Back to Basics

:
Measuring what Matters

A Presentation for the November 2005 TWC Conference

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Overview
This session :
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Why do we have measures? What makes a good measure? What’s good about TWC measures?
" Are

there ways to make TWC measures better?

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Why do we have Performance Measures?

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Why Do We Have Them?
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What gets measured gets done
- Tom Peters

If you want it, measure it. If you can’t measure it, forget it
- Peter Drucker

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You can’t tell if you’re winning or losing if you can’t keep score
- Harry Hatry

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More Reasons for Measures
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If you don’t measure results you can’t tell success from failure If you can’t see success, you can’t reward it If you can’t see failure, you can’t correct it
- Osborne and Gaebler, Reinventing Government

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And Then There’s
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Because it allows us to demonstrate our value Because its good public policy Because the law requires it

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What Makes a Good Measure?

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What’s a Good Measure?
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Understandable
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Stakeholders must be able understand what’s being measured Stakeholders must agree that what’s being measured is important

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Meaningful
"

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Aligned with Vision & Mission
Drive Behavior in a Desirable Direction " Reward actions of value to system " Don’t create “Perverse Incentives”
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Texas Workforce System
Vision:
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Texans will view local workforce development boards, the Texas Workforce Commission and their partners as a quality supplier of workforce solutions

Mission:
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To promote and support a workforce system that offers employers, individuals and communities the opportunity to achieve and sustain economic prosperity

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Texas Workforce System
System Emphasizes:
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Local Control Employer-Driven Personal Responsibility Excellence Innovation Integration

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Strategies for Success
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Identify Employers’ workforce needs Identify Individuals’ skills, abilities, & employment goals Match needs of Employers with appropriately skilled Individuals

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Strategies for Success
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Where Community doesn’t have an adequate supply of Individuals with skills Employers need, help close that gap Where community has a surplus of Individuals with given skills, work to attract Employers to expand to the area Where Individuals have barriers to Employment, work to reduce those barriers

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What’s Good About TWC Measures?
How Can We Make Them Better?

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Reemployment of Claimants
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Understandable?
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Percent of UI Claimants Reemployed in the Quarter after receipt of 1st UI Benefit
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Measure uses True Wage Records Only

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Meaningful to Stakeholders?
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Helps Employers find new workers Helps Claimants (Individuals) return to work Helps Communities prosper Reduces costs to Employers in UI taxes

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Reemployment of Claimants
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Aligned with Vision & Mission?
" Performance
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improved by:

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Identifying Employers’ needs Identifying Claimants’ skills and abilities Matching needs of Employers with appropriate Claimants Helping Claimants with their job search, resumes, interview skills

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Reemployment of Claimant in 10 Weeks
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Understandable?
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Percent of Registered Claimants Reemployed within 10 Weeks based on
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Hired in WIT Job Opening WIT Job Development Enhanced Services Customers who obtain/enter employment

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Meaningful to Stakeholders?
" " " "

Helps Employers find new workers Helps Claimants (Individuals) return to work Helps Communities prosper Reduces costs to Employers in UI taxes

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Reemployment of Claimants
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Aligned with Vision & Mission?
"

Performance improved by:
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Outreaching more Employers Identifying Employers’ needs Identifying Claimants’ skills and abilities Matching needs of Employers with appropriate Claimants Helping Claimants with their job search, resumes, interview skills

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Job Openings Filled
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Understandable?
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Percent of Job Openings in WIT Filled
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Approved Employers or Staff-Created Orders

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Meaningful to Stakeholders?
Helps Employers find new workers " Helps Individuals return to work or obtain better jobs " Helps Communities prosper " Can reduce costs to Employers in UI taxes (if Claimants fill jobs)
"

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Job Openings Filled
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Aligned with Vision & Mission?
" Performance
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improved by:

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Identifying Employers’ needs Identifying Individuals’ skills and abilities Matching needs of Employers with appropriate Individuals Helping Individuals with their job search, resumes, interview skills

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Market Share
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Understandable?
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Percent of LWDA Employer Locations receiving Qualifying Services
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Job Postings, Specialized Testing, Employer Site Recruitment, Customized Training, Subsidized/Unpaid Employer Agreements, Rapid Response, Customized LMI, other Services for Fee

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Meaningful to Stakeholders?
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Helps meet Employers’ needs Can offer Individuals more job options Helps Communities prosper

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Market Share
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Aligned with Vision & Mission?
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Performance improved by:
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Outreaching Both Old and New Employers
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Even those who DON’T return to use system

