Data-Driven Success: Transforming Workforce Development Through Strategic CRM Use
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The Future of Workforce Services: How AI Is Fragmenting Workforce Pipelines
Tuesday, Nov 04, 2025
AI is transforming the workforce, with companies like Mercor hiring experts to train specialized AI models—reducing entry-level roles that once served as stepping stones for future leaders. As automation reshapes…
Three of the Most Common Barriers to Employment for Dislocated Workers and How to Help People Overcome Them
Holding on to Unrealistic Salary and Benefit Expectations
You can help people deal with this by running a workshop titled How to Find Out How Much Jobs Pay and What Benefits They Offer. This could feature labor market information experts sharing resources, websites and other ways to get this information. You can also propose a strategy where people look for and take a lower paying job or a temporary job as a transitional employment strategy while they keep pursuing a better job.
You will often get pushback and resistance from dislocated workers when you give them the reality check about what lies ahead for them in terms of salary and benefits. No one wants to hear this kind of news. Customers may even get angry at you and “shoot” the messenger. It is frustrating to watch this happen, but with some people who are very resistant and in denial about labor market economics and realities, the best strategy may be to let the labor market be the teacher. I don’t prefer this approach, but in my experience the only way some people will adjust their expectations is by seeing that they can’t find what they want because it doesn’t exist. This is unfortunate and we don’t like seeing this play out, but with some people this kind of reality check is what it will take for them to get the message that they need to adjust their expectations to fit the reality they face. If they don’t do this, they will be making their job search much longer than necessary and they risk the problem of getting job search burnout which will make it even more difficult to get a job.
Resistance to Changing Careers
The one career lifestyle is a vocational dinosaur and these days very few people will only have one or two careers in their working life. Going through a voluntary or involuntary career change is a growing part of the reality of working in today’s labor market. Your program can run a panel presentation titled, Do You Want to Know How and Why I Changed Careers? This can help people learn how to make this transition and get the best outcomes. Sometimes our work with dislocated workers is filled with so much information it can be overwhelming especially when they have been traumatized by job loss. Instead of information, many dislocated workers will benefit much more from hearing from people who have already been through these transitions. If you can shift your work from being exclusively information based to exposing people to real life role models, the lessons of that experience will be a much more powerful teacher than just giving people information.
Helping people get informational interviews from other people who have already successfully made the kind of career change a job seeker is considering can also be a great way to help people adjust to the reality of the multi-career lifestyle. For example, a white collar worker thinking about pursuing a skilled trades career can really benefit from talking with someone that has already made a similar transition like going from being a data processor to a carpenter. Informational interviews with our successful program graduates are an under utilized strategy for helping people learn about the changes they are facing. Think about more ways to incorporate getting information from people with lived experience and you will be much more successful with dislocated workers.
Another way to help people think more broadly about how they fit into the world of work is to encourage them to do volunteer work or get internships that will expose them to other careers. Going on tours of workplaces and training programs can also help to open people’s minds about their future journey in the world of work as they see people do work they may have never imagined being a fit for them. Encouraging people to do some of the assessments that can be found online at https://www.onetonline.org/ can open their eyes to their potential to do other kinds of careers. The transferable skills tools on that website can also be helpful in expanding people’s awareness of their true career potential. The future of the world of work is unpredictable and the people who survive it the best are the ones that are the most flexible about what they will be doing.
Becoming Too Depressed To Job Hunt and getting Immobilized By Unemployment
This is a very common barrier among dislocated workers. Not only are people depressed about the loss of a paycheck and the uncertainly of their future, but they are also depressed biologically. We may not realize it but work often involves exercise. The act of getting up and getting ready for work involves physical activity. Shoveling snow to get the car out of the garage so you can go to work is a form of exercise. Walking from the parking spot to the workplace is physical activity. Even office workers with relatively sedentary jobs can actually often walk many miles in a day. Blue collar workers get a workout every time they go to work. It is important for people to replace the level of physical activity that they got from work with other physical activity that comes from exercise, playing sports, volunteering, walking a dog, jogging etc.
