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1. Customers:
Current and potential customers feel comfortable receiving services through the WorkForce Center System, have options on how to receive services, and the services they receive are high quality and meet their workforce development needs.
I. Customer Outcome Measures tell us about the results our customers’ achieve and the extent to which the products and services meet their needs and expectations. Types of measures are:
a. Customer Outcomes (individuals and employers) – this category includes measures that identify the extent to which customers achieve desired goals, such as getting a job, gaining independence, acquiring new skills, getting information and access to resources, finding qualified employees, etc. This measurement category reflects customer outcomes and not “program” outcomes. Reported measures do not duplicate customer counts as is the case with program measures. Attachment 1 includes a preliminary draft of system-wide Workforce Development Measures.
b. Customer Satisfaction (individuals [i.e. program and non-program eligible customers] and employers) – this category identifies the level of customer satisfaction with services they received. Surveys should seek feedback on the Ten Dimensions of Service Quality. Methods for measuring customer satisfaction include focus groups, point-of-service surveys, mail surveys, telephone surveys, etc.
II. Operational Capacity and Support Measures tell us about how we function and use resources, so that we can maximize our ability to meet customer needs and achieve workforce development goals.
Market Analysis Measures – These measures are about “knowing thy customer,” including potential customers. Two types of measures are needed: 1) Market Penetration and 2) Customer Needs Assessment.
1. Market Penetration - identifies the degree to which the center serves eligible customers within their geographic market and the extent to which job seeking and employer customers reflect the demographic characteristics of both eligible customers and the population of individuals and businesses that exist within the Center’s geographic market.
2. Customer Needs Assessment – Rather than a quantitative measure, this assessment is based on the qualitative response to the following questions:
a. Who are your customers?
b. How do you determine their service needs?
c. In comparing identified customer needs to services offered at your WorkForce Center, what service gaps and service strengths were identified?
d. What new initiatives will your Center begin this year to address service gaps and build upon service strengths?
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Standard Number |
Standard / Expectation |
Is a (written) process required? |
Relevant quantitative measures (suggested menu) |
Are there specific criteria? |
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1.1 |
WorkForce Centers (WFCs) are welcoming to all customers. |
1. WFC has a process in order to be proactive in reaching out to customers including greeters, exit checkout of customers, individual meetings with employers, etc. 2. All WFC partners can identify the ways in which they are welcoming to all WFC customers. 3. WFC completes and/or updates the ADA site survey annually. Based on the ADA site survey the WFC has developed a plan for working towards full accessibility for the WFC. 4. WFC has developed a process to determine the number of people who use alternative communication services, the alternative communication services those people used, and then uses that information for business planning (statewide process currently being developed/examined). |
1. Degree to which customers report feeling welcomed (from customer satisfaction survey) 2. Percent of customers who refer other people/businesses to the WorkForce Center. 3. Increase in secret shopper outcomes. 4. Increase in new and repeat business customers. 5. Increase in the number of job openings posted. |
1. WFC utilizes the Resource Area and Reception Customer Service Protocol. 2. WFC maintains a well-kept physical appearance (i.e., clean bathrooms, Resource Areas, grounds, etc.). 3. WFC provides consistent and dependable performance when delivering services to all customers. 4. All types of communication, including signage, are available in alternative language formats that are appropriate for the community 5. WFC has assistive technology tools. 6. WFC meets all ADA requirements in the letter and spirit of the law. |
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1.2 |
WFCs identify customers’ needs and strive to meet those needs. |
WFC has and deploys processes to: 1. Identify customers’ and potential customers’ needs and shape WFC services to better meet their needs. 2. Refer customers to partners who are within and outside of the WFC in order to meet customers’ needs. 3. Collect information regarding business customers’ satisfaction with WFC services (statewide employer satisfaction survey is currently being developed). 4. A customer flow and referral process that depicts customer flow from entry of the system to exit of the system for jobseekers and employers. |
Percent of customers whose needs were met through the WFC (including jobseekers, employers, etc). |
1. WFC annually analyzes available information regarding community needs and adapts the business plan accordingly. 2. WFC uses customer feedback from the statewide Customer Satisfaction Survey to shape WFC planning. 3. WFC provides directly or provides referrals to low cost resources for customers’ training needs, including technology training for beginning computer users. 4. WFC utilizes the Resource Area and Reception Customer Service Protocol. |
|
Standard Number |
Standard / Expectation |
Is a (written) process required? |
Relevant quantitative measures (suggested menu |
Are there specific criteria? |
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1.3 |
WFCs educate current and potential customers about the services offered at the WFC and how to use those services in furtherance of their personal goals or their company’s goals. |
WFC has and deploys a process to inform customers about the WFC (i.e. internet, web page, group orientations, individual meetings with employers, etc.). |
1. Degree to which customers’ purposes in coming to the WFC match their knowledge of the relevant services. 2. Percent of first-time customers. |
