Strategically Virtual for the Long Haul
by Liana Volpe
While many job seeker service organizations across sectors have pivoted to virtual offerings and maintaining an online presence, expanded and more interactive virtual programming could be put in place to further enhance the reach to job seekers and diversify the variety of online services. After months of chaos, with the public workforce system thrown into a suddenly virtual environment in early 2020, there is now an imperative to be more strategic with virtual programming.
Service delivery entities such as American Job Centers (otherwise known as One-Stop Career Centers) can follow a two-part question for rethinking job seeker priorities and programming: “What do people need right now and how can it be done safely?” Job seeker programming can be expanded to address the social and emotional components of job search. There is clear evidence that job search is an isolating and demoralizing process with the existing difficulties of unemployment magnified by the COVID-19 pandemic and the subsequent collapse in demand in the job market. Additionally, many individuals who lost their jobs from March to May 2020 have become or are on the verge of becoming long-term unemployed. The circumstances of job search have changed. Understanding that a return to place-based service may be in the distant future, more advanced and varied types of job seeker programming could be developed. And, because of real concerns and threats regarding COVID-19, as well as job seeker and service provider safety, programming should be designed and delivered with a virtual first mentality.
Below are some programming suggestions to create virtual spaces that instill a sense of community in job seeker programming and address the social and emotional components of job search. Each suggestion includes program intent, potential program delivery ideas, and current examples of program implementation. In this way, this list of programming ideas could be used as a toolkit for offering strategically virtual programming for job seekers, all of which responds to the growing needs of job seekers at this time.
Host Share and Support Sessions
> Intent: Host a Share and Support session in which the agenda is loosely defined and conversation is guided by job seekers’ needs. The intention of these sessions is to hold space for job seekers to be heard and to come together with other individuals in similar situations to discuss their experiences. Hosting these sessions with regular cadence offers job seekers a reliable source for connection and an ongoing opportunity to raise job search-related concerns. Share and Support sessions offer a safe space for participants to learn, reflect, and take action in their job search.
> Delivery: Share and Support sessions can be delivered virtually via a conference call line or a video conference service, such as Zoom, Skype, Microsoft Teams, etc. Regarding service delivery, establishing some degree of session privacy and/or anonymity may help participants open up and engage with the group, particularly as the group is just beginning.
> Example: Share and Support sessions are a common meeting construct in the healthcare space. Support groups that encourage active participation and sharing can be a powerful tool for wellness. Specifically, Mental Health America offers a series of support groups encouraging individuals to get connected with a group that fits their needs, with virtual options readily available for current safety reasons.
Facilitate Group Coaching Sessions
> Intent: At this time, workforce development resources are constrained, and staff efforts and attention are too often split in many different directions. For this reason, workforce professionals should consider focusing on group coaching sessions rather than dedicating time and resources to one-on-one support. Group coaching sessions also facilitate introductions among participants who may be able to help one another throughout the job search process. Many job seekers are facing similar challenges and can benefit from knowing that they are not alone in their situation.
> Delivery: In order to address job seeker needs and provide a human touch, consider the ways in which technology can empower staff to reach multiple people at a time via platforms like Zoom, Skype, Microsoft Teams, or other video conferencing services.
> Example: Through the New Jersey Career Network’s online Job Seeker Community, some members are participating in group discussions around career change and working through activities as a group, rather than through one-on-one appointments. In these conversations, individuals can explore their own personal career aspirations and needs and get feedback from other group members to help them consider new options and potential avenues to pursue. They are also able to share with one another the challenges they are facing in transitioning into new areas and discuss strategies for addressing these challenges.
Host Virtual Space for “Work Search Buddies” and Groups to Work Together on their Job Search
> Intent: This kind of group programming fosters accountability among participants and creates a sense of belonging. Work search buddies meet regularly to report developments in their job search, offer support and encouragement, and work together to address any search difficulties or questions. Accountability-centered programming such as work search buddies can also help to decrease the isolation and lack of motivation many job seekers often experience.
> Delivery: For initial organization, schedule a virtual meeting via Zoom, Webex, or any other phone or video conferencing service where job seekers can join and work together. If the session is organized through Zoom or Webex, consider putting job seekers in individualized breakout rooms to create more private sessions. As the participants become more familiar and comfortable with their buddies, encourage individuals to coordinate meetings with their partner on their own.