These activities release chemicals in the brain called endorphins that control mood. Exercise is an anti-depressant. You should help people incorporate exercise as part of their job search day and take this seriously. Many unemployed people will think that exercise is a frivolous activity that takes time away from job search, but that is not the case. Depressed job seekers frequently do not job hunt enough to find a job because rejection is too hard for them to take. Depressed job seekers lack energy in interviews, can’t sell themselves and what they can do and often do not come across as positive enough or highly motivated for employers to want to hire them. People who are depressed stay unemployed longer than people that use exercise for its mood altering potential. People should not think of this as wasting time. It is changing their body chemistry so they can fight the depression of being dislocated.
I have seen these strategies work for thousands of dislocated workers. They will help dislocated workers go from pink slip to paycheck in less time than ever. Do you have some favorite strategies for success with dislocated workers? Please send them to me at larry@larryrobbin.com so I can share them in future articles.
The Story of Stumbles, Champions, and the Power of ‘Just Barely Good Enough’
Failure. That little word that can feel like a brick to the chest, but in truth, it’s more like a stepping stone—sometimes wobbly, sometimes bumpy, but always necessary for growth.
Bundle Up, Show Up: Why Iteration, Not Perfection, Is the Real Superpower
This morning hit different. The kind of spring day that tricks you into thinking it’s warm because the sun is out—but the breeze tells another story. I stepped out in shorts and a tank, still stuck in last week’s warmth. That breeze slapped me with a reminder: growth means knowing when to pivot, even when you’re already out the door.
So yeah, I’m cold. And yeah, I’m heading to Goodwill for a blue-tag hoodie. But this isn’t about weather. It’s about learning when to layer up—and more importantly, how to.
Years ago, Florida officials caught some flak for a campaign that encouraged jobseekers to develop efficacy by wearing “capability capes”—a metaphor that landed a little too literally.
It was easy to ridicule. Capes don’t solve unemployment or anxiety or stalled careers. Fair enough. But if I’m honest, we were onto something. Not with the costume, but with the conviction:
Our superpower isn’t something we earn. It’s something we uncover.
We don’t need to fly or dazzle. We just need the humility to iterate.
Here’s what I’ve learned: The danger doesn’t start when we say, “I don’t know.” That’s where the MAGIC begins.
The trouble comes when we decide we’ve got it all figured out—when we stop listening, stop asking, stop adapting. That mindset calcifies. It dulls our edge. And in work, in relationships, in our own sense of purpose, it leaves us frozen.
Iteration is the spirit of agility. Not just in project management, but in how we lead, how we show up, how we recover from days that didn’t go our way.
We can learn to bundle up. We can build routines and relationships that help us face the unexpected. But let’s not forget: the cape—the capability—is already with us. It just doesn’t always flutter in the wind.
So today I’m cold, sure. But I’m also awake. I’m reminded that learning doesn’t stop at adulthood or at the end of a certification course. Learning is messy. It’s awkward. It’s walking into Goodwill with your pride tucked under your arm, hoping they’ve got something in your size with a blue tag.
And that’s the beauty of it. Keep showing up. Keep bundling up. Keep asking questions.
The people who grow are the ones who don’t pretend they’re already there.
Let’s talk about a failure that shaped not just a product, but an entire discipline: the early days of the IBM PC keyboard. Spoiler alert: It wasn’t a grand success at first, but it taught us how to keep pushing until we find something better.
Sound familiar? That’s the spirit of agile delivery and coaching, wrapped up in one very iconic, clunky, and ultimately triumphant keyboard.
The IBM Keyboard: A Failure That Led to an Agile Revolution
Let’s set the scene. It’s 1981. IBM launches its personal computer, a new frontier in the world of computing. But something was off. The keyboard? Well, it was… let’s just say, a work in progress. The keys were stiff, the layout was awkward, and the entire experience felt like typing on a mechanical relic rather than an intuitive device. It was the quintessential “just barely good enough” moment. But guess what? It was enough.
Here’s the kicker: instead of hiding behind the imperfections, IBM’s engineers listened to feedback and improved. This was the birth of iterative improvement, a foundational principle of agile methodology. And what followed? A transformation not just in keyboards, but in product design as a whole.
The Rise of the Better Keyboard
The feedback was loud and clear. Users wanted more comfort, more responsiveness, and—let’s face it—less frustration. The result? Keyboards got better. Softer keys, smarter layouts, and designs built with user experience at the forefront. What we had here was the prototype for modern product development: a willingness to fail, adapt, and keep iterating until the product met the needs of its users.
