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Onboarding Young Workers in a Post-Pandemic World

May 4, 2022

Labor shortages are widespread, workers are expecting higher starting wages, and after employers hire and train a new employee the risk that they will jump ship for a better paying job is probably the highest it has ever been. The cost of hiring the wrong candidate has never been higher. How can employers do a better job at hiring and retention? We talked with workforce development professionals –people who help employers find workers and young adults find jobs– to document what employers can do to make good hires, ones that last. In this report we focus on what they see as working and what tends to fail when onboarding new young employees. Our goal is to help employers examine their hiring and onboarding practices, increase the speed at which new hires become productive team members, and reduce the high financial and emotional cost of turnover from failed hires.In this environment of short-staffing and difficulty finding new employees, some firms are raising wages, offering more full-time positions, redesigning jobs to include better benefits, and offering signing bonuses. These are important, but so are more subtle aspects of onboarding, especially those having to do with developing mutual respect and trust between the employer and the new hire. Both employers and employees need hiring to be done right. In this study we share ten lessons to help employers hire right. The workforce specialists learned these lessons observing the typical mistakes employers make, sometimes over and over again. 

Getting to BRT: An Implementation Guide for U.S. Cities

September 1, 2019

While momentum in recent decades has elevated bus rapid transit (BRT) as more than an emerging mode in the U.S., this high-capacity, high-quality bus-based mass transit system remains largely unfamiliar to most Americans. In the U.S., lack of clarity and confusion around what constitutes BRT stems both from its relatively low profile (most Americans have never experienced BRT) and its vague and often conflicting sets of definitions across cities, sectors, and levels of government. As a result, many projects that would otherwise be labeled as bus improvements or bus priority under international standards have become branded in American cities as BRT. This leads to misperceptions among U.S. decisionmakers and the public about what to expect from BRT. Since its inception in Curitiba, Brazil, BRT has become a fixture of urban transport systems in more than 70 cities on six continents throughout the globe. Just twelve BRT corridors exist in the United States so far.This guide offers proven strategies and insights for successfully implementing BRT within the political, regulatory, and social context that is unique to the United States. This guide seeks to illuminate the upward trends and innovations of BRT in U.S. cities. Through three in-depth case studies and other examples, the guide shares the critical lessons learned by several cities that have successfully implemented, or are in the midst of completing, their own BRT corridors. Distinct from previous BRT planning and implementation guides, this is a practical resource to help planners, and policy makers specifically working within the U.S. push beyond the parameters of bus priority and realize the comprehensive benefits of true BRT.

Okay Industries and ACMT: Connecticut Manufacturers Building a Talent Pipeline for Young Adults

September 1, 2017

Two Hartford area manufacturers and their next generation of workers from an unconventional source: young adults who are often out of work and out of school. Okay Industries and Advanced Composites & Metalforming Technologies (ACMT) are investing in their younger workforce and partnering with community organizations to create a pipeline of talented, young workers.

Connecting Young Adults to Skills and Jobs

January 1, 2017

The full report, Connecting Young Adults to Skills and Jobs: Lessons from the National Fund's Sectoral Strategies, provides in-depth analysis on the effectiveness of sectoral strategies in connecting young adults to employment and documents a range of local efforts from across the National Fund network.

Anatomy of a Preservation Deal

August 1, 2016

In 2013, the owner, the Melville Charitable Trust, selected Preservation of Affordable Housing, Inc. (POAH), to leverage investment for capital improvements while ensuring continued housing affordability and increasing resident services. POAH was able to structure the deal while educating partners on the process and timeline, and Melville remains involved as a special limited partner, focused on the property's Firebox Restaurant and Café and related job-training and resident service programs.

Metro Hartford Progress Points: What Can We Do Differently? A Look at Progress and Promise in Our Communities

July 1, 2016

Last year's report focused on access to schools, jobs, neighborhoods and the ongoing challenge of creating access to opportunity. In this year's report, we focus on five related themes consistent with those priorities. With ongoing declines in state and local resources, how can we support meaningful change consistent with these priorities?

Building Evaluation Capacity Program

August 1, 2015

The Building Evaluation Capacity (BEC) program was initiated in the fall of 2006 by the Hartford Foundation for Public Giving's Nonprofit Support Program (NSP).  It was designed to give participating organizations the knowledge, skills and tools to evaluate, improve and communicate about their work.  The Class of 2015 is the fourth group of Hartford‐area nonprofit organizations to participate.  BEC is a multi‐year program that includes evaluation capacity development for selected organizations and ongoing study for participating organizations that have completed the initial evaluation capacity building work.  The evaluation capacity building training operates in two phases (phase I = initial training and evaluation project design, phase II = project implementation and continued training).   Each phase is designed to provide comprehensive, long‐term training and coaching to increase both evaluation capacity and organization‐wide use of evaluative thinking for participating organizations.