Worknet, Second Quarter, 2002

Newsletter for the Iowa Workforce Development

Worknet, Third Quarter, 2002

Newsletter for the Iowa Workforce Development

Worknet, Fourth Quarter, 2002

Newsletter for the Iowa Workforce Development

Worknet, First Quarter, 2003

Newsletter for the Iowa Workforce Development

Worknet, Third Quarter, 2004

Newsletter for the Iowa Workforce Development

Worknet, First Quarter, 2004

Newsletter for the Iowa Workforce Development

Worknet, Second Quarter, 2004

Newsletter for the Iowa Workforce Development

Worknet, Fourth Quarter, 2004

Newsletter for the Iowa Workforce Development

Worknet, Second Quarter, 2003

Newsletter for the Iowa Workforce Development

Barriers to Employment, March 2001

During the last five years, Iowa has experienced a shortage of workers and will continue to feel the impact of a short labor supply. As the state prepares to reverse this trend of a declining population, attracting immigrants and refugees has great potential. In addition, released preliminary reports from the 2000 Census are reporting growth of the Latino population in several Iowa counties. This survey was conducted as a way to supplement the information collected about the Latino population by the State Public Policy Group in 1999, Snapshot in Time: A clear view of the importance, value and impacts of the Latino population in central Iowa. (Una Foto Actual de la Comunicad Latina: Un panoramaclaro de la importancia, del valor, y de los impactos de la población Latina en el área central de Iowa.) Although this survey was enlightening, it was broad in scope. It was the goal of the agency to collect more specific data regarding workforce needs and barriers that the Latino population encounter in the State of Iowa. Although it was the desire to broaden the scope of the previous survey, it should be noted that the survey samples were not identical. But it is recognized that because the Latino population within the state is small, some of the respondents could have participated in both surveys. We were also hoping to benefit from the extensive work conducted by SPPG within the community as a way to increase the response rate for this survey. This executive summary highlights some of the most significant findings from the survey of Latinos residing in Central Iowa. This analysis centers on the impact the Latino population can have in filling the labor shortages and how Iowa can best embrace the new Iowan. In addition, some of the key findings could offer insight into removing unnecessary barriers that prevent immigrants from utilizing valuable work skills as they integrate into the workforce. This information may be insightful to community leaders and employers who want to welcome new immigrants into their community. The following diagram collected from the 2000 Census illustrates the percentage of Latinos residing in the state.

Strategic Plan Iowa Workforce Development October, 2004

For the 2004 strategic planning process at Iowa Workforce Development, Director Richard Running asked for as much input from all staff as possible. As a result, planning staff designed an extensive process to gather input over about a three month period during the late spring and summer: • A Guide to Staff Involvement was drafted and distributed to staff in offices throughout the state. This guide provided a brief explanation of the planning process and quoted extensively from the Vilsack/Pederson Leadership Agenda and the 2003 IWD strategic plan to illustrate each step and to show examples of alignment. The guide also provided suggestions for staff in various locations and work units to conduct their own planning sessions. The structure was designed to solicit feedback regarding elements (vision, mission, guiding principles, goals and strategies) of the existing 2003 plan. Particular attention was devoted to securing non-management staff’s perspective during the internal and external assessment exercises. • Several local offices did conduct their own structured input sessions following the suggested guidelines and sent the results to planning staff in the central administrative offices. • Other work units in many locations opted to ask planning staff to facilitate planning sessions for them. The results of these sessions were also gathered by planning staff. In all, dozens of input sessions were held and hundreds of IWD staff participated directly in the process. Because all the sessions followed similar guidelines, it was relatively easy to combine all of the input received and spot common themes that surfaced from the many sessions. A composite of all the flip chart notes was compiled into one large document (for those who like lots of detail) and another document summarized the key themes that emerged. This information was used in a day-long planning retreat on August 20. Management staff members from throughout the department were invited and each work unit and sub-state region also brought a non-management staff person as well. This group reviewed the themes from the earlier sessions and then addressed each element of the 2003 plan, proposing refinements for almost all sections. Subsequently, senior management reviewed the results of the retreat and made the final decisions for the new 2004 plan. This thorough approach, with its special emphasis on input from line staff, did result in some significant changes to IWD’s plan. Local office staff, for example, consistently expressed the need to step up our marketing efforts, especially with employers. Another need that was expressed clearly and often was the need to beef up staff training efforts, much of the capacity for which had been lost in budget and staff reductions a few years ago. Neither of these issues is new, but the degree of concern expressed by IWD staff has caused us to elevate their importance in this year’s plan.

Sample Policy Prohibiting Harassment in the Workplace, 2006

A key component in preventing harassment is having each employer develop and implement a policy which prohibits harassment in the workplace. Having such a policy in place is also an important part of an employer’s defense should a harassment complaint be filed against the employer. This policy should be separate from and in addition to a general anti-discrimination policy. A good policy will set forth procedures that will encourage victims to come forward, that will protect confidentiality of the persons involved, that guards against retaliation, and that brings complaints to a resolution.

Departure Survey Report, 2005

This project was initiated by the Department of Personnel, now the Department of Administrative Services (DAS)– Human Resources Enterprise (HRE), to assist executive branch agencies in determining why employees leave their employ or state government as well as provide insight into past employee perceptions of their employer. As the workforce continues to age and at the same time the available workforce declines, employers must have data to manage their turnover effectively.

Departure Survey Report, 2006

This project was initiated by the Department of Personnel, now the Department of Administrative Services (DAS)– Human Resources Enterprise (HRE), to assist executive branch agencies in determining why employees leave their employ or state government as well as provide insight into past employee perceptions of their employer. As the workforce continues to age and at the same time the available workforce declines, employers must have data to manage their turnover effectively.

Diversity Workplan, September 27, 2005

To recruit and retain a diverse workforce so that state government will be enhanced by the benefits of diversity and better meet the needs of the public it serves.