Leadership

• Leadership and the board have communicated organizational support
• An accountable executive for impact workforce strategies is selected
• Human resources and hiring managers are supportive of the program
• Dedicated staff have been identified to manage organizational objectives
• A business case for impact workforce strategies has been developed, institutionalized, and communicated

Partnerships and Community Engagement

• Focus groups, interviews, or other community engagement processes have identified community priorities around local hiring and workforce development
• Community-based organizations working within the communities of focus, or with populations identified as priorities—related to employment, education, or economic development—have been identified
• A workforce intermediary that can provide pre-employment training and/or other wraparound services has been identified
• A workforce intermediary or community-based organization that can provide ongoing employee support during the first year of employment has been identified; this can be the same organization that provided the pre-employment training
• An educational partner or intermediary that can provide skill development and training for low-wage workers has been identified
• Opportunities and access points for engaging community partners in identifying needs, designing strategies, and defining metrics for success have been identified

Data and Reporting Infrastructure

• The current software system can track applicants and employees by zip code
• Current software allows tracking of employees as they move throughout the institution
• Workforce demographics such as residency location, race or ethnicity, and level of schooling are tracked and can be sorted by job category
• Current software can track changes in employee wages over time
• Current software can track changes in residency location over time

Staffing and Interdepartmental Infrastructure

• Representatives from human resources (especially talent acquisition), community engagement, organizational learning, departmental jobs forecasting, and community engagement teams meet regularly or are part of an impact-workforce taskforce
• Forecasted job needs are communicated to staff working with local intermediaries

Alignment with Institutional Goals

• Systems are in place to examine the extent to which institutional policies, practices, and culture promote accessibility and inclusion
• Employee demographics across all jobs—from entry-level staff to the executive level—have been analyzed to identify potential barriers to entry and advancement for everyone.
• Training programs that help low-wage employees rise up in the organization are linked to community health goals, and demographic information about those employees who advance is tracked and reported

Decision-making Structure

• Hiring managers and supervisors are educated about impact workforce strategies and ​​professional development and promotion, focusing on competencies and skills needed to be successful
• Hiring managers have a system for ensuring the application materials of outside-in pathway program candidates are reviewed and appropriately considered

Staffing and Accountability

• There is a stated and specific goal to increase hires from economically under-resourced geographies
• There is a stated and specific goal to reduce turnover

Legal Requirements Around Hiring

• There is a ban-the-box or similar policy to remove unnecessary barriers for people re-entering the workforce following incarceration and otherwise qualified for the position
• Job families or positions have been evaluated to see where it is possible to hire justice-involved individuals
• The legal department has provided feedback on when it is possible to hire justice-involved individuals and people re-entering the workforce following incarceration based on state and other regulations
• Credit checks have been eliminated or significantly reduced to highest-risk positions only
• The legal department has provided feedback on equal opportunity requirements as they pertain to providing job opportunities to applicants

Existing Training Opportunities and Funding Options

• Employee advancement and training opportunities are discussed at orientation
• Employees have access to job or career coaches
• Employees have access to skills assessment tools and job shadowing opportunities
• Employees below a particular wage threshold are eligible for tuition advancement

Board and Governance

• The board is educated about and supportive of impact workforce strategies

Communication Channels

• Career pathways and opportunities for advancement within the institution are clearly defined, and this information is readily accessible to all employees
• The jobs portal website clearly communicates information about outside-in pathway programs
• Employees receive regular communications about training opportunities and tuition advancement programs
• Hiring managers and departmental managers are engaged throughout the process