The Pinkerton Papers:
Job Quality Series
#5] When the Employer is the Trainer: Lessons from Cooperative Home Care Associates — STEVEN L. DAWSON
How do you train hundreds of unemployed women of color and provide them stable jobs? You build a company that embeds training and employment within a single, seamless strategy. For over 30 years in the Bronx, Cooperative Home Care Associates (CHCA) has honed that strategy, producing off-the-charts results: Of 630 jobseekers enrolled annually, 94 percent graduate with a portable credential and 85 percent are employed as home health aides. Of those, 68 percent remain employed after one year.
In a burst of entrepreneurial spirit, the workforce development field is showing new enthusiasm for an old idea: creating “social enterprises” to employ low income jobseekers.
Workforce dollars are precious—particularly those targeting low-income jobseekers. The woman of color with a fifth-grade reading level; the returning veteran; the out-of-school youth with no employment experience; the immigrant laborer without papers; the court-involved; the individual recovering from addiction—their challenges differ, but each is seeking the stability and respect that steady employment can provide.
“Employer engagement” is the current battle cry of funders and policymakers as they urge workforce practitioners to become ever more “market driven”— meeting the needs of employers and, in the process, providing lasting benefits to low-income jobseekers.
A bad job is not simply the absence of a good job. A bad job destabilizes the individual, her family and the community. A bad job not only fails to pay enough for decent food and shelter for a worker’s family, it can risk her health, disrupt any chance for a predictable family life, undermine her dignity, and deny her voice within the workplace.