This story is a testament to the importance of agile delivery: failing fast, learning quickly, and evolving constantly. It was the key to turning a failed first version into a lasting legacy.
The Power of “Failure” – Not What You Think
Let’s circle back to failure. The word itself comes from the Latin “fallere,” which means “to stumble” or “to fall.” In other words, failure is an obstacle—a temporary moment in time, not a reflection of your abilities.
It’s not an indictment of who you are. It’s the stumble before you rise, the moment you pick yourself up, dust off, and try again.
In this light, failure isn’t a shameful thing. It’s part of the process. Just like the IBM keyboard, our failures show us where we need to improve. And, as it turns out, that’s exactly how we get wisdom.
What’s more, the word “champion” comes from the Latin “campio,” meaning “fighter” or “gladiator.”
Notice something?
There’s no mention of winning. It’s about the perseverance, the grit, and the willingness to face down adversity and keep fighting, regardless of the outcome.
Champions are made in the moments of struggle, not just at the finish line.
Make Increasing and Strengthening Support Systems a Critical Component of Your Employment Counseling
As depressing as it may sound, everyone who serves dislocated workers should Google job loss and death. You will find an endless amount of entries and studies that show how job loss is a killer and will shorten people’s lives. I can guarantee you that this understanding will make you better and more successful at serving these customers.
Depression, frustration, chaotic thinking, trauma, substance abuse, domestic violence, thinking about suicide, and self-blame are all very powerful barriers to employment that come from job loss. They block motivation, make decision making difficult, cause people to not interview well, drop out of training, quit jobs, and lead to a whole host of problems that will prolong unemployment.
While we often focus on the loss of a paycheck as the most important thing that comes from being laid off, for many dislocated workers, the bigger loss may be the loss of support they will get from their workplace family once they lose their job. In many cases, the workplace family is often a stronger support system than people’s actual family. Most people will spend more time with their workplace family than with their actual family. Workplace families are in a unique position to help people deal with many of the crises and challenges in their lives. When people are dislocated, they not only lose the vital support system of the workplace family, they also quickly find out that the traditional ways they deal with difficulties may not be numerous or strong enough to help them cope with the profound challenges of being laid off and the challenging job search that often awaits them.
Run Employer-Specific Career Clubs
One strategy that can be very helpful to address this issue is to run weekly online and in-person Career Clubs and recruit people to them who have worked in the same company. These groups should have the elements of a support group, a source of labor market information, and a place to get career counseling and job search strategies. They should help people overcome common employment barriers and feature presentations by employers and people from organizations that can be of help to people in the group.
Career Clubs should be co-led by your staff and someone from the rank and file who got laid off from the company, has leadership skills, and is a person widely known and respected by the workforce. While you should let attendees in the Career Clubs vent their frustrations with being unemployed, keep the conversation focused on making progress, and do not let it disintegrate into a depressing complaint session. Get rounds of applause and give certificates of recognition for people who do things that will shorten the period of their unemployment. End the group with people saying what they got out of the session and what they would like to have happen in future sessions. These groups can help people develop new support systems and learn from each other.
You can have a topic for part of each group session, and also allow plenty of time for people to raise their immediate concerns that they need to address. Some of the topics that have proven to be of interest in Career Clubs include the following:
What Can I Do to Help My Family Survive My Job Loss?
What Can I Do to Maintain High Levels of Job Search Motivation?
How Can I Live on Less Money While I am Laid Off?
What Types of Jobs are Growing and What Types are Disappearing?
Should I Consider Starting My Own Business?
Is Skills Training the Right Strategy for Me?
Using Your Program Alumni As Role Models
A very popular feature of a Career Club can be a panel presentation composed of people who were laid off, faced numerous challenges, and are now employed. They may be able to participate on their break or day off. You can also use cellphones, FaceTime, Zoom, or other methods to facilitate their presentations. You want to ask people to be in the conversation who have faced and overcome some of the difficult types of challenges that are common among dislocated workers.
