Assessments are essential to determining which services will be value-added for each client and serve purposes for both the client and the case manager. In this module, the participants will learn about different types of assessments and the proper way to use each.

It's estimated that over the next twenty years there will be 76 million Baby Boomers old enough to retire, but only 48 million new workers available in the talent pipeline to fill their positions.  Although, Boomers remaining in the workforce will not come close to addressing the 28 million gap, they can be an intregral part of the solution.  This module outlines the characteristics of Baby Boomers, what a talent pipeline is and who is in it.  It addresses the training needs in order for Boomers to be competitive in the 21st century workplace and provides suggestions on how employers can keep them there a little longer. 

Although Baby Boomers are reaching traditional retirement age, they are remaining a dominant part of the workforce for various reasons including: personal fulfillment, financial need, and maintaining the desired work/life balance. This module explores those concepts and addresses some current statistics regarding Baby Boomers in the workforce.

Behavior based interviewing is becoming more popular with employers as it has been proven to be a more accurate measure of how a potential employee will perform on the job. Jobseekers need to be prepared for the types of questions that will be asked in behavior based interviews. This module will review the definition of behavior based interviews, how it is beneficial for a workforce professional to be familiar with behavior based interviewing, and how to navigate this type of interview.

Career decision making is a collaborate process through which individuals are helped to better understand themselves and their options. The case manager must assist each individual in finding his or her options that best fit his or her individual nature, situation, and expectations. This module addresses the case manager's role in the process of facilitating career decision making.

Case management should be customized for each individual client. The WIA case manager is responsible for facilitating a comprehensive set of services to help each client plan and succeed in career planning. This seminar includes a definition of case management, the elements of case management, and reviews strategies for effective case management.

Good customer service is the foundation for helping jobseekers overcome barriers. This module addresses the need for a commitment to customer service, good communication, and building a helping relationship with the customer. It also addresses some real customer service problems and gives suggestions for improving customer service.

A good work experience site has three key elements: the Job coach, the Worksite supervisor, and the participant. This module points out the most critical factors that determine a successful connection between them. It points out the value of the participant’s various learning skills, who trains them, who pays them, and who is responsible for facilitating these. It defines the Fair Labor Standards Act and what this means legally, for employers, trainees, and students. It also gives invaluable information in terms of matching participants to worksites to ensure the work environment matches the interests and needs of both.

Negative attitudes can be a barrier to both working with others and serving customers. Learning how to diffuse negative attitudes in coworkers as well as customers will help lead to more positive outcomes for all involved. This module identifies six types of negative attitudes, different strategies to diffuse each one when working with and serving others, as well as how to overcome these negative attitudes in yourself.

It is becoming increasingly difficult to match skilled workers with job openings.  Find out how to "broker" jobseekers to potential employers.  This module will present strategies for getting jobseekers hired, closing the deal and strategies for maintaining success. 

Employers ask many questions during interviews with potential employees. It is necessary for the job-seeker to know which questions are allowable by law, which ones are not, and why. This module explains why an employer may ask certain questions and teaches the job-seeker the most professional way to handle them.

An Individual Service Strategy is a took that guides the client and case manager outline goals and develop an action plan and identify possible barriers and solutions in advance. The ISS answers the questions "Where Am I?" "Where am I going?" and "How will I get there?" This module addresses the purpose of the ISS and what should be included on the form. Each participant in this course will learn what is included on the ISS and how to develop one for each client.

Informational interviews are often an under-utilized technique to gather information on a particular career field, better prepare for a position in that field, and establish networking opportunities. Job seekers should definitely take advantage of informational interviews when they are considering entering a specific field. This module reviews the purpose and benefits of an informational interview and how to go about having one.

This module includes a summary of the One Stop system. Students will learn the purpose, benefits, and partnerships involved in each One Stop. An overview of the variety of services provided and the agencies included in the One Stop will help each student to understand the all-inclusive benefits to job seekers.

Job development is more than finding a job for jobseeking customers of the One-Stop.  It is important to have the right skills and knowledge when representing an agency in the role of Job Developer.  This module will explore what it takes to be an effective Job Developer and seven characteristics of effective Job Developers.  

