Work force development, education and improving the link between the public and private sector in training initiatives were the focus as the Providence Business News continued its year-long Economic Agenda: A Blueprint for Rhode Island’s Future with the fifth in a series of seven panel discussions, held Feb. 16 at the Greater Providence Chamber of Commerce offices.
Adelita S. Orefice, director of the R.I. Department of Labor and Training, referenced the three Es – employment, education and economic development – and stated they must be part of any strategies and initiatives for cultivating productive workers.
“Economic development is about growing jobs,” said Orefice. “[The state] has to have an appropriately trained and educated work force in place to fill these jobs.”
One system in place is netWORKri, said Orefice. First funded by a three-year grant that began in 1997, the program – now funded by employer taxes – is a group comprised of six career centers developed to match employers with job-seekers.
In addition to providing resume services, training and job searches for prospective employees, netWORKri provides free employee recruitment, training and testing customized for employers.
This service is responding to a new buzzword in the work force development initiative: “demand-driven.” The DLT is going directly to the employers to find what businesses want and need, said Orefice.
Since it is not practical to talk with individual employers to gauge their needs, the DLT has put out a request for proposals to form industry specific partnerships – in some cases bringing together competitors – to find out what employers need, she said.
“We are all talking about the same problem,” she said. “What we want to be talking about are the same solutions.”
Dennis M. Paduck, manager of compensation and benefits for Toray Plastics in North Kingstown, said that next month the company is planning to begin a new product line – a $27 million investment – that will add 15 to 20 jobs.
Unfortunately, entry-level position in the company are the most difficult to fill, and it takes about five years to properly train a processing technician, said Paduck. All prospective employees go through pre-employment screening with the intention of training employees to move up the company ladder.
Once the initial training is complete, retention is the key, he said, since it costs the company about $77,000 to replace a high-level technician.
The results of productivity gains through improved processes and better-trained workers are obvious: a 46-cent reduction over the last five years in producing a pound of plastic, said Paduck. Currently there is a 2-cent profit margin per pound of plastic. The goal is to increase that number to 4 cents per pound next year. “We have to get that through productivity gains that come from an educated work force,” he said.
The goal is to form better partnerships with high schools to teach the skills for an entry-level job in manufacturing, said Paduck.
John P. Pryor, director of global recruiting and work force planning for GTECH, said that ultimately his job is to find capable talent for a recognized global leader in the gaming industry.
“I am a sales person and a recruiter for our company,” he said.
A company needs a work force that is prepared to grow and meet the challenges of competing in a global marketplace, Pryor said, and the key is providing the learning experiences that employees crave. “A company has an obligation to help employees continue to learn,” he said.
GTECH partnered with Bryant Univerisity for a project management program, offering internships for students each year. In addition, it has enrolled about 200 employees in training through the state’s Tech Collective program.
Robin Smith, dean of the Division of Lifelong Learning at the Community College of Rhode Island, said lifelong learning could be a catalyst for the business world.
“Our job is to respond to needs and to develop programs that fit [a company’s] immediate needs,” she said.
CCRI worked with a consortium of plastics companies to develop an associate of applied science degree in processing technology using specific training models that came from an advisory group of industry and academia representatives. Another effort resulted in a certificate program for facility managers. The first program is underway with eight or nine participants and includes a mix of credit and non-credit courses, said Smith.
In response to a cry from employers for improved “soft skills” – communication, workplace etiquette and demeanor – CCRI developed a 40-hour “workplace relationships” program. The goal is to establish a portable credential for workplace readiness that can be applied across multiple disciplines, said Smith.
The most successful formula for on-the-job training involves a give-and-take relationship by both employer and employee, Smith said. Instead of conducting all training sessions during off-work hours, an employer should hold a portion of the training during the workday, which will serve as an incentive for employees.
Some employers reimburse workers for education costs if a worker successfully completes the program.
“The best way to encourage people to get more education is to have each part of the work force have a stake in it,” said Smith.
However, there are often logistical hurdles for workers.
For many employees the decision to enroll in job-training programs comes down to time, said Paduck. At Toray, the plant is operating 24/7, 365 days a year, and employees need more online training or classes with minimal travel.
Ultimately, GTECH’s Pryor said, once an employee is hired, it is up to the company to provide learning opportunities for employees to continue to grow.
“Experience is a great teacher,” he said.
The next Economic Agenda Series event, focusing on affordable housing, will be held March 16, at 3:30 p.m. at the Greater Providence Chamber of Commerce.