> Example: Services such as GetMotivatedBuddies and Supporti offer users the opportunity to find an accountability partner to help them reach their goals. Users are able to search for “like-minded buddies” to maximize buddy effectiveness and the ability for buddies to help one another equally. Organizations can encourage participation in an existing accountability buddy service provider or establish the buddy infrastructure in house. Bringing people together to assist one another is a valuable service to provide and one that works to establish a strong group or community.
Host Career and Job Search Presentations with Expert Presenters
> Intent: Diversifying the resources and engaging presenters and experts to assist in job seeker service provision can help staff manage the priorities and workload for building a robust community. Also, a variety of resources will help keep community members engaged and returning for services. Continued engagement within the community is critical to creating a lasting and thriving hub for information and connection. Diversity in materials and programming will also help draw in new participants and expand membership, which ultimately adds to the vibrancy and richness of the overall community.
> Delivery: Career and job search presentations can be delivered via multiple technology services and in multiple formats, namely live, interactive, or recorded. For maximum access, it is highly recommended that presentations be recorded, saved, and posted online so that individuals who were not able to attend the session “live” can still benefit from the information shared.
> Example: The Professional Service Group of Mercer County in New Jersey has a diverse rotation of expert presenters for its weekly virtual meeting for job seekers. Guest presenters include professional career coaches, human resources directors, recruiters, and more. Presenters share their expertise with the group, which is afforded the chance to benefit from a wide variety of tips, tools, advice, and learning opportunities.
Provide Curated Information via Websites and Virtual Platforms to Narrow Job Seekers’ Attention to Resources that will be Effective for them
> Intent: Due to the inherently overwhelming nature of job search, job seekers’ attention is often scattered. Providing curated and chunked information and resources will increase the likelihood that job seekers engage with and retain the material. Consider sharing articles, resources, webinars, and other multimedia resources to keep job seekers focused on the materials that will support their job search and careers.
> Delivery: Curated information and resources can be delivered online via direct email campaigns to job seekers to ensure that the material is delivered to customers who may need it. Delivery can also employ text message campaigns if there is a concern about customer access to technology such as computers. Moreover, organizations can also use their websites as hubs of curated information for those in search of assistance. Investing in a robust, accessible, and easily navigable website is critical in the new virtual first world.
> Example: The New Start Career Network, a Heldrich Center for Workforce Development program serving New Jersey residents over age 45 who have been out of work for six months or longer, developed a welcome email series that goes out to members when they join the program. Over the course of 17 days, new members receive a series of nine emails that identify a potential career or job search need they may have along with directions on how to access New Start Career Network resources to help them with that particular need. This process helps direct people to specific resources in response to specific job search challenges and does so in a way that is less overwhelming than providing one multi-page document that may be too much for stressed job seekers to absorb in one sitting.
Establish a Wellness Check System for Customers
> Intent: By setting up a wellness check system, workforce professionals can offer customers the vital services of human connection and a listening ear. Wellness and mental health concerns have become key considerations for many service-oriented organizations, particularly those that interact with job seekers. Creating programming and mechanisms for addressing customers’ general wellness properly acknowledges the hardships many are facing during these trying times.
> Delivery: Programming geared toward wellness can be delivered in a variety of methods. Staff can utilize text messages, phone calls, or video services to reach customers. Organizations should consider which delivery method will help them maximize their reach and most corresponds to customers’ access to and comfort with technology.
> Example: Bergenfield Public Library in Bergen County, New Jersey established a “Wellness Phone Call” system where individuals could sign up, or sign up a loved one, to receive a weekly phone call from library staff. Delivered in this format, this is a particularly useful service for community members who may be less tech savvy, but still need a connection to information and services, as well as human contact.
Acquire and Employ a Wellness Bot to Assist Customers with their Mental and Emotional Health
> Intent: Technology companies have developed an array of artificial intelligence wellness bots that can deliver mental health and wellness services to customers via a mobile application or website. These applications are operational 24/7, ready to listen and respond to customers’ needs, and can recommend activities to improve customers’ well-being. For job seekers, these bots can be used to send regular mood check-ins to help sustain motivation and address the feelings of isolation and rejection commonly associated with job search. These applications also give administrators the ability to target curated messaging and resources to ensure that customers are receiving the right help and support.
> Delivery: A few examples of wellness bot technology are Woebot, Wysa, and Youper. These services offer a range of service options to fit a variety of organizations’ needs. Delivery of services can primarily be done via text message or online chat. The availability of these services at any time, day or night, embodies the service delivery mantra of “meeting customers where they are,” maximizing the accessibility and effectiveness of service delivery.
