The U.S. Department of Labor, as part of its Apprenticeship Ambassador Initiative, announced the selection of the initial cohort of 207 officials and organizations chosen to serve as Apprenticeship Ambassadors.
The ambassadors will share their experiences and collaborate with the department to champion apprenticeship opportunities, the department said.
In November 2021, Secretary of Labor Marty Walsh announced the Apprenticeship Ambassador Initiative to bring together industry, labor, education, equity and workforce leaders to partner with the department’s Office of Apprenticeship to promote Registered Apprenticeships as a valuable workforce strategy in high-demand industries to develop and expand opportunities for people historically underserved.
The inaugural group of Apprenticeship Ambassadors consists of diverse partners from multiple industries who have demonstrated a willingness to use their Registered Apprenticeship experience and expertise to promote and expand these programs across all industries.
The cohort is comprised of community-based organizations, educators, employers, industry associations, labor organizations, workforce partners, equity partners and state organizations, the department said.
The ambassadors have committed to hosting 3,367 outreach and recruitment activities, 892 training session and 717 promotional meetings. They have also pledged to develop 460 new Registered Apprenticeship programs and 387 resources in their first year as ambassadors.
The department’s Office of Apprenticeship will collaborate with Apprenticeship Ambassadors to promote Registered Apprenticeship as part of the department’s commemoration of the 85th Anniversary of the National Apprenticeship Act on Aug. 16. The commemoration will continue through the remainder of the year, and include National Apprenticeship Week, Nov. 14-20.
There’s no doubt about it, the COVID-19 pandemic has sped up the natural progression of work process and communication methods moving further in the digital direction. The hiring process is definitely an important example, which is being shaped into a leaner, faster, more efficient model.
While this unforgiving environment in the wake of COVID-19 makes this a necessity, there are also clear benefits to continuing these new practices and capabilities even after the pressure is off. However, as the transition back to full-speed-ahead appears to be just around the corner, the recruiting landscape is just about to heat up. Below are a few areas of consideration to help ensure you navigate this new terrain effectively.
Every company has a different hiring situation, but for the most part, those who evolve will thrive, and those who don’t will fall behind. We’re seeing a transition to heavy reliance on digital for all aspects of the recruitment and talent management lifecycle, from attracting talent, to screening candidates, to conducting interviews, on-boarding, training, and establishing remote work routines for current and new employees.
While some digital tools may be used for several of these stages, there are certainly tools that are better geared to give you the best results for various stages. Platforms such as GoToMeeting, Zoom, and Hangouts are great tools for collaboration among existing employees for example, but it’s best to utilize interviewing specific platforms such as Harqen for the recruiting process.
Speed is critical
Recruitment strategies that remain stagnant and mirror the more traditional, rigid pre- COVID-19 processes, simply won’t be as effective at acquiring new talent. Needless to say, this can have a significant impact on the business.
Speed plays a critical role in recruiting. Those organizations who allow for a more nimble, digital interview process will move candidates through the steps more quickly and ultimately be able to acquire their first-pick candidate before the other handful of opportunities competing for that candidate are able to reach the final stages of the process.
From the minute you have the initial pre-screen step with a new candidate, the clock is ticking. With each additional day it takes to move that candidate to the final stage, your chances of extending an offer that will ultimately be accepted is decreasing.
The mad rush
Speaking of companies competing for candidates, once business starts ramping back up again, there will be tens of thousands of companies re-opening overnight. To avoid the chaos, consider starting the recruiting process now. You will be that much further along in the race, instead of tripping over all the others at the starting line of their own hunt for talent. Also, consider on-boarding contractors where you can, as this process tends to be much more flexible, and ultimately moves much faster.