Dislocated workers desperately need role models to help them believe they can find a good place in the world of work. Oftentimes, people start on a downward spiral because they can’t believe someone like them can survive this job loss. While our programs give people plenty of information (often too much), we typically do not give them role models, which is what they desperately need. Guest speakers in Career Clubs who are your program’s alumni can provide that kind of inspiring, transformative role model that people need to hear and talk to.
Make sure you use an anonymous evaluation form at the end of every Career Club to find out how to improve them. Also, conduct one-on-one interviews with people to get their feedback. Ask people for ideas, topics, and what types of presenters they would like to see. Use the principles of Human Centered Design to make the groups more meaningful and effective. If your attendance is shrinking, don’t keep doing the same kind of group. Change the content, leadership, location, time, format, how you publicize, and how much you publicize the Career Club, and other things until you find what works to attract the most people.
If you find a way to run successful Career Clubs, they will not only help you exceed the goals of your program they will also help cut the amount of time it takes for dislocated workers to become successfully employed. Without any exaggeration, that will also help them live longer and more fulfilling lives. It will also have a positive impact on their families, loved ones, friends, other people in their lives, the economy, and the quality of life in the community.
Larry Robbin, Executive Director of Robbin and Associates, has over forty-five years of experience in workforce development. Larry has extensive personal and professional experience with dislocated workers. He has written and trained for NAWDP many times over the years. To get a free copy of his Dislocated Worker Program Resource List, email him at mailto:larry@larryrobbin.com. For more information about his services, go to http://www.larryrobbin.com. Don’t miss the next article in this series! This is another benefit of your NAWDP membership!
Reflection to Resilience: Empowering Job Seekers through Collaborative Career Journaling
“I’m applying for everything, but nothing is landing. No one returns my emails. What’s the point of trying.” Sound familiar? This was a recurring theme for me early in my career journal entries. I remember feeling frustrated and disheartened by the constant rejections. My mentor at the time advised me to journal it, reflect on it, then move on. I honestly thought it was a waste of time when I should focus on landing a job. Little did I know, this practice of journaling helped me rediscover my strengths, values, and how they aligned with my career goals.
During a recent chat with a fellow workforce community partner, this common frustration emerged again with their job seekers. It reminded me of my early career days and the invaluable exercise my mentor shared. Do I still have a journal until this day? Absolutely! As workforce professionals, we constantly seek tools and strategies to support deeper levels of career development.
Now what if workforce professionals collaborated with job seekers in a structured journaling process? Could job seekers be better equipped to navigate rejections, build resilience, and find peace of mind along the way?
Presenting the Journaling Idea to Job Seekers
Journaling is a tough sell. Presenting the idea of journaling instead of assigning as a task to job seekers is the best way to get their buy-in. Explain how this collaborative journal can help them uncover their strengths, align their career goals, and build resilience. Take time to emphasize that this isn’t just another task, it’s a journey of self-discovery and empowerment.
Choosing the Right Accessible Platform
It starts with collaboration! If prompted, job seekers will likely select a platform that suits everyone’s needs. Ideally, you’ll both choose a free platform with an easy learning curve. Here are a few options:
- Digital Platforms: Slack, Google Workspace, or MS Teams. These platforms facilitate real-time feedback and resource sharing.
- Physical Journals: For those with limited access to technology, a shared physical notebook can be just as effective. Regular check-ins and in-person meetings can augment the physical journal. Offer a pocket sized vs. Travel bag size journal.
Deciding on the Timeline Together
Work together to decide on a timeline that feels manageable. We all have busy lives, so it’s important to customize a timeline that is attainable. While the framework is designed for 20 days, it’s important to be flexible. The goal is to kick-start the process of self-reflection, career alignment, and resilience building, knowing that consistent practice is key for long-term success. Let’s take a dive into a sample journal used between a job seeker and workforce specialist.
Days 1-5: Taking an Identity Dive: Identify your top 3-5 educational or professional achievements so far and personal activities you enjoy.
- Day 1-2: The job seeker creates a mind map[AG1] of achievements and enjoyable activities.
- Day 3: The workforce specialist and job seeker discuss the mind map to identify common themes.
- Day 4-5: Reflect on these themes and how they relate to personal strengths and values. This will act as the building blocks and foundation for the rest of the journaling project.
Days 6-10: Professional Narrative: Reflect on how past experiences shape your career goals and identify what unique qualities you’ll bring to your desired role.
