Tamara's Comments

expectations of the employer with the training staff and how will they recognize and celebrate this training in the company? In addition to these questions, we also look at the employer’s mission statements, how they support their community and see if we are a good comparison.

We found a really good match was with Tigercat Industries as we found we both had strong goals to support newcomers in the region.

DO THE EMPLOYERS YOU USUALLY TALK TO HAVE A GOOD UNDERSTANDING OF WHAT LBS PROVIDERS OFFER?

It varies, but on average no… but let’s face it outside of LBS not many organizations really do. What we did notice was that when explained, the employers were amazed and very happy to know that these services were free and supporting the community. Out of most conversations we had, we got social media following, referrals, donations and even a volunteer tutor. WHAT DO YOU THINK COULD FACILITATE CONTACT BETWEEN THESE TWO WORLDS? AND IMPROVE THE VISIBILITY OF LBS PROVIDERS TO EMPLOYERS?

I think this is provincial funder responsibility and they have the most power and resources to do this easier than LBS providers and LBS networks. The community is the one who benefits from this and LBS is not often provided the funds needed to market programs enough to make these connections with employers. There is such potential to have employers know of LBS services and if this can be done by the funders, we can do the rest and make programs happen. LBS providers are very flexible and it is our business to meet the need of the community and there is a need in the workplace, an investment now is a cure of tomorrow’s issues. ■

TAMARA'S COMMENTS

Improving the visibility of LBS providers in the corporate world

We asked Tamara how to improve the visibility of LBS providers in the corporate world, so that they are seen as potential service providers for employee skill enhancement, or job enrichment, or acquisition of new skills, in relation to new technologies, for example. Here is what she said:

One of the most important moves is to create awareness, because what LBS providers do sometimes feel like the best well-kept secret. But there is also an issue with definitions: workforce training is perceived as quite different from workplace training. Some LBS organizations are eager to offer and provide workplace training (training that is actually delivered in an employer’s workplace), others are uncomfortable for a number of reasons. To achieve workplace training, organizations need to develop customized trainings to answer various onsite employer needs. The development of a new program takes time and resources, and few organizations have spare staff and financial resources. In Ontario, most LBS providers do workforce training which is defined as preparing adult learners with the skills they need to look for work.

Tamara also acknowledges that workplace training is not always well understood by employers. For example, employers may be aware that they have skills development challenges, but they often do not know what to do about these challenges. How such workplace literacy programs are marketed is critical. Many employees will be concerned about disclosing the true extent of their skills challenges out of fear of losing their jobs. It’s easier to admit that you don’t have up-to-date digital skills than deficits in reading, writing or math. For some employees, having to stay even later at work to

participate in literacy or upgrading training makes for a very long workday, even if some of the additional training time is paid for by the employer. Most employees are juggling more than just work schedules. They have families to take care of, homes to maintain, etc.

Tamara agrees there is a need to raise awareness of what can be provided by LBS programming, but it should not be expected that all LBS programs will be able to address workplace literacy needs. Employers will be most interested in, and employees will most benefit from, training that has been customized to their specific needs. Such customization takes additional time and resources. Even marketing to employers requires different approaches and language than what many LBS providers possess. "Return on investment" and “the bottom line” are terms that don’t figure significantly in most LBS practitioner’s vocabulary, but they are extremely important to employers and form a critical lens through which employers interpret needs and opportunities. Tamara thinks that it's all about building relationships. As in any field, building mutually beneficial relationships takes time and energy.

And ultimately, that there is an opportunity for government to provide clear directions, along with financing, for workplace literacy. She recalls at least three moves towards workplace education in the past three decades, but no long-term commitment. And she believes it's one of the things that is most needed: consistency in government goals, along with provincial/territorial/ federal partnerships. Because skills upgrading is not only an educational matter, nor just about helping people out of poverty, nor just an economic builder or a route to improved health. Skills upgrading impacts all areas of life. Once everyone tunes into this concept and starts talking the same language (maybe referring to them as Skills for Success), we will be able to make greater strides in addressing critical skills gaps. ■