Cycles of Poverty and Crime in America's Inner Cities by Lewis D. Solomon

Author:Lewis D. Solomon [Solomon, Lewis D.]
Language: eng
Format: epub
ISBN: 9781138508972
Barnesnoble:
Publisher: Taylor & Francis
Published: 2017-10-02T00:00:00+00:00

Job Placement and Retention

Job placement and retention cannot be overlooked. With proper identification of in-demand jobs, skills training generally does not constitute the problem; rather it is placement, especially in a recession. To surmount job placement difficulties, nonprofit organizations need to develop strong relationships with local employers. Intermediaries that provide weak applicants are viewed as social service agencies, not service providers responsive to employer needs.

Effective nonprofit–for-profit partnerships constitute a two-way street. In addition to supplying businesses needing qualified, work-ready applicants, nonprofit organizations help employers in a variety of ways. They serve as staffing agents for small- and medium-size firms lacking a human resources department. After discussing and assessing an employer’s personnel needs, they can evaluate a possible fit between an employer and job seekers’ interests and skills. They can screen individuals carefully for job readiness and skills, send only qualified applicants for interviews, vouch that those they refer will be capable workers, and provide addition supervision, if needed, to ensure that any new hire follows through. By offering information upfront about applicants, they can save employers the cost of conducting background checks on prospective employees. Using an intermediary that performs quality screening and refers only qualified applicants will significantly reduce any employers’ liability risks resulting from the alleged negligent hiring of ex-offenders. In sum, local community-based groups can offer support services by matching qualified ex-offender applicants with available positions, and providing training, prescreening, and ongoing services to employers, thereby helping employers absorb some of the risks and costs of hiring ex-offenders.

In the placement process, reentry programs must focus on employers and industries, more generally, not adverse to hiring ex-inmates. Industries most willing to hire people with criminal convictions are those requiring little customer contact, such as manufacturing, construction, transportation, and behind-the-scene food service. Retail and service industries are those most unwilling to hire ex-offenders.33 Even in the absence of legal barriers, placement is less likely in the retail and service fields, especially where tasks require contact with customers, handling cash, or expensive merchandise.

To meet the critical challenge of job placement for ex-inmates, especially ex-felons, nonprofit organizations must develop a network of employers willing to hire ex-offenders with minimal skills (or no work experience). Building relationships with employers and maintaining their trust and confidence is key to the placement of ex-offenders.

Following a successful job placement, nonprofit organizations often neglect job retention, a critical task. It is difficult to keep the disconnected and ex-offenders in jobs, even if placed. The first six months or so on the job is often critical. Although expensive and time consuming, ongoing support to help ensure success ought to be provided.

Postplacement job retention and support services include referrals for child care34 and transportation35 assistance that if left unattended often interfere with job success. Nonprofit organizations can also help resolve any problems that may arise between an employee and an employer by taking the initiative and addressing issues that might compromise the work relationship. An intermediary ideally would need a staff person (or persons) to work with those placed in jobs and employers to help keep program participants employed.

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