- Day 6-7: The job seeker writes a draft/ brain dump of their personal narrative.
- Day 8: The workforce specialist provides positive feedback first, then offers suggestions.
- Day 9-10: The job seeker refines their narrative based on feedback. Rinse and repeat.
Days 11-15: Career Alignment: Explore some industries that excite you and match your skills to job descriptions.
- Day 11-12: The job seeker researches industries and lists job descriptions they believe align with their current skillset.
- Day 13: The workforce specialist and job seeker discuss the findings and identify potential career paths.
- Day 14-15: The job seeker creates a plan to align their career path with these fields.
Days 16-20: Resilience Building: Consider lessons learned from past rejections and strategies for staying motivated.
- Day 16-17: The job seeker reflects on past rejections and lessons learned.
- Day 18: The workforce specialist and job seeker discuss strategies for resilience and staying motivated.
- Day 19-20: The job seeker creates a personal resilience plan.
Additional Tips
- Post 20-day check-in: Have a brief check-in to discuss progress and any challenges, or if the project was useful.
- Creative Expression: Encourage the job seeker to use creative methods in their journal like drawing to express their thoughts and feelings.
Building Deep Connections and Trust
At the heart of this journaling framework is the collaboration between job seekers and their supportive workforce families. Each journal entry is an opportunity to establish deep connections and build trust. As a workforce professional, consider sharing your own stories of rejection and resilience in the job market. This transparency can create a safe space for job seekers to open up about their experiences and challenges.
By sharing your journey, you demonstrate empathy and understanding, showing hopeful job seekers that setbacks are a natural part of the career path! This mutual exchange of stories should foster a supportive environment where job seekers feel valued and encouraged. It’s not just about providing feedback; it’s about walking alongside them, celebrating their progress, and helping them navigate the ups and downs of their career journey. We’ve all been there!
- Offer clarity: Suggest how to frame strengths for specific roles.
- Offer confidence: Reframe their negative experiences as learning opportunities.
- Offer resources: Share networking events, articles, and tools to support targeted goals.
Why not start the discussion of career journaling with your job seekers so they will collaboratively choose an outlet that works? What collaborative tools have you found success within your experience?
Training Generation Alpha: Strategies for Workforce Development Professionals
As Generation Alpha—those born from 2010 onwards—begins to approach working age, workforce development professionals face the challenge of preparing for a generation that has been immersed in technology since birth. Their unique characteristics necessitate innovative training and development strategies. This article explores current initiatives tailored to Generation Alpha and offers insights for Certified Workforce Development Professionals (CWDP) and other specialists to effectively engage this emerging cohort.
Understanding Generation Alpha
Generation Alpha is characterized by:
● Digital Proficiency: Having grown up with smartphones and tablets, they are adept at navigating digital environments.
● Preference for Interactive Learning: They favor engaging, technology-driven educational experiences over traditional methods.
● Social and Environmental Awareness: They are conscious of societal and ecological issues, seeking purpose-driven careers.
Case Studies of Workforce Development Initiatives
Several programs have been implemented to cater to the unique needs of Generation Alpha:
1. Toyota’s Driving Possibilities Program In San Antonio, Texas, the Toyota USA Foundation granted $6.5 million to the East Central Independent School District to enhance STEM education and workforce readiness. The initiative aims to maintain student interest in STEM from elementary through high school, addressing the growing demand for skilled workers in these fields. The program provides resources for foundational skill development and supports basic needs, such as access to food, ensuring students can focus on learning.
2. Memorial Hermann Health System’s Vocational Training To address healthcare worker shortages, Memorial Hermann Health System partnered with Aldine Independent School District in Houston to offer vocational programs starting from the ninth grade. This initiative provides early exposure to healthcare careers, equipping students with relevant skills and potentially guiding them toward healthcare professions.
3. National Careers Week in the UK The UK emphasizes career guidance through National Careers Week, highlighting the importance of early career education. Effective career support has shown significant returns on investment, shaping young people’s futures by helping them understand their strengths, explore career options, and prepare for the labor market.
