Innovation:
Sector-Based Approaches
Many employment training initiatives have achieved the greatest success by adopting a sector-specific focus for their work. These programs get to know one industry well, and by doing so, they are better able to help various populations overcome barriers to getting jobs in those industries. Mark Elliott and Elizabeth King (1999) wrote that, “A single-industry focus enables organizations to become knowledgeable about the industry, develop strong long-term relationships with its key institutions, and become players in policy debates affecting the sector.” Furthermore, by getting to know one industry well, practitioners can better anticipate changes in the demand for labor and adapt to those changes quickly and effectively.
These approaches often require long time commitments and increasingly involve attention to the development of career ladder programs, where those in entry level jobs can see clear pathways to higher-skilled, higher-paying jobs (Marano, 2003). (Please see also the Innovation on Career Ladder Initiatives.) The results of these programs have been impressive so far. In a 2002 report, for example, Ida Rademacher found that participants in sectoral programs were able to improve their position in the labor market significantly, particularly with respect to earnings. Median earnings rose from a baseline of $8,580 to $14,040 one year after training and to $17,732 two years after training (Rademacher, 2002).
There are risks to this approach. First, because the sector members likely communicate regularly with each other, word spreads quickly about both successes and failures. If you perform well for a sector, you will become known for your expertise in serving that sector. But just as easily, your organization’s name can quickly become associated with poor performance. Second, by becoming immersed in a single industry, your fate is tied to the fate of that industry. If they fall into an economic slump and see waves of downsizing, the prospects for training new entrants to those sectors will become slim (Elliott & King, 1999).
Related Organizational Examples