In its broadest and most general sense, job development is about working with employers to identify job opportunities.  This module will further define job development, examine job developer roles, and identify strategies for building positive relationships with employers and job seekers.  It will reveal where job development occurs, translate services into benefits and explain the different types of job matches and strategies for success.

The module stresses the need to be creative in the means by which jobseekers can get and keep a job; and entrepreneurship is the focus.   The U.S. Department of Labor encourages entrepreneurial activities in local program designs, and the module addresses how these activities can be incorporated within the Core and Intensive Services.  The module provides the reasons why one would become self-employed and further defines the role, required skills, necessary traits and qualifications to become an entrepreneur.  Specific Service Design structure and other ideas for implementing entrepreneurial services are included along with resources for detailed support in this enterprise.  

There are an infinite number of skills a person can possess. So, how does a front-line worker, supervisor, manager, or staff member know how to identify them and use them to benefit the customer and the employer? This module offers the elements necessary when considering what types of skills a jobseeker or staff member possesses. It clears up the opacity of hard and soft skills hidden within the lines of a résumé. It also offers a very functional tool as it goes one step further in explaining the most practical capacities for these various skills once they are identified.

Becoming more aware of ourselves and others is key to accelerating learning, improving communication, and minimizing mistakes.   This module will help each participant identify his or her learning style, how each style differs from the others, and why it matters.   In the world of Workforce Development this information is especially helpful when communicating with job seekers whose learning style may be different from your own.

The roles and responsibilities of the local chief elected official, their partnership with the local workforce investment board, and the governor are described in this module. It addresses the responsibilities of the Local Chief Elected Officials in regards to the appointment of the Local Workforce Investment Board (LWIB)and their role in the structured implementation of the Workforce Investment Act program.  

This module discusses the establishment of the Local Workforce Investment Board (LWIB) and its role in supporting the workforce system.  It provides information regarding board certification, how members are appointed, key functions of the board, and its limitations.  In addition, it provides an overview of the LWIB’s role in the responsibilities and membership of Youth Councils, which is a required subgroup of the LWIB.

Find out what effective managers and supervisors have in common. Learn how to plan and organize goals, communicate, lead and delegate, solve problems and make decisions, self manage, and hold people accountable.  By incorporating the six basic techniques provided in this module, you are sure to become a more effective Manager or Supervisor.

In this module, participants will learn basic marketing strategies and how the four basic marketing concepts apply to Workforce Development. Participants in this course will have the opportunity to work on sample marketing strategies to gain a better understanding of how traditional marketing concepts can apply to Workforce Development.

All individuals are motivated by different factors. This can be especially difficult when attempting to motivate teens in the workplace since the motivation for a teenager to work will most likely be quite different from the motives of adults. This module will help each participant understand motivation, identify six different motivational styles and how to deal more effectively with each type, as well as general ideas on how to coach teen employees.

Job fairs are an excellent resource for job-seekers and employers to connect to one another. For the employer, it’s a day long shopping spree. On the other hand, the job-seeker may feel a bit overwhelmed in a large sea of possibilities. So, how does the job-seeker establish themselves as indistinguishable in a large, competitive environment? This module offers necessary, practical information to provide the job-seeker with powerful tools to ensure a more rewarding job fair experience and the keys to impressing the employers along with a few pointers the job-seeker may not have considered.

On the job training (OJT) is one type of training funded by WIA. This training immediately places the participant into meaningful work that is intended to continue even after the training has been completed. This presentation gives and in depth definition of WIA On the Job Training, specifies how it should be used, and reviews the guidelines and process for using OJT's.

The main purpose of "Outreach and Recruitment" is to grow the One-Stop customer base for both jobseekers and employers.  Learn the tools that will help create and successfully manage outreach and recruitment, tips for marketing the workforce system, and techniques for educating the community about how to refer customers to the One-Stops.

Person centered planning is a great approach to be more effective in helping our customers become self sufficient and successful. Person centered planning focuses on each individuals strengths and needs and how goals can be accomplished in a community team. This module will explain in detail what person centered planning is, how it can be used to help those with significant barriers to employment, and outlines the steps involved in the process.  

