Workforce Development

Client Engagement Profile – City of New York

CareerCore partnered with the City of New York to enhance its existing workforce development programs and outcomes, focusing on preparing early and mid career professionals to transition successfully back into the workplace after being displaced. CareerCore’s work with New York City includes:

	Development of state-of-the-art feedback tools for career coaches to utilize when counseling candidates
	Development of a comprehensive preparatory process for candidates that include interviewing, resumes, research, and recruiting process management
	Design of technology-based evaluation tools that assess candidate readiness, provide detailed preparatory roadmaps, and direct them to opportunities

CareerCore partnered with leading investment bank UBS to identify, prepare and place talent at the firm. Services include:

	Outreach, screening and selection of summer and full-time analysts
	Skill development boot camps that engage and prepare priority target groups for banking careers and the recruiting process (e.g. minorities, women, athletes)
	Joint development and sponsorship of an investment banking advice platform to enable candidates to prepare for and navigate the recruiting process successfully

Mentoring

CareerCore’s principals have developed a research-based, outcomes-oriented approach to designing and implementing mentoring programs for leading institutions based on the following:

25+ years of combined hands-on experience working with thousands of professionals and over 100 corporations, non-profits and universities
Deep understanding of how technology platforms can revolutionize the way advice is captured within an organization and shared among individuals.

The two core tenants of CareerCore’s approach are the following:

Organizational Capacity Building: Best-in-class tools (both web-based and paper-based) that capture and transfer advice from experienced executives to younger professionals on the recurring questions related to the “bar” for high performance, pitfalls, navigation, and cultural do’s and don’ts.

Individual Capacity Building: Personalized training and tools for younger professionals to enable them to (A) develop and manage their personal career roadmap based on a clear understanding of the skills, accomplishments, and relationships required to advance in the organization; and (B) engage their peers and senior colleagues effectively and efficiently around their specific roadmap and development needs

The vast majority of executives say that mentoring has been critical to their advancement. But developing and implementing effective mentoring programs remains hugely challenging for corporations and non-profit organizations. Cracking the code on mentoring for minorities, women and other under-represented segments of the workforce has been even more difficult. A recent CareerCore national survey of minority corporate executives from several industries found that only 16% of executives believe that the corporate mentoring programs they have been a part of are effective. These executives also state that the lack of “senior executive sponsorship” is by far the #1 reason for the lower rate of promotion among minorities when compared to their non-minority peers.

Mentoring is no longer driven by the traditional 1-to-1 relationship between a senior executive and a younger manager. Today’s executives view effective mentoring as having access to the advice they need to manage difficult situations and make sound career decisions. They also view “executive sponsorship” as a critical component of the success equation that is distinct from mentoring. Here some highlights of how today’s executives approach mentoring and views about what works:

	They turn to their peers for advice 2X as frequently as they turn to more experienced colleagues
	They tap into mentoring from outside their organizations 2X as frequently than they do from within their organization
	97% state that effective programs include advice and training for younger managers on how to engage senior executives
	98% state that effective programs facilitate regular access both minority and non-minority executives