Lessons for CWDPs and Workforce Specialists
These initiatives offer valuable insights:
● Early Engagement: Introducing career concepts at a young age can guide Generation Alpha toward fulfilling professions. Programs that start in elementary or middle school can build a strong foundation for future workforce participation.
● Integration of Technology: Leveraging digital tools in training programs aligns with Generation Alpha’s learning preferences. Incorporating virtual reality, simulations, and interactive platforms can enhance engagement and skill acquisition.
● Focus on Social Responsibility: Highlighting careers that contribute positively to society and the environment resonates with Generation Alpha’s values. Emphasizing corporate social responsibility and sustainability in training materials can attract their interest.
NAWDP’s Role in Preparing for Generation Alpha
The National Association of Workforce Development Professionals (NAWDP) plays a crucial role in equipping professionals to meet the needs of emerging generations. Through certifications like the CWDP, NAWDP ensures that workforce development professionals are proficient in competencies essential for adapting to Generation Alpha’s characteristics:
● Helping Skills: Understanding individual needs and providing tailored support.
● Employability Skills: Teaching skills that enhance job readiness, such as communication and problem-solving.
● Labor Market Information: Providing up-to-date data on job trends to guide career choices.
● Diversity in Workforce Development: Promoting inclusive practices that respect diverse backgrounds and perspectives.
● Principles of Communication: Utilizing effective communication strategies to engage and inform.
By mastering these competencies, CWDPs can design and implement programs that resonate with Generation Alpha, ensuring their successful integration into the workforce.
Preparing for Generation Alpha’s Workforce Entry
As Generation Alpha approaches employment age, workforce development professionals should consider the following strategies:
● Continuous Learning Opportunities: Generation Alpha values personal and professional development. Offering ongoing education, upskilling, and mentorship programs can meet their expectations for growth. workdesign.com+3en.wikipedia.org+3en.wikipedia.org+3
● Flexible Work Environments: Flexibility in work hours and locations appeals to Generation Alpha. Developing policies that support work-life balance can enhance job satisfaction and retention. theaustralian.com.au+1The Times+1
● Collaborative and Inclusive Cultures: Fostering teamwork and inclusivity aligns with Generation Alpha’s upbringing in a connected world. Creating collaborative workspaces and promoting diversity can improve engagement and innovation.
Conclusion
Generation Alpha’s entry into the workforce presents both challenges and opportunities. By studying current initiatives and aligning training programs with their unique characteristics, workforce development professionals can facilitate a smooth transition for this generation. Embracing technology, promoting continuous learning, and fostering inclusive cultures will be key to engaging Generation Alpha effectively.
As an educator at Western Illinois University, I integrate these insights into workforce development courses, preparing future professionals to meet the evolving needs of the labor market. By staying informed and adaptable, we can ensure that our strategies remain relevant and impactful for the generations to come.
Works Cited
● National Association of Workforce Development Professionals. “Earn your CWDP credential, search for jobs or post an opening.”
● “Gen Z and Alpha in the Workforce: Preparing for the Next Wave of Talent.” Ignite HCM, November 1, 2024.
● “Preparing for Gen Alpha: the Next Generation of Workers.” Mondo, August 2024
Three Ways to Build a Supportive Workplace for Justice-Impacted Employees (and Everyone Else)
More employers are realizing that hiring people who’ve been involved with the criminal legal system isn’t just the right thing to do—it’s a smart move. Justice-impacted individuals bring grit, perspective, and a deep appreciation for opportunity. But hiring is just the first step. The real work—and the real payoff—comes when we create environments that give people the chance to grow, contribute, and stay.
The good news? Building a workplace that supports justice-impacted employees isn’t just about meeting their needs. These efforts actually make the workplace better for everyone. Here are three things every employer can do to create a more supportive, inclusive culture:
1. Be Flexible and Understanding
Let’s face it—life can be complicated. And for folks navigating reentry, it can be really complicated. Parole or probation requirements, mandatory court check-ins, or substance use recovery meetings can sometimes fall during work hours. A parole officer might say, “You need to come in now,” and that worker has to go. It’s not a choice; it’s compliance.
That’s why a little flexibility goes a long way. Whether it’s allowing for occasional schedule adjustments, giving advance notice for overtime, or simply checking in before making assumptions, flexibility shows your team that you see them as full human beings—not just workers on a schedule. And this doesn’t just help justice-impacted employees. Parents, caregivers, students—everyone benefits from a workplace that understands life happens.