All organizations encounter diverse problem areas. It is important that the problem is faced with a fact based method that uncovers the root of the problem and takes the neccesary steps to fix that problem. This module will review five methods that are appropriate to use in determining root causes, prioritizing reasons for those causes, identifying solutions, and creating an action plan. This workshop also emphasises the need for working the solution as well as evaluating the results.

Although this is not the first time our country has seen economic hard times, individuals who are unemployed today are much different than those who have been unemployed in the past. Workforce professionals need not assume each job seeker is exactly the same. This module addresses the basic needs of the "new unemployed" and the challenges faced in helping them overcome their barriers.

Workforce professionals have a lot of responsibility and are often stressed, whether the person realizes it or not. Stress can have a negative effect a person's mental and physical health as well as those around him or her. This module identifies symptoms of stress, four areas where stress can effect one's life, several coping mechanisms for stress, tips for managing stress and for working with others who are stressed.

Workforce development professionals have two targeted customers: job-seekers and employers. It is the WIA professional’s goal to be able to connect them successfully and to ensure that the relationship between the two remains constructive. There are several avenues to connect the two. This module offers some interesting strategies for employers to consider when seeking employees.  It also holds the keys to ensure a successful match between employer and employee so they may be a comfortable fit, not just at first, but also as they both potentially change and grow.

What keeps you from getting things done? What is on your to-do list today? Workforce professionals must learn to manage time effectively to properly address an increased workload, reduced staffing load, increased worker demands as well as other barriers to time management. In this module, learn to identify your time management style and an approach to help you manage time better. This presentation provides exercises to evaluate time management skills as well as examples of ways to determine how most of your time is spent.

Find out why employers choose "not" to advertise most jobs, where they "don't" advertise them and strategies for accessing the hidden job market.  Better understanding the hidden job market will enhance opportunities for jobseeking customers.  

According to Dr. Howard Gardner, psychologist and neuroscientist from Harvard University, humans possess eight different intelligences. This module explores these intelligences by identifying them and explaining how their relation to an employment situation can be invaluable. It points out how employment seeking can match a person’s skill set, interest and abilities. It also offers an invaluable resource section about how to ensure good connections between a certain type of intelligence and the job that suits that intelligence. Finally, it offers a few ways to identify areas of intelligence that need improvement and a few interesting ways to do this.

Employment proposals are about creating work opportunities rather than filling openings already designated.  Learn how to create a "win-win" situation by utilizing employment proposals.  This module will provide step by step instructions on how to design an effective employment proposal.

Customer satisfaction sometimes depends more on how the case manager conveys important information rather than what the information actually is. Difficult situations arise when the case managers might not have all the information available to help a client's specific problem. When you don't have all the answers you must have the skill and knowledge to navigate the process to enlist customer satisfaction through job seeker empowerment, choice, and participation. This module will address creating positive experiences with customers, even when you feel like you don't have all the answers.

This module offers a rudimentary explanation regarding the fundamentals of the Workforce Investment Act (WIA) including; the principles, goals, governance structure, and service delivery. It clarifies the specific details of the program design with an explanation of the system’s partners and desired accomplishments within the program. This Fundamental module offers a straightforward illustration of the WIA tiered service structure as delivered through the One Stop Service System.  In addition, it outlines the ten required elements of the Youth program including the development and responsibilities of the youth council.  

A two part module that includes the importance of Workforce partnering with outside agencies including: the power of collaborations, identifying potential partners, and examples of successful partnerships and best practices. The module reviews the purpose of WIA mandated partners as well as other likely and beneficial partners.

The youth program offered through the Workforce Investment Act is ultimately designed to prepare youth for success.  This module will present the basic program structure designed to ensure that success.  It will also outline the ten required program elements intended to improve educational achievement, prepare youth for success in employment, provide support for youth, and to develop the potential of youth as citizens and leaders.

The Workforce Investment Act makes funding available to serve youth.  In order to receive WIA youth services, youth must first be determined eligible.  The three eligibility components specific to the WIA youth program; age, income, and barriers are discussed in this module.  It will also detail the necessary documentation and instruct you about how to identify customers who are exempt from the low-income requirement.