Workforce Development: The Target of Workforce Butler

Workforce development programs should be community-based and centered to help improve the quality of life for individuals, families, and the community. To make such programs successful, it's important to engage various partners such as the Department of Labor's workforce development programs at the federal and state level, post-secondary education providers, local business and industry employers, and individuals who are currently under-skilled and/or underemployed.

Moreover, it's important to recognize that workforce development is not just about job training, but also about addressing the various barriers that individuals may face, including lack of access to food, shelter, childcare, physical and mental health care, and other basic needs. For this reason, community support organizations such as those mentioned, and faith-based organizations should also be involved in these initiatives to provide necessary support services that remove barriers and help individuals achieve success in the workforce.

When multiple organizations are involved in a workforce development initiative, there can be conflicts of interest and internal organizational strategies that limit their contribution to the larger outcomes. This can hinder the success of the program and limit the benefits individuals; businesses and the community can receive.

To address this, it's essential to have facilitation that incorporates innovation and negotiation to ensure that the program's target outcomes are met without any one organization disproportionately benefiting and/or contributing. Success measurement should also be replicable, scalable, sustainable, and measurable in terms of ROI for the entire project from start to finish.

Maximizing success requires individual organizations to think and act like one unit, with multiple processes assigned or shared by the right organization at the right time in the process from start to completion. This requires open communication, collaboration, and coordination among all stakeholders involved. Additionally, the program needs to be flexible enough to continue going forward in the community with modifications as necessary for environmental changes such as the supply and demand of labor and the evolving needs of the community. 

The Workforce Butler has a wealth of experience in facilitating successful workforce development programs that meet the criteria you described. With over 30 years of experience working with multiple communities, industries, businesses, the Department of Labor, and community support organizations, Workforce Butler has developed a deep understanding of the complex issues and challenges that can arise in workforce development initiatives.

Additionally, with a strong background in business, leadership, human resource management and strategy, and workforce development boards at the local and state level, Workforce Butler has the necessary expertise to work with a diverse range of organizations and individuals to ensure that everyone's needs and goals are met.

Moreover, Workforce Butler has a passion for diversity, inclusion, and equity, which is essential for creating successful workforce development programs that promote social and economic equity. Workforce Butler would be honored to be a valuable 3rd party partner in any community-based and centered workforce development initiative.

The Lead Conveyor for this initiative will be Craig S. Butler, MBA/PHR/SHRM-CP, President of The Workforce Butler. His exceptional skills, knowledge, and expertise have been honed through extensive experience working with various stakeholder groups identified by local Workforce Development Boards. 

Craig's dedication to workforce development is evident in his decades of voluntary service as a Board Member of Workforce Development Boards. In South Carolina, he played integral roles in organizations such as the Pee Dee Tech Prep Consortium, Pee Dee Private Industry Council, and the Pee Dee Workforce Board, serving for 11 years. Additionally, he chaired the Local Tennessee Workforce Development Board (Department of Labor-LWIA 11- 8 counties) for an impressive 12 consecutive years and simultaneously served on the Tennessee State Workforce Development Board for 7 years. His collaborative efforts in workforce development were recognized with three Governors' Awards in South Carolina. 

In the private sector, Craig has displayed leadership in various industries, including Retail, Healthcare, Financial/Banking, and as a Small Business Owner of two enterprises, including Affordable Multi-Family housing real estate and Business/Consulting Services. His active engagement, product/service development, commitment to efficiency, and unwavering dedication to excellent service have made him a valued member of numerous diverse groups and collaborations, including the manufacturing sector. 

Craig's background is uniquely enriched by his personal journey, including navigating the strengths and challenges of Dyslexia in childhood, which has shaped him into the leader he is today. When asked about his goals in Workforce Development, he emphasizes the importance of measuring success against the "Ables" and "Ions." The "Ables" include attributes such as being Valuable, Viable, Scalable, Doable, Replicable, Sustainable, Amicable, ensuring Accountability among Providers and Participants, and promoting Stackable Credentials. The "Ions" encompass qualities like Compassion, Collaboration, Negotiation, Cooperation, Participation, Association, and most importantly, Inclusion and Innovation. Craig's innovative thinking transcends traditional boundaries because he understands the value of inclusion and the necessity of thinking outside the conventional box that once excluded him.

Additional Info:

Choosing Visionary Business Partners: Identifying visionary business partners with enduring values is imperative for ensuring long-term success. The potential to forge partnerships that align seamlessly with the project's objectives is significant. However, not all prospective partners may embody the project's visionary leadership and values. Therefore, a meticulous selection process, grounded in criteria such as Living Wage programs, Career Ladder/Lattice plans, and participant justifications, becomes essential.

The optimal business to collaborate with is one that places a strong emphasis on values and interests that are employee, customer, and community-centric. The concentration on employee engagement in their service model is reflected in their high levels of customer satisfaction. Businesses deeply engaged in their communities will not only thrive on opportunities to promote themselves as an employer of choice but also contribute to workforce development within their communities, fostering sustainable and scalable economic development.