HOW TO DISCUSS On-the-Job Training (OJT) TO EMPLOYERS AND JOB SEEKERS

On-the-job training (OJT) can be targeted at both the State and local levels, and to both employers and job seekers. Information about OJT should be integrated into the business services representative function. Objectives for outreach should be defined regionally and should be suited to the area employment conditions.

I. OUTREACH APPROACHES OJT should be targeted to employers and job seekers, although different approaches will be needed for each group. A. Broad-based outreach to employers is the most time-efficient approach, since it can reach a large number of employers and has the potential for greater volume of OJT opportunities. Broad-based outreach can reach employers and open up job opportunities staff might not uncover otherwise. Before launching a broad-based outreach strategy, the workforce development program must have a ready source of pre-screened candidates to refer. Being unable to fill openings that result from broadbased outreach because of a lack of suitable candidates can alienate employers and jeopardize future job opportunities. B. Job Seeker-focused targeted job development may offer the best results for the job seeker, since it searches for the job that most closely fits the job seekers specific needs and goals. Targeted job development is more time-intensive for the staff, since outreach is done on an individualized basis. Utilizing a self-referral approach, job seekers are taught how to use the possibility of OJT in the course of their job searches. This is suitable for job seekers who have good job search skills and who can learn to use OJT as another tool to secure a new job. II. JOB SEEKER: SELLING OJT TO EMPLOYERS HOW TO
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Through an OJT Outreach Workshop, job seekers are taught about OJT and explore how to best utilize this possibility in the course of their job searches. Job seekers are each given personalized letters from the program that describes OJT to a potential employer. Job seekers introduce this concept during the course of an interaction with an employer for a job for which the job seeker needs additional skills. The employer and/or job seeker contacts the business service representative to discuss the possibility of an OJT contract with the employer. Business services representative contacts the business to ensure the job is eligible for OJT. Staff also assesses job seeker to make sure there are training objectives or skills to be learned in the new position. The business services representative speaks with and later meets with the employer to draw up a training plan, taking into account the skill requirements of the position and the skills of the individual.

III.EMPLOYER RECRUITMENT HOW TO The business services representative conducts employer outreach to solicit job openings for Job seekers and to promote the use of OJT with employers. They contact employers to discuss OJT , and serve as the point of contact for employers that want to set up OJTs. A. Finding potential employers
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Here are several sources to use for identifying possible employers for the program: Previous Job Placements. Good sources of recruits for OJT are employers that have hired job seekers in the past. Internal program reporting will have identifying information for these employers.

Chambers of Commerce or industry organizations . Most businesses belong to local chambers of commerce or trade organizations within their own industries, so these are good points of contact to meet employers and discuss employerbased training programs. Many local Chambers and industry organization have websites and regular newsletters they send or email to members, and are glad to include an article or fact sheet on OJT. A presentation at one of the regular meetings is also a good way to inform a large number of employers about the program. Here is a list of the Chambers in the United States: http://www.uschamber.com/default.

Proprietary business databases of companies by industry. Many business databases, such as Dunn and Bradstreet and InfoUSA, can be accessed at libraries. These databases are organized by industry, allowing a workforce development program to target employers in a given industry that seems promising for OJT or that is in keeping with local sectoral strategies. Labor market information can be researched using the many on-line resources available to the Workforce Professional including O*Net On Line accessed at www.online.onetcenter.org and North American Industry Classification System (NAICS) accessed at www.census.gov/eos/www/naics. To outreach to not-for-profit organizations , the local resource guide of service agencies can provide a valuable list of potential employers. United Way is a good source of contacts. To find non-profit organizations in your state, visit http://www.nonprofitlist.org/ Most non-profit organizations are found under NAICS Code 81 Services. Other resources for identifying potential employers for training placements are Employment Service job orders, newspaper or on-line classified ads and other Internet job boards. Many employers now maintain their own web sites to post job openings.

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B. Employer Incentives for Using OJT While the financial assistance provided by an OJT agreement is the basic incentive for employers to participate in employer-based training programs, there are other good reasons for employers to participate: OJT might pay up-front supportive services costs, such as additional training courses, work clothes, tools, etc.

All candidates will be pre-screened using the employers specifications. There are possible Tax Credits for an employer, if the candidate meets the requirements of the Work Opportunity Tax Credit or other program. The business service representative will provide on-going support to help the job seeker succeed.

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