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The brief is based on lessons from an evaluation: a randomized controlled trial (RCT) of a small subset of the 53 TechHire and Strengthening Working Families Initiative (SWFI) programs—three TechHire programs and two SWFI programs—that explored the implementation and short-term impacts of TechHire and SWFI. In particular, this brief focuses on findings from the implementation analysis that was part of the RCT; data sources for the implementation analysis included observations of TechHire and SWFI programs, interviews with staff members, and a review of program participation data.

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Key Takeaways

• Program recruitment was a challenge, and staff cited three key methods for successful outreach and recruitment. Specific challenges included generally (1) low unemployment rates during this pre-pandemic period, which made people less interested in training, (2) the relatively high skill levels needed for some of the training, and (3) a lack of dedicated recruitment staff. Recruitment strategies that program staff reported as being successful include partnerships with other organizations to encourage referrals, direct recruitment at Head Start centers, and social media and advertising.
• Program staff described challenges preparing participants with low skills to enter high-skilled, high-tech jobs in a relatively short period of time. Of the five programs participating in the randomized controlled trial, three of them focused on preparing participants for entry-level jobs within high-tech industries, hoping that advancement would lead to higher-level jobs in the future. One program that trained students for jobs in the information technology (IT) industry included a two-week pre-training career readiness and exploration module, which staff supported and valued.
• Of the support services that programs offered, case management was widely valued, while childcare services were infrequently used. Case management services facilitated communication with students and helped connect them to support services when needed, particularly when case managers felt that they had an appropriate caseload and when staff roles and responsibilities were clear. Some staff members credited case management with increasing student success. In contrast, participants only minimally used childcare services. Some programs considered alternative methods—such as changing class schedules or helping to formalize family and friend childcare networks—to expand childcare opportunities. Programs also found that designating a child care “navigator” or “concierge” to assist parents was important.
• Program staff noted that a dedicated job developer would have enabled more substantive case management of training graduates. Staff at programs without a dedicated job developer also described challenges with connecting participants to employment opportunities. Relationships with employers were key, and staff noted that these relationships were most successful when mutual benefits were clear.

Citation

Rock, A., Metz, R., Tessler, B., Gasper, J. (2022). Westat. Implementation Lessons for Practitioners from the TechHire and SWFI Randomized Controlled Trial. Chief Evaluation Office, U.S. Department of Labor.

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The Department of Labor’s (DOL) Chief Evaluation Office (CEO) sponsors independent evaluations and research, primarily conducted by external, third-party contractors in accordance with the Department of Labor Evaluation Policy and CEO’s research development process.