Identifying Employers’ needs

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Help Drive to an Employer-Driven System
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Hard to be Employer-Driven with few Engaged Employers More Engaged Employers =
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More Jobs Options for Individuals More Information to help guide use of resources

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Sustainability
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Understandable?
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Percent of Employers Served who are Repeat Customers
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Repeat Customers are those who have previously received Qualifying Services in WIT (with at least 30 days between services) Qualifying Services are the same as Market Share Measure based on Key Account/Tax ID rather than location

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Meaningful to Stakeholders?
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Measure of Satisfaction of Employers Helps meet Employers’ needs Can offer Individuals more job options Helps Communities prosper

Sustainability
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Aligned with Vision & Mission?
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Performance improved by:
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Outreaching Employers Identifying Employers’ needs Referring Qualified, Prepared Individuals
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Matching needs of Employers with appropriate Individuals Helping Individuals with their job search, resumes, interview skills

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Continuously Engaged Employers Needed for an Employer-Driven System
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Hard to be Employer-Driven with few Engaged Employers More Engaged Employers =
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More Job options for Individuals More information to help guide use of resources

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Entered Employment
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Understandable?
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Of those Exiters Unemployed at Date of Participation, Percent Employed by End of 1st Quarter After Exit
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Unemployed at DOP includes Individuals notified they will be laid off Exiters are those who go 90 days without receiving a qualifying service

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Meaningful to Stakeholders?
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Helps Individuals return to work Helps Employers find new workers Helps Communities prosper

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Entered Employment
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Aligned with Vision & Mission?
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Performance improved by:
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Identifying Employers’ needs Identifying Individuals’ skills and abilities Matching needs of Employers with appropriate Individuals Helping Individuals with their job search, resumes, interview skills Enhancing Individuals’ Skills/Education to meet needs of Employers Seeking out new Employers whose needs align with skills/abilities of those in the Labor Market

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Employment Retention
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Understandable?
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Of those Exiters Employed in the 1st Quarter After Exit, Percent Employed in 2nd & 3rd Quarters After Exit
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Exiters are those who go 90 days without receiving a qualifying service Employment Not required to be with same Employer

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Meaningful to Stakeholders?
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Helps Individuals return to work or find better employment Helps Communities prosper Helps Employers meet labor needs to degree that Individuals remain employed with same employer

Employment Retention
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Aligned with Vision & Mission?
"

Performance improved by:
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Identifying Employers’ needs Identifying Individuals’ skills and abilities Matching needs of Employers with appropriate Individuals Helping Individuals with their job search, resumes, interview skills Enhancing Individuals’ Skills/Education to meet needs of Employers Seeking out new Employers whose needs align with skills/abilities of those in the Labor Market

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Earnings Change
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Understandable?
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Average Change in Earnings from 2nd&3rd Quarters Prior to Participation to 2nd&3rd Quarters After Exit of those Exiters employed in 1st Quarter After Exit
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Exiters are those who go 90 days without receiving a qualifying service Only Uses True Wage Records Excludes Exiters whose only Evidence of Employment in 1st or 3rd Quarters after Exit is Based on Supplemental Records of Employment

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Meaningful to Stakeholders?
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Represents degree to which system can help Individuals improve/restore their earnings Helps Communities prosper Helps Employers meet labor needs to degree that Individuals remain employed with same employer

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Earnings Change
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Aligned with Vision & Mission?
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Performance improved by:
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Identifying Employers’ needs Identifying Individuals’ skills and abilities Matching needs of Employers with appropriate Individuals Helping Individuals with their job search, resumes, interview skills Enhancing Individuals’ Skills/Education to meet needs of Employers Seeking out new Employers whose needs align with skills/abilities of those in the Labor Market

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Educational Achievement
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Understandable?
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Of those Exiters in Education/Training Designed to result in Recognized Degree/Credential, Percent that achieve it by End of 3rd Quarter After Exit
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Recognized Degree/Credential means recognized by Employers
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No Generic Work-Readiness

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Exiters are those who go 90 days without receiving a qualifying service

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Meaningful to Stakeholders?
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Helps Individuals Improve Skills/Qualifications Can help meet Employers’ labor needs Can help Communities prosper

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Educational Achievement
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Aligned with Vision & Mission?
" Performance
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improved by:

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Identifying Employers’ needs Identifying Individuals’ skills and abilities Supporting Education/Training that meets Employers’ needs where there is undersupply

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