2. Use Peer Mentorship to Bridge the Gap
One thing I’ve heard time and time again from justice-impacted workers is how hard it can be to ask for help—especially from supervisors. After spending years in environments where asking the wrong person the wrong question could have serious consequences, some folks have learned to keep their heads down and try to figure things out alone.
Peer mentorship changes that. Having someone on the team—another employee, not a manager—who can answer questions, offer guidance, and just check in makes a big difference. It not only helps the new employee feel supported, it also gives mentors a chance to build leadership skills and creates a stronger team overall. And let’s be real—starting any new job is stressful. Having a peer to lean on helps everyone, no matter their background.
3. Prioritize Psychological Safety
Many justice-impacted individuals carry a lot of shame about the past, even when they’ve completely turned their lives around. The fear of being judged—by coworkers, supervisors, or even themselves—can be heavy. That’s why creating a culture of psychological safety is so important.
This means building a workplace where people feel safe being their full selves. Where mistakes are met with coaching, not punishment. Where people are encouraged to speak up, share ideas, and ask for help. When you create that kind of environment, it doesn’t just benefit justice-impacted employees—it benefits your entire team. Because when people feel safe, they do better work. They stay longer. They grow.
At the end of the day, creating a supportive workplace isn’t about lowering the bar—it’s about leveling the playing field. It’s about recognizing that people’s pasts don’t define their potential. When we lead with compassion, build systems that support growth, and treat every employee with dignity, the ripple effects are huge. Not just for the justice-impacted folks—but for everyone in the building.
How to Help Clients Identify and Market Their Transferable Skills
People wrap up so much of who they are into what they do. Their occupation becomes an extension of their identity. When they face a career change, Imposter Syndrome can creep in and it becomes easy to be overwhelmed with the question, “What am I actually good at doing?”
Transferrable skills do not rely on a standard operating procedure, industry-recognized credential, or general best practice. These skills can be utilized in multiple ways across a spectrum of occupations. How does a workforce development professional start to sift through these job duties, talents, and abilities to find the skills that will adapt to fit another setting?
A workforce development professional’s job is to guide discussions that help the client not only recognize their value but learn to advocate for it. Calm that nagging Imposter, and help the client understand their worth. This can be broken down into three steps: evaluating the source, identifying the ability, and adapting it to new occupation(s).
Evaluate:
The moment people begin to trade their knowledge and ability to build relationships, they have begun the process of learning new skills. A paycheck is not a prerequisite to obtaining a skillset. When assessing a client’s transferable skills, consider the past work history.
It’s a straightforward exercise to take a client’s former job titles, head over to ONET Online, and identify skills that are easily adaptable in new fields. ONET further simplifies this by offering “Related Occupations” for common tasks. They’re just a click away from helping a client or a workforce development professional broaden the scope.
The more difficult way to identify skillsets is through activities completed outside of traditional employment. Some still translate to jobs that are searchable through familiar resources. However, others require a bit more investigative work. The workforce development professional can pull from experience volunteering, serving on a committee, holding an elected or appointed position, enjoying a hobby, or community involvement. Any responsibility could become a skill with practice and intention.
Let’s evaluate three opportunities as we keep this discussion going:
| Experience |
| Little League Coach |
| Board Position |
| Community Volunteer |
Identify:
Once a person’s work and volunteer history has been harvested for skills, the workforce development professional begins a balanced act of creativity to draw out details and integrity to ensure the skills are factual and indicative on the client’s true ability. This is where that battle with the Imposter truly begins as the workforce development professional strives to help the client understand the layered skillsets, they’ve learned without really trying. If the conversation is not productive, consider using an aid like the assessments found at CareerOneStop.
Broad conversations can help highlight skills hidden beneath the surface. The key is to maintain an honest reflection of the person’s skills and abilities. The conversation can be guided by the workforce development professional, but the skills must be acknowledged by the client. Encourage them to keep an open mind!