1. WFC ensures customers are aware of the services offered in the WFC. 2. WFC has a menu and description (in common language) of programs and services that are offered at the WFC, including the core services/programs offered at every WFC and services/programs that are site specific and updates the menu annually, at a minimum. 3. WFC helps to establish customers’ expectations for the WFC. |
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1.4 |
WFCs provide a variety of service strategies for jobseeker and employer customers with no right or wrong point of entry to the system. |
WFC has a long term plan to ensure customers will continue to have the option to receive services in a variety of ways, including one-on-one service, affiliate sites, referrals to community organizations, electronic access, e-tools, self-service, employer service center, etc. |
1. Increase in customer satisfaction regarding the customers’ ability to find WFC locations, their understanding of WFC services, and their understanding of possible options regarding their workforce development needs. 2. Percent of customers who are satisfied with the service (Degree of customer satisfaction with the options available to receive service). |
1. WFC gives customers the tools they need to access services on their own. 2. WFC staff are able to provide assistance with navigating the www.mnwfc.org website over the phone. 3. WFC refers customers to other WFCs or organizations offering unique or specialized services that are not provided at the WFC. |
Leadership measures – identify how successful executive leaders, managers, and supervisors are at: 1) setting, communicating, and reinforcing defined WorkForce Center System values; 2) setting and communicating goals, priorities and employee expectations; 3) get and allocating resources; 4) building and maintaining stakeholder and partner relationships; 5) tracking, reporting, and publicizing WorkForce Center System efforts and capabilities. Types of measures may include:
1. Partnership involvement - this category evaluates the extent to which leadership uses customer, staff, stakeholder, and partner feedback/input in planning and decision making.
2.. Community involvement – this measure identifies the degree to which leadership and staff are involved in the community in which they serve.
3. Planning Measure –
a. Has an updated Business Plan that identifies short-term and long-term initiatives.
b. Has an Implementation Plan for carrying out existing and new activities.
c. Budget links to performance outcomes.
4. Communication Measures – existence and use of a Communication Plan that identifies how and when to communicate with stakeholders, partners, customers, and staff.
5. Performance Evaluation – has adopted and implemented a performance management system that provides relevant information to assess system-wide, geographic, program and system performance.
6. Etc.
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Standard Number |
Standard / Expectation |
Is a (written) process required? |
Relevant quantitative measures (suggested menu) |
Are there specific criteria? |
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2.1 |
The One-Stop Operating Consortium models and ensures system integration through communication.
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1. WFC partners have developed and currently deploy a process to strengthen communication among the partners (ex: regular meetings to discuss WFC issues; cross-partner staff training) and to ensure customers can move among the programs they are eligible for in a seamless manner. 2. WFC partners have developed and deployed a process for communication with business customers (e.g. business customers have one contact person at the WFC, WFC partners work together to serve business customers, etc.). |
1. Percent of staff who use the One-Stop Operating System effectively. 2. Degree to which, in staff surveys, staff report effective communication and integration with other partner operations. 3. Degree to which customers report communication issues among the partners. 4. Efficiency measures such as cycle time. 5. Number of meetings to discuss WFC issues. |
1. With a united front, leaders promote and share the vision and mission of the WFC System. 2. Leaders ensure all partners are invited to participate in planning, training, events, opportunities, etc. 3. Leaders have all-inclusive joint staff meetings. 4. Leaders ensure effective communication with the Local Workforce Council. 5. Staff and partners have equitable access to systemwide communication. 6. WFC has developed and deployed a formal release of information for necessary customer data, and all customer data is directly entered into a common database system that is shared among all WFC partners (MN One-Stop Operating System when operational). 7. Local staff can communicate via common email, schedules, data, address books, and meetings. 8. WFC has a One-Stop Operating Consortium, which meets regularly, is functional, and its membership is inclusive of the partners providing services through the WFC and other key stakeholders. |
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2.2 |
The One-Stop Operating Consortium models and ensures system integration through planning. |
WFC has and deploys a "Business Plan” and makes changes to the Business Plan based on customer satisfaction data, performance data, economic cycle, demographic data, etc. |
1. Degree to which staff report knowledge and understanding of their annual business plan through discussion. 2. Customers’ final outcomes. 3. Cycle time. 4. Degree to which staff with those responsibilities complete the business plan objectives. |
1. The Business Plan includes: cost allocation agreements, marketing plans, service matrix, safety plans, budget, partnership training plan, local integration plan, local technology plan, memorandum of understanding, communication plan, Resource Area plan, etc. The WFC’s Business Plan must be based on the Local WorkForce Council’s business plan, the Local Workforce Council must approve the WFC’s Business Plan and all WFC partners must sign the Business Plan (See appendix for additional details on the individual components of the Business Plan). |
3. Staff
Staff have the ability, tools, and training to provide high quality workforce services in order to meet business and jobseeker customer needs.