Fish in a different pond
Now is also a good time to assess the tools and resources you will use to find your talent. Look for pools of talent which many other organizations won’t have access to. Strengthening or forging a relationship with a recruiting agency who has a strong network of talent, relationships, tools, and know-how already at their disposal can be an excellent way to get a leg up on the competition. Once the business restrictions are lifted, companies will be competing for the same actively-looking candidates posted on the job boards. Tapping into an agency’s vast talent pool allows you to fish from a different pond entirely, instead of tangling your line with everyone else.
What will you do to take proactive approaches to recruiting in this time of transition?
Mike Schroeder is executive recruiter at The Denzel Group.
In the world of LinkedIn and Indeed – where people can apply for jobs with the tap of a finger – it’s challenging for recruitment firms to stay relevant.
It is no different for Abel Personnel, which celebrates its 50th anniversary this year on the heels of founder Franklin “Frank” Abel’s death last December.
The challenge has passed to Abel’s daughter, Deborah Abel, who has been president of the Harrisburg-based company since 2001.
Over the last half century, Abel Personnel has grown to 21 employees and three divisions, which place between 300 and 400 workers each day: A+ Teachers, for school employees; Abel Staffing Inc., for office and professional staff; and Abel Executives, which concentrates on executive-level jobs.
Franklin Abel founded the company in 1969 after leaving the Harrisburg Grocery Co. “He quit over a raise dispute and went on to work for Rite Aid for six months before coming to the conclusion that if he could work that hard for someone else, he could work that hard for himself,” said Deborah Abel, whose father didn’t immediately settle on a staffing agency.
Franklin eventually paired up with Tom McConnell, whom he had met through a resume writer. The two hit it off and in March 1969, they launched Abel-McConnell Personnel.
The firm began as a permanent placement service, and Frank brought on his wife to help with the hiring.
“In those days, women interviewed women for women’s jobs and they asked my mother, Dottie, to come in and help for two weeks,” Deborah said, noting that her mother ended up on the job for 18 years.
One of the first problems the business confronted was communication.
“Getting in touch with candidates back then was difficult, so we decided that we would place them in temporary jobs so we would know where to reach them during the day,” said Abel, noting that business took off.
After one year, Abel acquired Hallmark Personnel. In 1977, the company was renamed Abel Girl. As times changed, so did monikers. In 1979, the company dropped Abel Girl in favor of Abel Temps, adopting Abel Personnel after McConnell retired.
Deborah joined the firm in 1990 as marketing manager. She quickly realized that to stay competitive, the company had to keep abreast of technological advances.
“I started in a tiny office with the yellow pages and a phone,” Deborah said. “The answering machine was a game changer and the fax machine was revolutionary for sending resumes to clients.”
The internet created advantages and disadvantages. It enabled businesses to connect with employees more quickly, but it also created more competition, Abel said.
“Now, anyone could post their resume on the internet,” said Abel.
Jim Carchidi, CEO of JFC Temps, said his Camp Hill-based company also has witnessed the evolution of technology.
But what was first eyed as bad for the staffing business can be beneficial, Carchidi said. “Because we have Monster, Zip Recruiter … hiring managers are overloaded with information and their inboxes are getting bombarded with candidates,” he said.
JFC works to cut through the noise. “With recruiting, we are talent agents. Like sports agents, we’re representing the best talent in our individual skill segment,” he said.
For Abel, one of those segments is substitute teachers. The company’s A+ Teachers division places substitutes, school nurses and special education aides in the Harrisburg, Steelton-Highspire, Annville Cleona and Pine Grove school districts.
The A+ Teachers division came about in 2007 after the firm identified the niche.
“One of my staff members was watching the news and it was reported that school districts were having difficulties filling substitute jobs,” said Abel.
And new technology helps when it comes to filling those jobs fast: “We can ask them if they are interested in taking an English class tomorrow via text,” Abel said.
Necessary cookies are absolutely essential for the website to function properly. This category only includes cookies that ensures basic functionalities and security features of the website. These cookies do not store any personal information.
Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via analytics, ads, other embedded contents are termed as non-necessary cookies. It is mandatory to procure user consent prior to running these cookies on your website.