> Example: For organizations that use Slack as a means of team communication, a variety of health and wellness apps in the Slack App Directory can promote healthy team habits, employee well-being, and mental health wellness, and track team burnout risk and motivation. Embedding bots and apps that are specifically designed to address wellness into team dynamics and service provision could provide holistic benefits for the team, group, or community at large.
Host Open Office Hour Sessions
> Intent: Establishing Open Office Hour programming can afford job seekers the opportunity to drop into a meeting to ask questions about their job search and discuss their job search experience with the session host and other participants. This kind of meeting can be hosted in conjunction with partner agencies and organizations in order to address certain topics, such as mental health concerns, Unemployment Insurance questions, etc. The topics should be broad as to not constrain individuals’ participation, since these sessions are meant to be open and free flowing. Consider offering Open Office Hours sessions on different days and times each week to maximize job seeker participation. A valuable service offered to job seekers in this kind of programming is that a listening and informed ear will be present in the session.
> Delivery: Open Office Hour sessions can be held via phone or video conference service, on a social media platform such as Facebook, or via a live chat web session. In organizing and delivering this programming, it is important to clearly communicate to customers that it is an open session where they can reasonably expect to be able to reach someone who can potentially assist them with their questions or concerns.
> Example: To assist students in their virtual learning, Columbia University’s Center for Teaching and Learning as well as many other colleges and universities advise professors and staff to institute Virtual Open Office Hours to support course instruction, enhance student learning and motivation, and efficiently address questions and concerns. Translating the concept of Open Office Hours to a virtual space provides participants with ease of access to a knowledgeable expert and flexibility in participation.
Develop a Set of Local Community-specific Resources and Tools
> Intent: To establish and enhance the value of the community, consider what supports are offered to community members that are specific within the community. These could be services offered by workforce professionals, or technology-based job search materials and systems designed to assist with certain aspects of the job search process. Community-specific resources and tools can be designed with the intention of being responsive to local job seekers’ needs.
> Delivery: A local community-specific set of resources and tools can be delivered in a variety of formats, depending on the resources and tools themselves. Organizations and workforce professionals can consider the virtual toolkits or resource guides they could put together to effectively address local customer questions and needs.
> Example: The New Start Career Network offers members access to job search-specific technology tools — including Vault, Jobscan, and Big Interview — and readily available 24/7. New Start Career Network members are able to access these technology tools for free, as the program absorbs the costs for the technology licenses. Access to these job search-specific tools is part of the valuable proposition of the New Start Career Network’s services.
Conclusion
Overall, these suggestions could be delivered via telephone, smartphone, or computer, in a concerted effort to reduce barriers to participation and maximize job seeker engagement. It is critical to acknowledge that everyone in need of services may not have access to an electronic device and/or Wi-Fi. For this reason, it is important to ensure that all job seeker services can be tailored to those who do not have technology resources at home, and/or new initiatives should focus on ensuring people have the technology devices and connectivity to participate in the digital world. As such, workforce professionals and service providers can consider the ways in which virtual services can be delivered via telephone, smartphone, computer, or other electronic device. For more thoughts on essential technology access, see the Heldrich Center blog post, Frontline Workforce Staff and Job Seekers Need Essential Technology Tools Now More than Ever.
Job search and the availability of quality jobs has fundamentally changed in the course of the current health crisis. Correspondingly, workforce professionals can consider how to expand programming to meet job seekers’ present needs, particularly programming that addresses the social and emotional components of job search. It is likely that the need for virtual services and remote service delivery will continue for the foreseeable future. Adapting to a virtual first mentality can help local communities and workforce organizations make strategic decisions for virtual programming for the long haul.
Liana Volpe is a Research Project Coordinator at the Heldrich Center.
In the Suddenly Virtual series, the Heldrich Center examined how the public workforce system had adapted to the COVID-19 pandemic, providing case management, training, and job search services in an online environment. The Strategically Virtual series builds on this work, outlining how the public workforce system can use technology and community partnerships more effectively to expand services, address job seeker mental and emotional well-being, and ensure that a broader range of the public is able to access supports during a time of social distancing and massive job loss. The Strategically Virtual series will produce issue briefs, Medium blog posts, practical guides, and more. View all of the Strategically Virtual blog posts.
