Author: cjj632

Many workforce development programs are funded to promote in-demand industry job training and placement. Those are important industries, and for people who want to work in these fields it’s a good match, but for people who want to pursue something different, the message this sends is, “We want to send you where we want you to be and not where you want to be.” This makes people feel devalued as individuals and unworthy of their personal goals. I feel like providers are at their best when they look at a person’s unique strengths and goals and what they have to bring to the table, and not solely what they [funded training programs] want you to do for their benefit. Preparing someone for employment and helping them get a job is a good thing no matter what, but it’s also important to support long term aspirations to ensure continued growth and motivation.

A strength-based approach looks at individuals as a full picture. It’s valuable to meet the person where they are rather than just checking the box: “They got a job; my work is done.” Programs can force people into a career path that isn’t rooted in their positive qualities or what they want for themselves. Those seeking services are left on their own to find the first step toward their future hopes and dreams. The provider has to support those dreams, showing that they care about each person’s long term goals, and helping people work toward their vision for a future ideal life:  it’s meaningful and valuable to look at what the first step toward their goal is and assist them in mapping this out beyond the offerings of the workforce program.

In the long term I think this approach makes people more successful. When applying for a job, you want to answer questions about the strengths you will bring to the table, or why you are excited and interested in the opportunity. It’s an advantage for people to be confident and genuinely interested in the job they are interviewing for. It will increase their chances of getting a steady, long-term position and offer them much more professional fulfillment during their time in the workforce.

You can’t ignore the challenges people face, yet there is a way to acknowledge someone’s life situation without discouraging them from what they want to achieve. It is possible to address the obstacles people face and provide assistance without judgement, while also uplifting their unique value and potential. I think people are the best versions of themselves when they are supported and encouraged to unlock their potential and be passionate about what they are pursuing.

Many disconnected youth and young adults view non-profit programs as part of a system that has failed them. They don’t want to feel like a number being recruited into a program; they want connection and relationship.

I want to emphasize the importance of being mindful of tone when approaching people. First impressions matter, especially when trust is being built. Many individuals have gone through difficult experiences, and while they may come across as guarded or even rude at times, it’s often because they have walls up rather than ill intent. Set in your own mind an approach of respect and kindness, regardless of how guarded the individual may appear.

When first introducing yourself and your program, strive to have a high impact on the individual regardless of the level of commitment a youth or young adult is willing to make at the time. They may not be ready to make a commitment, but if the initial connection is true and they feel safe with you, they may circle back to you in the future. Here is a list of things staff can be mindful of when meeting disconnected youth and young adults:

• Be yourself
• Don’t sound robotic like a rehearsed advertisement
• Know that program staff are not better than those seeking services, we are all the same
• Avoid providing too much information at once, this can be overwhelming
• Don’t be pushy, be respectful and patient
• Let the individual take the initiative in their own time
• Genuinely express that you are pleased to have met the individual
• Be consistent with follow-up contacts
• Ensure the program information presented on your website is accurate and complete, and update  staff contact information.    

It can be difficult for mature adults to navigate systems for help. Youth and young adults have even more challenges in understanding programs, trusting program staff,  and sorting out why someone is interested in helping them.

Offering incentives can encourage youth and young adults to learn more about a program and attend meetings; however, being part of a cohort of individuals with similar experiences and learning that you have something to offer others will create a sense of belonging and purpose.

Cohorts of youth and young adults receiving services together or working together as an advisory group should meet regularly. Meetings need to include time for talking about their lives and helping each other. The group members are in the same room together, but each person brings their own network of relationships and information to share with the group to help and encourage each other. The group helps each other find their footing.

Helping others in the community and acting as a bridge connecting others to services gives me a sense of how far I have come, how much I have learned and grown. I had an opportunity to meet  with  youth in a juvenile facility to help them see opportunities available in the community after release. This experience impacted my life. I no longer need an incentive to do this work: connecting, networking, and acting as a bridge to the community for others is who I am now.

Many people see life as a puzzle and they are putting pieces together. Disconnected youth and young adults sometimes don’t even have a puzzle board to begin with. It takes time for them to see the puzzle pieces they want to pick up and begin to put their lives together.