test and finally had the chance to go to college with the skills needed to succeed. Jennifer received her LPN Certificate from MassBay Community College in July 2010. Eventually she wants to go back to college to become an RN.

“I highly recommend the JVS Pre-College program to everyone because it was so helpful in helping me learn how to manage my time, get organized, and be a better student.  It has really allowed me to take the right steps toward my goal of becoming an R.N.”

The path to acquiring a middle skill job is not easy but is definitely feasible.  As we can see from these stories, key aspects of success include a personal connection with tutors/coaches, flexible and condensed pre-college courses suitable for working adults, and industry-focused curriculum that allows participants to move toward their career goals.  As a result of these and other program elements as well as hard work, both Allen and Jennifer are on their way to achieving the credentials needed for a middle skill job.

To learn more about the JVS pre-college program, please visit www.jvs-boston.org


The business benefits of investing in lower-wage workers

In our last post, we discussed the approach that one business, Nypro, takes to investing in its workforce.

A just-released business brief from the National Network for Sector Partners talks about the benefits of making these investments.  Through case studies and interviews, the brief makes the case that training and advancing lower-wage workers has top and bottom line benefits–increasing revenues while decreasing expenses for businesses who make these investments.

According to the brief, which features several Massachusetts employers, including Visiting Nurses Association of Eastern Massachusetts; Harvard Vanguard Medical Associates; and Chelsea Jewish Nursing Home,  employers around the country that are building their bottom line by unlocking the potential of their lower-wage workforce.

Are you an employer interested in learning more?  Five fundamentals common to all employers interested in developing their lower wage workforces include:

  • One or more influential internal champions to promote the value of the initiative
  • An able and willing workforce, ready to take advantage of the training opportunities offered
  • An evidence-based business case for sustaining and improving the program
  • The ability and willingness to offer support to workers while they are in training
  • Dedicated, skilled management of the program

The overriding lesson is that employers who treat their basic-skill workforce as a durable asset — as a locus of quality and a source of steadily increasing skill and performance — find that their business is materially better for their effort. These are some of the returns they describe:

  • Revenues improve as quality and customer satisfaction rises.
  • Costs go down as errors, corrections, and vacancies diminish.
  • Employee teams become more productive and cohesive.
  • Less time is lost on supervisory interventions, customer complaints, and re-working.
  • The costs of excessive turnover — especially vacancies, recruitment, and re-training— all drop sharply.
  • The company’s reputation improves among both customers and potential employees.
  • The company becomes a magnet for the most motivated and productive workers.

Business needs to step up in STEM education

A dwindling supply of college graduates in STEM fields matched with an increasing supply of future STEM jobs is a recipe for labor shortages and constraints on economic growth.

Yesterday, Mass High Tech issued a call to action for businesses help build a pipeline of workers with STEM skills. Making investments to skill up our current workforce is a great place to start. There are great examples of businesses who have stepped up to provide on-site skills training, tuition advancement, and release time, not only to managers but also to line level staff in order to facilitate their education and advancement and build a pipeline of talent for critical positions.

Two-thirds of our 2020 workforce is in the workforce today. While it’s important to build a K-12 STEM pipeline, it’s also critical to invest in today’s workers.

Right here in Massachusetts, Nypro has a partnership with Fitchburg State College to deliver a plastics technology certificate program that’s both customized to their needs but that also articulates to a portable Associates Degree. This provides tremendous opportunity for both incumbent workers at Nypro to upgrade their skills as well as job seekers interested in a career in manufacturing. In fact, Nypro’s Angelo Sabatolo, Corporate Director of Training and Organizational Development, recently shared that many students enrolled in Nypro University are not Nypro employees, and that Nypro does sometimes end up training their competitors. He says, however, that Nypro sees its investment in training as a way to build its own workforce as well as a way to strengthen the industry as a whole.

As Mr. Sabatalo says, “The development and sustainability of a quality workforce demands a significant and continued investment in education and training. [H]uman capital is our most valuable asset. [L]earning and professional development (are) strategic elements to our success.”

The same holds true for the Commonwealth.

What are we doing to give Massachusetts residents the skills to compete?

Today, 45 percent of jobs in Massachusetts are “middle-skilled,” requiring more than a high school diploma but less than a four year degree. What are we doing to ensure our labor force has the skills to be successful in these jobs?

It’s an election year and jobs are on every candidate’s agenda. In Washington, a national jobs bill is being debated.

Here in Massachusetts, the governor and Legislative leadership are proposing new jobs bills as well.

We hear about “green” jobs and the growing job sectors in health care, education and business services. But, what we don’t hear enough about is how to make sure we have a workforce, trained and ready to take these jobs on.

Today, 45 percent of jobs in Massachusetts are “middle-skilled,” requiring more than a high school diploma, but less than a four-year degree. We must ensure that our labor force has the skills to be successful in these jobs.

Employers in our major industries often indicate that it’s difficult to find people who are well-prepared to work in their sectors even in the midst of a recession. Developing strategies to address our middle skills deficiency is critical to our state’s economic growth.

That’s why SkillWorks has made addressing the middle skills crisis a priority. SkillWorks is a 10-year, $25 million investment partnership to improve workforce development in Boston and in the commonwealth. Working with foundations, government, community organizations and employers, SkillWorks is investing in training programs; preparing people for and connecting them to postsecondary education; supporting public policy efforts to create better pathways to post-secondary training; and prioritizing its efforts in growing sectors in our state’s economy.

During the initiative’s first five years, SkillWorks’ Partnerships provided training for more than 3,000 people: of which 1,100 received wage increases, more than 600 found new employment in target sector jobs, and more than 200 were promoted. 

More than 30 local employers participated in this effort, with many of them increasing their own investments in workforce development. Working with state policymakers, Skillworks has also been able to leverage new public resources through the Workforce Competitiveness Trust Fund, now a national model for sector based job training.

From SkillWorks’ experience, a major barrier to advancement for many workers is the lack of a postsecondary credential or certificate, and it’s not because people are not trying. A recently released report by the national Demos Think Tank found that almost 40 percent of those who enroll in occupational certificate programs fail to earn a credential of any type within six years.

We know that at least two major obstacles contribute to this problem. First, many students lack essential academic preparation for postsecondary study, and they end up wasting valuable time and money in remedial education classes that can take years to complete. 

If they can overcome this barrier, many adults face an additional hurdle of working to finance their education and living expenses while trying to keep up with their studies part time.

These part-time adult students have very few financial aid options. If they succeed, the gains are substantial: those who are awarded certificates earn median annual salaries 27 percent greater than those who leave school with no postsecondary credential. And the salaries earned by those with community college certificates in engineering and health care are close to what bachelor’s degree-holders in the social or natural sciences earn.

SkillWorks is partnering with Jewish Vocational Service and area health-care employers (including Marina Bay Skilled Nursing and Rehabilitation Center) to tackle these challenges head on. Over the next three years, more than 200 of their employees will participate in college preparation with extensive coaching, support and tuition assistance. More than 50 employees are currently on track to receive health-care certificates and degrees, and 10 already have.

As state policymakers seek to get unemployed workers back to work and provide opportunities for employers to grow their workforce, they need to focus on helping more workers attain postsecondary credentials. This work should include creating better bridges to postsecondary education; more financial aid options for part-time students; and a stronger community college system.

The benefits of one- and two-year credential programs are immediate and profound for both individual workers and our state’s economy. Our state’s economic growth depends on a workforce that’s trained and ready for 21st-century jobs.

This OpEd was published in the Allston-Brighton TAB on March 31, 2010 and was co-authored by Loh-Sze Leung and Jerry Rubin.