insights into understanding - talent 2025 › ...insights-into-understanding.pdf · •...

Insights into UnderstandingWorkforce Development Working Group | Progress Overview

Frame

the

Problem

1

2

Frame

the

Problem

Know

Context

3

Know

People

4

Frame

Insights

5

Explore

Concepts

6

Create

Solutions

7

Prototype

Solutions

8

Test

Solutions

9

Scale

Solution

Understand

Abstract

Make

Real

THE INNOVATION CYCLE

TALENT 2025 | Workforce Development Working Group

2 Working Group Meeting

Frame

the

Problem

1

2

Frame

the

Problem

Know

Context

3

Know

People

4

Frame

Insights

5

Explore

Concepts

6

Create

Solutions

7

Prototype

Solutions

8

Test

Solutions

9

Scale

Solution

Understand

Abstract

Make

Real





TALENT 2025 | Frame the Problem

38.4 percent of all households in West

Michigan earn less than the ALICE Survival

Budget Threshold

There are approximately 22,000 individuals who

are neither employed or looking for work in West

Michigan.


Frame

the

Problem

1

2

Frame

the

Problem

Know

Context

3

Know

People

4

Frame

Insights

5

Explore

Concepts

6

Create

Solutions

7

Prototype

Solutions

8

Test

Solutions

9

Scale

Solution

Understand

Abstract

Make

Real




Know the Context, Know the People


TALENT 2025 | Understand/Real

• Customers

• Two sides: employers, people using the system

• Employers are varied, but people even more so (barriers, types of job seekers, dislocated workers,

undocumented)

• Components

• Wide ranging, from upskilling to support services, barriers and credentialing

• Stakeholders

• Employers/employer associations

• Publics

• Individuals (customers)

• Providers

• Principles

• Principles for individuals (lifelong learning, value of working)

• Principles for employers (investing in workforce, building career pathways and roles)

• Principles to align and organize the system (pipelines, pathways, credentials, job families)



COMPONENTS

• GED programs

• Career coaching - On-site coaching

• Adult literacy

• “Employability” skills - “soft” skills

• ESL courses

• Transportation

• Post-secondary programs

1, 2 year programs

• Short-term training

Certificate

Incumbent worker training

OTJ training

• Childcare

• Reputation management (LinkedIn for

those without LinkedIn)

Public (online) personas, profiles

• Supply/demand planning

Pivotal roles

• Acquisition of work visa and/or

citizenship

Any other form of ID, documentation

• Assessment

Common measurements of competencies

• Desire for employment (principle?)

• Mentorships/internships

• Apprenticeships

• WorkKeys

• Employer of Choice

• Employer Resource Networks

• Transitional employment

• Education for employers, HR departments

Training, but also engagement

HR departments as front-line marketing for the company

• Work hardening

Hidden rules of work

• Cognitive/behavioral counseling

• “Work enclaves”

• Support services

Moving relocation

Rehabilitation (substance abuse, physical disabilities, mental health)

• Returning citizens

Ban the box/move the box

• Upskilling

Defined pathways

Cultures in companies that value upskilling

• Training/support for workers but

also supervisors

Tuition reimbursement

Eligible training program list



ORGANIZATIONS/ PRINCIPLES

Organizations/system alignment:• Giving back power of choice to individuals

Career pathways

• Inclusion and diversity

Understanding role of economic class, how that shows up

in the workplace

• Supply pipelines

• “Adding chairs”

Increasing local economic activity to provide more

opportunities

• Modifying programs to work around employers’ needs

• Organization of…

Jobs/titles/job families

Job advertisements, accuracy, thoroughness

Credentials (job specific) and competencies (across jobs)

• Willingness to move out of silos

• Jobs alone don’t solve the issue, jobs + support for the

individuals and for employers

• Dissemination and communication of information

To employers, to individuals, to hiring managers

• Changing ways of thinking (e.g. collective impact methods)

Use data to support decisions, frame the problem/context

• There are individuals who don’t know that they’re

underemployed

Changing the horizon for individuals

Employers

• Investment in current and future workforce

• Looking for barriers within own company

• Career pathways and career webs

• Understanding and embracing role in the talent

system

• Willingness to pilot programs, innovate

Individuals

• Helping individuals maintain relevance in their

employment

• Career pathways and career webs

• Recognize everyone’s entry point into a career

is different

• Lifelong learning

• Understanding the value of all jobs/work in

general

• Understanding the value of experience that

may already be acquired



STAKEHOLDERS/ CUSTOMERS

Employers/Employer associations

• Chamber of Commerce

• The Employer Association

• Industry clusters (e.g. Discover Manufacturing)

• Individual employers (different sizes)

• Staffing agencies

Publics

• Economic Development organizations

• Corrections services, jail, prison (or lack thereof)

