Readiness Checklist

Do a basic assessment of where your institution is at, and identify the steps you need to take to implement an Inclusive, Local hiring program

Leadership

  • Leadership and the board have communicated organizational support
  • Human resources and hiring managers are supportive of the program
  • Dedicated staff have been identified to manage organizational objectives
  • A business case for inclusive, local hiring has been developed, institutionalized, and communicated

Partnerships and Community Engagement

  • Focus groups, interviews, or other community engagement processes have identified community priorities around local hiring and workforce development
  • Community-based organizations working within the target geography, or with populations identified as priorities—on employment, education, or economic development—have been identified
  • A workforce intermediary that will provide pre-employment training and/or other wrap-around services has been identified
  • A workforce intermediary or community-based organization that will provide ongoing employee support during the first year of employment has been identified. This can be the same organization that provided the pre-employment training
  • An educational partner or intermediary that can provide incumbent worker training has been identified

Data and Reporting Infrastructure

  • Current software system can track applicants and employees by zip code
  • Current software allows tracking of employee as they move throughout institution
  • Workforce demographics such as residency location, race or ethnicity, and level of schooling are tracked and can be sorted by position category
  • Current software can track changes in employee wages over time

Staffing and Interdepartmental Infrastructure

  • Representatives from human resources, organizational learning, departmental jobs forecasting, community engagement, and the office of diversity meet regularly or are part of a local hiring taskforce
  • Forecasted job needs are communicated to staff working with local intermediaries

Diversity and Inclusion Goals

  • Increasing inclusion is listed as a strategic priority, with specific goals by position level
  • Incumbent worker training programs are linked to diversity goals, and demographic information about employees who advance is tracked and reported

Decision-making Structure

  • Hiring managers are educated about local hiring and incumbent worker advancement opportunities
  • Hiring managers have a system for ensuring pipeline candidates’ application materials are reviewed either by setting aside a set number of positions or by guaranteeing interview slots

Staffing and Accountability

  • There is a stated and specific goal for local and inclusive hiring
  • There is a stated and specific goal to reduce turnover
  • Recruiters are evaluated on the number of local applicants
  • Hiring managers are evaluated on the number of local hires and internal advancements
  • Human resource leadership is evaluated on the number of local hires and internal advancements

Legal Requirements around Hiring

  • There is a ban-the-box or similar policy to address hiring individuals with criminal backgrounds
  • Frontline positions have been evaluated to see if it is possible to hire individuals with certain criminal backgrounds
  • The legal department has provided feedback on when it is possible to hire individuals with criminal backgrounds based on state and other regulations
  • Credit checks have been eliminated or significantly reduced to highest-risk positions only
  • The legal department has provided feedback on equal opportunity requirements as they pertain to providing job opportunities to pipeline applicants

Existing Training Opportunities and Funding Options

  • Employee advancement and training opportunities are discussed at orientation
  • Employees have access to job or academic coaches
  • Employees have access to skills assessment tools or job shadowing opportunities
  • Employees below a particular wage threshold are eligible for tuition advancement
  • Frontline employees have identified career paths to advance to living-wage positions

Board and Governance

  • The CEO and senior management regularly receive status reports on local and inclusive hiring
  • The board regularly receives reports on status of local and inclusive hiring
  • Hospital leadership is represented on the board of local workforce stakeholders and employment organizations
  • Leadership actively participates on boards of local workforce intermediaries

Communication Channels

  • Opportunities for advancement within the institution are diagrammed and shared with employees
  • Jobs portal website clearly communicates information about local hiring program
  • Specific position categories identified for local hire program are made clear on the website
  • Employees receive regular communications about training and tuition assistance programs
  • Hiring managers and departmental managers are engaged throughout the process

Scaling Local Impact and Building Community Wealth

  • Partnerships are developed with other large employers to standardize job requirements for similar frontline positions
  • An employer-assisted housing program is aligned with frontline or mid-level positions
  • Retirement plans are “opt out” rather than “opt in” to maximize participation
  • There is an additional employer savings match for lower-wage employees
  • Financial education classes are made accessible to all employees
  • Scholarship assistance is available for employee family members

Simple Policy Fixes

  • Adjust tuition reimbursement programs to allow for tuition advancement
  • Change policies that prevent hiring individuals with criminal records
  • Make diverse, inclusive, local hiring an explicit goal in the strategic p...

Quick Practice Upgrades

  • Communicate with workforce partners and intermediaries about forecasted job needs
  • Tweak job descriptions to eliminate unnecessary requirements
  • Evaluate recruiters, hiring managers, and department heads on local hiring...