TAACCCT Impact on Meaningful Employer Engagement

2020 ◽  
Vol 2021 (193) ◽  
pp. 95-106
Author(s):  
John Cosgrove ◽  
Maggie Cosgrove
Keyword(s):  
Employer Engagement

scholarly journals Employer Engagement and Active Labour Market Policies. Evidence from a Norwegian Multi-Method Study

2021 ◽  
pp. 1-13
Author(s):  
Christer Hyggen ◽  
Janikke Solstad Vedeler
Keyword(s):  
Labour Market ◽  
Structural Constraints ◽  
Structural Factors ◽  
Economic Interests ◽  
Labour Market Policies ◽  
Active Labour Market Policies ◽  
Work Training ◽  
Active Labour ◽  
Employer Engagement ◽  
Business Size

Using Work Training in Norway as a case, this article provides insight into motivation and structural factors that impact employer engagement with active labour market policies (ALMP) targeting young people. Drawing on mixed-methods data, we find a substantial proportion of Norwegian employers engage in Work Training. Both social responsibility and the economic interests of the company influence employers’ motivation for committing to Work Training. The findings reveal that the structural factors of business size and sector are crucial determinants of employer behaviour when it comes to hiring Work Training candidates. Although improved outreach activities by local job centres may be important, the article argues that efforts towards opening up sectors closed by sector-specific regulations on hiring, and increased awareness of structural constraints, are similarly important.

scholarly journals Higher Education and Employability Skills: Barriers and Facilitators of Employer Engagement at Local Level

2021 ◽  
Vol 11 (2) ◽  
pp. 51
Author(s):  
Fátima Suleman ◽  
Pedro Videira ◽  
Emília Araújo
Keyword(s):  
Higher Education ◽  
Local Level ◽  
Northern Region ◽  
Barriers And Facilitators ◽  
Employability Skills ◽  
Active Engagement ◽  
Organizational Goals ◽  
Skill Gaps ◽  
Employer Engagement ◽  
Multi Stakeholder

This research examines the barriers and facilitators to employers’ engagement with higher education institutions. The data were collected through interviews with a set of employers (n = 19) in the Northern region of Portugal, V.N.de Famalicão, in 2019. We begin by exploring employers’ engagement activities as a potential solution to address local-level skill problems. Empirical evidence suggests that the engagement activities are mostly passive as firms use higher education largely as a recruitment channel. The differences in organizational goals and culture are the most cited barriers to the lack of more active engagement. Some efforts have recently been made to strengthen the ties between higher education and employers, notably through a local multi-stakeholder partnership as a potential broker. However, it will take time for this to bear fruit and contribute to reducing skill gaps and shortages. The data show that despite employers’ apparent willingness, more effort must be made to encourage active engagement.

The Impact of a Brief Meeting on Employer Attitudes, Knowledge, and Intent to Hire

2019 ◽  
Vol 63 (3) ◽  
pp. 131-142
Author(s):  
Michele C. McDonnall ◽  
Karla Antonelli
Keyword(s):  
Visually Impaired ◽  
Primary Outcome ◽  
Relative Effectiveness ◽  
Educational Approach ◽  
Employer Attitudes ◽  
Hiring Managers ◽  
Employer Engagement ◽  
Workforce Innovation ◽  
The Impact

We evaluated the ability of an intervention that consisted of a one-on-one meeting between a vocational rehabilitation (VR) professional and an employer to improve employer attitudes, knowledge, and intent to hire people who are blind or visually impaired. We evaluated the relative effectiveness of two approaches (dual customer vs. educational) and the impact of the VR professionals’ vision status (blind or sighted) on our primary outcome measures and on interest in follow-up. Participants were 59 hiring managers employed by a large company who completed measures at three time points: pre, post, and 4-month follow-up. We found that, regardless of approach used or vision status of the VR professional, the intervention was successful at improving employers’ attitudes, knowledge, and intent to hire. The educational approach resulted in increases in knowledge that were retained at follow-up, while the dual customer approach did not. Improvements in intent to hire were not retained at follow-up, suggesting that ongoing contact with employers will be beneficial to positively impact the hiring of people who are blind or visually impaired. These findings are particularly relevant given the Workforce Innovation and Opportunity Act’s focus on employer engagement for VR agencies.

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