Human Resource Measures - tell us how well we are using human capital/employees to meet customer needs. Types of measures are:
1. Employee Turnover – Number and percent of new hires and losses by program area. May want to include an additional measure to identify when an employee may retire to plan for better responsibility and knowledge transfer.
2. Employee Feedback System – Performance for this measure would be based on the existence and use of a performance feedback process for providing constructive feedback to employees at all levels.
3. Employee Satisfaction – this category identifies how well employees believe they are doing in meeting customer needs, including whether they have the necessary training and organizational information to perform their job well, and the level of satisfaction employees have in their job and work environment. Methods for measuring employee satisfaction include focus groups, surveys, interviews, etc.
4. Employee Investment – this category of measures serves as an indicator of a program or area’s ability to respond to customer needs and ensure continuous improvement by increasing the knowledge, skills and abilities of employees. Types of measures may include:
i. Average annual training expense per employee
ii. Annual percent of employees that receive training
iii. Annual percent of employees that complete required or needed training as targeted by a program or area.
4. Business Processes
Business processes are in place to help guide staff to provide high quality workforce services and to promote the mission and values of the WorkForce Center System.
Process Measures - tell us how well our service delivery processes are [i.e. external accountability] and how well our business/administrative processes are [i.e. internal accountability]. Types of measures are:
1. Input Measures – provide information on the amount of resources used to provide products and services. Types of measures may be: number of staff, cost of staff/equipment/materials, time spent on particular initiative, etc.2. Output Measures – provide information about the amount of products and services provided and people served. Types of measures may be: number of customers served, number of classes held or documents/publications distributed.
3. Efficiency Measures – provide information on the cost or time used per unit of “output.” Types of measures may be: average cost per served customer, average staff time spent per customer, cost per product/service produced, wait time per customer, return on investment per customer or customer group, value added per customer or customer group, cycle time for meeting customers’ needs, etc.
4. Customer Process Measures – identify the existence and application of processes that we must excel at in order to meet customer needs. This measure would report on whether a Center has an in-take process for new customers and whether they use the process.
5. Internal Process/Policy Measure – identifies the presence, use, and effectiveness of business processes to maximize operational capacity to meet customer needs. Types of measures may be: average time to post and fill a position , the ratio of managers or supervisors to support and technical/service delivery staff, etc.
6. “Brand” Measures – includes a checklist of required physical [e.g. computers, copiers, building layout, signage, etc] and operational [e.g. Strategic Plan, Operation/Business Plan, etc] conditions that the Center must have in place in order to be a “WorkForce Center. Some quantitative measures may also be included, such as the percent of employees or job seekers that have access to the most updated computer software and hardware.
Standard Number
Standard / Expectation
Is a (written) process required?
Relevant quantitative measures
(suggested menu)
Are there specific criteria?
4.1
WFC facilities are managed to integrate services, maximize efficiencies, and support a common “look and feel” across the WFC System.
WFC has and deploys a process to maintain the systemwide “common look and feel” through the:
A. Web (Web Publishing Guide, Section 508)
B. Phone
C. Print (Marketing Style Guide, Branding)
D. Community outreach
E. WFC &/or Resource Area
1. WFC interface –Workforce organizer User Guide;
2. Signage – MDES memo April 15, 1996 and RA Signage Guidelines;
3. Equipment – RA Internet and computer use policy and RA Technology Standards.
1. Determine the number of people and businesses the WFC serves.
2. Annual return on investment.
1. WFC has a single common Reception Area and a common Resource Area that are under supervision at all times.
2. WFC provides all of the services outlined in the Jobseeker and Employer Services Matrix.
3. WFC has a functional floor plan that capitalizes on teaming and partnering opportunities.
4. WFC partners share conference rooms and break rooms
5. WFC has a single lease.
6. WFC has an integrated phone system.
7. WFC partners are co-located into contiguous space (in a building and within the building) to the maximum degree while maintaining optimal customer service.
Please see the appendix regarding specific criteria for the:
1. Local web site
2. Technology/Computer System
3. Phone system
4. Published documents/presented information