What We Know about the Impacts of Workforce Investment Programs

Barnow, Burt S.; Smith, Jeffrey A.

doi:10.17848/9781441631992.ch10

Cited by 3 publications

(2 citation statements)

References 90 publications

(111 reference statements)

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“…Evaluations of publicly funded workforce development programs tend to show only modest, if any, positive impacts (Barnow & Smith, ; Card, Kluve, & Weber, ), while many private‐sector workforce development efforts provide companies with positive returns (Leuven, ). Such research suggests that financially viable businesses might be able to transform workforce development programs by putting social objectives at the forefront of operations (Dacin, Dacin, & Matear, ).…”

Section: Introductionmentioning

confidence: 99%

“…Enterprises should (a) provide soft-skill training and social services to participants; (b) operate at a size that allows for economies of scale in production and the provision of support services; (c) have few occupational skill requirements; and (d) hire supervisors with both industry knowledge and the capacity to support individuals with employment barriers. (Barnow & Smith, 2009;Card, Kluve, & Weber, 2010), while many private-sector workforce development efforts provide companies with positive returns (Leuven, 2004). Such research suggests that financially viable businesses might be able to transform workforce development programs by putting social objectives at the forefront of operations (Dacin, Dacin, & Matear, 2010).…”

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confidence: 99%

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Doing good while doing business: Using financial viability to enhance employability for the disadvantaged

Maxwell

Dunn

Rotz

et al. 2019

Nonprofit Mgmnt & Ldrshp

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The employment social enterprise (ESE) model can provide an opportunity to create a financially viable business that helps individuals with employment barriers become integrated into the labor force. This research studied eight ESEs. Findings suggest that by applying private‐sector business principles to a workforce development programs, social enterprises can provide participants with meaningful and valuable work experience, while offsetting program costs. Analysis identified four promising practices that social entrepreneurs should adopt when setting up a new enterprise. Enterprises should (a) provide soft‐skill training and social services to participants; (b) operate at a size that allows for economies of scale in production and the provision of support services; (c) have few occupational skill requirements; and (d) hire supervisors with both industry knowledge and the capacity to support individuals with employment barriers.

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Section: Introductionmentioning

confidence: 99%

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confidence: 99%