• Transportation authorities

• Policy makers and other elected officials

• City/county/state/federal government

• Foundations/philanthropy

• Individuals as voters, taxpayers, advocates

• Higher education as directing conversations

• DHHS, other state agencies

• Hospitals and other outpatient providers

Individuals(see customers list—large, medium, and small)

Providers• Michigan Works!• ERNs• Adult Education• Faith-based organizations• Hope Network, Goodwill• Community organizations by size (large, medium,

small)• ISDs, community colleges• Tech Centers• Proprietary institutions (truck driving, IT, etc.)• On-the-job training (in-house)• Universities• Employers (as experience providers)• Network 180, Pine Rest• Health and Human Services• Union service providers• Legal services by attorneys, legal aides, pro bono

from law schools (documentation, etc.)• Literacy Center


Frame

the

Problem

1

2

Frame

the

Problem

Know

Context

3

Know

People

4

Frame

Insights

5

Explore

Concepts

6

Create

Solutions

7

Prototype

Solutions

8

Test

Solutions

9

Scale

Solution

Understand

Abstract

Make

Real

TALENT 2025 | The Innovation Cycle



WORKFORCE DEVELOPMENT

P E R S O N A P R O J E C T

EARLY INSIGHTS + USER GROUPS


NO

PHOTOGRAPHY

INTERVIEWEE DEMOGRAPHICS

• Ages 27-60

• 2 Single mothers

• 3 Veterans

• 4 Returning Citizens

• 2 Out of the labor force

• 3 for whom English is a second

language

KNOW PEOPLE | WHO WE TALKED WITH

The working group sought to understand and empathize with user motivations, challenges and needs through interviewees’

personal stories and design research activities. Twelve individuals were interviewed, each with diverse and unique

circumstances and backgrounds.


Frame

the

Problem

1

2

Frame

the

Problem

Know

Context

3

Know

People

4

Frame

Insights

5

Explore

Concepts

6

Create

Solutions

7

Prototype

Solutions

8

Test

Solutions

9

Scale

Solution

Understand

Abstract

Make

Real

TALENT 2025 | The Innovation Cycle



1. IS TIME ON MY SIDE?

For many job seekers, time is a key decision-making

factor. They continually assess if they should attempt to

reach a milestone based on their perceived time

constraints and often grow frustrated when they cannot

control or see progress.

3. UNCOVERING MY SKILLS

Many job seekers lack the independent ability or

confidence to leverage personal experiences or skills that

may make them uniquely capable and qualified.

Highlighting these assets (even when they are not directly

related to professional experiences) may open additional

opportunities better suited to the individual’s needs and

goals.

10. BALANCING SELF AND HELP

Service users may have misaligned expectations when

interacting with service providers and struggle to

understand services as a tool they can use rather than an

answer that is given to them. This misalignment may

reduce self-driven momentum.

4. WORKING FOR WELL-BEING

Job seekers and employees value opportunities that support

their well-being beyond financial considerations. When their

work allows them to balance aspects of social, emotional,

and physical health, they are more likely to remain engaged.

5. IT’S MORE THAN MOVING PEOPLE

Commuters do not just need the means to travel from point

A to point B, they need transportation that is responsive to

their circumstances, efficient and uplifting.

6. AFFIRMING MY WHOLE IDENTITY

People continually feel their identity is mischaracterized and

desire to be understood by their whole story (past, present

and future). They look for opportunities to solidify and share

their identity because they feel others define and judge

them by a single role, mistake, or need.

7. FROM BEING HELPED TO HELPING

Many service users who have overcome challenges

desire to help others like themselves because they are

motivated when they see their struggles lead to

something positive and they feel they make more

effective advisors for having been through similar

experiences.

8. CHILDCARE TRADE-OFFS

All parents/guardians desire consistent childcare options that

fit their schedule and budget, and support the intentional

development of their child. When options are lacking,

parents/guardians often look to other family members for

childcare. However, when family members assume

responsibility for the task of childcare, they limit their own

availability (often willingly) to participate in the workforce.

2. IS SOMETHING REALLY

BETTER THAN NOTHING?

Job seekers may decline an opportunity that does not

seem to fit their personal plans or skill level because they

do not believe there is great enough immediate benefit or

they cannot envision how it could move them toward their

goals.

11. RE-ENTRY HURDLES

The greatest barriers facing returning citizens as they look

for work are not a lack of ability or motivation, but rather the

formal and informal obstacles that limit their participation.

They constantly worry about finding a place in an

employment system that wants to weed them out. When

they can find “parole friendly” companies, they feel they

must work harder than the average person to make a good

impression while also overcoming social stigmas fromco-

workers.

OVERVIEW OF INSIGHTS

9. OVERCOMING COMPLEXITY

Many service users are discouraged by confusing systems

that complicate access to state and employment benefits.

This complexity may eclipse their personal motivations and

prevent them from persevering toward their goals.


insights into understanding - talent 2025 › ...insights-into-understanding.pdf · •...

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