* what works matrix what works matrix general education job matching what works matrix what works matrix costs matrix business assistance subsidies and incentives Operating Costs capital matrix finance Capital labor matrix occupational or industry specific training Labor land matrix physical amenities business site locations market-rate housing Land Introduction

Matching Existing Skills of the Local Labor force with the Needs of Industry
Developing Job Training to Match Industry Needs
Employee Recruitment/Employee Assessment

JOB MATCHING

Job matching programs work in the equilibrium between labor supply and labor demand. These programs seek to bridge the distance between potential employees and employers and shorten transition periods for both. Job matching programs are generally not highly occupation or industry specific, although some programs include a training curriculum that considers the types of industries present in the local economy.

Matching Existing Skills of the Local Labor force with the Needs of Industry

A strategy of some labor force development efforts has been to focus on matching the skills of unemployed or underemployed residents with the needs of local businesses. The focus is not on training workers, but on identifying and marketing the existing skills and experiences of the local labor force.

Examples:

- The South Austin Economic Development Corporation, Chicago, Ill.

The South Austin Economic Development Corporation (SAEDC) was created to address the development needs of the far west side of Chicago. Among the organization's central objectives were industrial retention and attraction and the employment of residents in manufacturing jobs. SAEDC enlisted the help of the Center for Urban Economic Development at the University of Illinois - Chicago (UICUED). UICUED conducted an analysis that determined the needs and experiences of workers in the neighborhood and identified the local industries most likely to offer residents suitable employment opportunities. They focused on those industries that were growing or stable and appeared to be willing to hire local residents.

After further review of the occupational needs of residents and the industrial outlook of the industries they had identified, UICUED recommended six industries for SAEDC to consider in setting its development priorities. SAEDC ultimately narrowed its focus to three industries and reached out to firms in those industries. SAEDC informed the firms about its activities and offering assistance identifying the firms' needs and securing the proper assistance. In exchange, SAEDC asked firms to hire area residents. Eventually, SAEDC conducted more detailed studies of the targeted industries and expanded its efforts to a broader area within a reasonable commuting distance for neighborhood residents. Ranney, D.C. and Betancur, J.J. (1999). "Labor-Force-Based Development: A Community Oriented Approach to Targeting Job Training and Industrial Development." In J.P. Blair & L.A. Reese (Eds.), Approaches to Economic Development (pp. 85-95). Thousand Oaks, Calif.: SAGE Publications.

Developing Job Training to Match Industry Needs

While some labor force development programs focus on matching the current skills of the work force with the needs of businesses, others have focused on creating job-training opportunities that are matched to those needs. After identifying the skills in greatest demand among local

Examples:

- The West Side Industrial Retention and Expansion Network (WIRE-Net), Cleveland, Ohio

The West Side Industrial Retention and Expansion Network (WIRE-Net) is a member-driven organization comprised of 150 manufacturing companies located on Cleveland's west side. Its goal: to help businesses and jobs stay in a community suffering frequent plant closings and downsizing. The organization found that neighborhood manufacturing companies had been overlooked and under-appreciated as tools for building stronger neighborhoods. These firms provided about 60 percent of the community's jobs and most had fewer than 100 employees.

The organization's structure allows it to bridge the gap between the needs of industry and the needs of area residents. WIRE-Net accomplishes its mission by: 1) working with area youth and adults to ensure that manufacturers have a seamless supply of well-trained, job-ready workers; 2) helping companies improve their operations and boost productivity through jointly designed manufacturing technology and sales and marketing programs; and 3) encouraging and supporting real estate investment in our neighborhoods through expansion and relocation projects that meet individual company needs and community investment and redevelopment. West Side Industrial Retention and Expansion Network [online]. For more information: www.wire-net.org.

- The World Class Training Center, Pendleton, S.C.

A partnership between Tri-County Technical College (Tech) and Jacobs Chuck Manufacturing Company in Pendleton, S.C. is an example of a program offering specialized training to current employers, rather than job seekers. Industry specific training is provided at what they call "The World Class Training Center." For over 10 years, Tech has trained Jacobs' employees; Tech, in turn, has benefited from the company's immense success and international growth. The development of the partnership is a lesson in how a highly specialized training program might succeed and grow.

The program developed by the college embraces internationally accepted standards for quality management, Just-in-Time production tools, and other state-of-the-art concepts that have helped participants sustain competitive positions in the global marketplace. The Tech and local industry's mission is to pool and leverage the resources of several autonomous organizations. In so doing it can maximize the impact of training on sustained improvement of quality and productivity.

The partnership has expanded to include several other organizations. The World Class Training Center board of directors extended associate membership to seven local public school districts and to the small business members of the local chamber of commerce. The partnership also established formal relationships with several professional organizations, including the American Production and Inventory Control Society, American Society for Quality Control, Society for Human Resource Management and the Upstate International Trade Association. Garrison, D.C. (n.d.). World-Class Training Center Helps South Carolina Companies Compete Globally. Economic Development Review, 15 (4), 40-42.

Employee Recruitment/Employee Assessment

Employee recruitment or employee assessment programs have become another strategy to bridge the gap that can exist between businesses and the labor force. These programs seek to directly address both labor shortages and unemployment by recruiting potential workers, assessing their skills and providing placement services.

Examples:

- Professional Recruitment Center, Southwest Brooklyn Industrial Development Corporation, Brooklyn, N.Y.

The Professional Employment Recruitment Center offers local businesses free pre-screening and direct placement services. It refers only those applicants who fit a company's specifications. The service saves money and time to businesses searching for qualified employees and helps individuals find suitable employment. Southwest Brooklyn Industrial Development Corporation [online]. For more information: www.swbidc.org.