Several skills can develop from the previous experience:
| Experience | Skills |
| Little League Coach | Teamwork, Leadership, Travel and Liability Procedure |
| Board Position | Governance, Parliamentary Procedure, Executive Function |
| Community Volunteer | General Labor, Communication, Adaptability, Problem Solving |
Adapt:
Adapting quantifiable skills to a spectrum of potential employment opportunities is where the labor market information meets the career coaching. The type of skill doesn’t change the process by much. It could be something technical like a type of software or equipment with which the client has proficiency. It could also be a soft skill that filters through several potential work environments. Regardless, the workforce development professional now has the opportunity to show their knowledge and skill in diversifying the potential job opportunities.
Could a client’s experience provide a foundation for a new entry-level industry? Is their work history stackable with their volunteerism to help advance into leadership? The key here is potential. Every experience has a potential skill, and every skill can lead to a potential occupation. The workforce development professional can now coach the client on integrating these newly identified skills into a stronger resume or a more impactful interview.
The opportunity to adapt to new occupations continues through the skills obtained:
| Experience | Skills | Possible Occupation(s) |
| Little League Coach | Teamwork, Leadership, Mentoring, Travel and Liability Procedure | Supervisor Positions, Teaching, Coaching |
| Board Position | Governance, Parliamentary Procedure, Executive Function | C-Suite Occupations, Executive Assistant, Consulting |
| Community Volunteer | General Labor, Communication, Adaptability, Problem Solving | Labor, Human Services, Community Development |
Learning new facets of one’s identity can be a scary process. Work, credentials, experience, and skills all play a part in helping people discover who they are. Through evaluating, identifying, and adapting a client’s transferable skills, workforce development professionals are helping them create a stronger foundation for tomorrow’s workforce and providing a deeper insight to the person they have become.
Defining Your Organization’s Shared Philosophy
What is Your Foundation?
When we think about leadership and organizational development, a key question arises: What is your organization’s shared foundation? Yes, we all have mission statements, vision statements, and core values that guide us. But beyond those, what is the underlying philosophy that unifies your organization? What principles shape how you lead, collaborate, and make decisions?
A strong organizational philosophy serves as a blueprint for decision-making, problem-solving, and long-term strategy. It influences workplace culture, employee engagement, and overall effectiveness. Without a clearly defined philosophy, organizations risk misalignment, confusion, and inefficiency.
Understanding and aligning around a shared organizational philosophy ensures that leadership, teams, policies, and procedures are speaking the same language. This consistency fosters clarity, cohesion, and effectiveness across all levels of the organization.
Organizational Theories to Consider
Theories provide a framework to guide decision-making and leadership practices. While there are many to explore, here are three foundational theories that could help shape your organization’s approach:
- Human Relations Theory This theory emphasizes the importance of employee satisfaction and workplace relationships in driving productivity and organizational success. It suggests that organizations thrive when they:
- Recognize employees as valued individuals with needs beyond their job tasks.
- Foster strong relationships and positive work environments.
- Encourage employee participation in decision-making.
- Support social bonds among coworkers to enhance collaboration and engagement.
- Systems Theory of Management Systems theory views an organization as a unified system composed of interdependent parts. According to this theory:
- Every department, team, and function is interconnected.
- No part of the system can function optimally in isolation.
- Organizational success depends on alignment and synergy across all components.
- Holistic thinking is essential in decision-making to ensure sustainability and efficiency.
- Scientific Management Theory This approach applies scientific principles to improve efficiency and productivity. Key aspects include:
- Scientific Selection: Hiring employees based on their skills and aptitudes for specific roles.
- Scientific Training: Ensuring workers are trained in the most effective methods.
- Cooperation: Encouraging collaboration between management and employees.
- Work Study: Analyzing and optimizing workflows for peak efficiency.
- Standardization: Using uniform tools, processes, and equipment to maintain consistency.
Call to Action: Define Your Organization’s Philosophy
These are just a few of the many theories that can guide organizational management. To learn more about Organizational Behavior, please review this book, “Organizational Behavior” The key question for you is: What philosophy drives your organization?
● Are your leadership and teams operating from the same foundational theory?
● Do your policies, culture, and strategies align with a shared management approach?
● How can you intentionally shape your organizational philosophy to drive greater success?
Take the time to reflect, discuss, and define your guiding principles. A strong, shared foundation leads to more engaged employees, aligned leadership, and a more effective, mission-driven organization.
What’s your theory?
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