iq magazine - fall 2009

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Contents

F E AT U R E SSPONSOR SPOTLIGHTWorkforce U Delivers Skilled WorkersProgram Raises Standard on Preparing Workforce

Cover Story: AdriftNavigating the Economy of Joblessness

The Deepest CutsHow to Deliver Bad News to Good People

Pointing UpThe Stars are Aligned for Three Industries. Are Jobs on the Horizon?

TransformersJobless Find New Professions within Themselves

Where to Begin (Again)Workforce Centers Reveal Paths to Reemployment

D E PA R T M E N T S

OUR MISSION:

Unlock the power of central Minnesota people to build and sustain healthy communities.

INITIATIVE FOUNDATION GOALS:

–Strengthen Economic Opportunity–Preserve Key Places and Natural Resources–Support Children, Youth, and Families–Build Organizational Effectiveness–Encourage the Spirit of Giving

ABOUT THE COVER:

Nearly 217,000 Minnesotans are sailing the stormy waters of unemployment. Illustration by Andrea Baumann.

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4 Kathy’s NoteDeliverance

6 IQ PointsYour Two-Minute Digest

8 Workforce MythologyLet’s Dive into the Water Cooler Propaganda . . .

10 Re-BrandedFor Young Workers, CareerOne ProgramOffers Crash Course in Core Skills

12 New Home EconomicsImmigrant Job-Seekers Face More than Recession

38 KeynotesThe Initiative Foundation Newsletter

42 Seniority RulesDisplaced Boomers Face Rougher Road to Reemployment

56 BrainiacAn IQ&A with Kathy Zavala

for leading the way...

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We are proud to have you lead the way...thank you.

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improving the healthcare of rural Minnesotans.

Dear Friends,

It was just after midnight andfew degrees above zero last February26. If you would have asked me whereI thought I’d be that night, my lastguess would have been in a backseatof a car, parked under a dim street-light at Walgreen’s in Minneapolis,and about to deliver a baby.

My friend, Steve, and I had just finished losing a Scrabble game to his very pregnantwife, Heidi. After a bedtime bath, her contractions came out of nowhere. It was a 40-minutedrive to the hospital, and between the painful cries and irresistible urges to push, it becameclear to me that we weren’t going to make it.

Now, I’ve been around a few deliveries, but I’m no midwife. So, what would you do?I draw the parallel between this unplanned crisis and those of displaced workers

throughout Minnesota and the U.S. One minute you’re planning for double-word scores, thenext minute you’re facing a challenge that you couldn’t have possibly imagined.

The course of action is the same. You respond. You draw on past experience, navigatethe dangerous waters, and hopefully find some help along the way.

In the case of unemployment, the cavalry is led by our IQ publishing partner, theStearns-Benton Employment & Training Council (see page 14), and the MinnesotaWorkForce Centers around the state. In this issue, we also profile three emerging indus-tries—healthcare, renewable energy, and technology—that hold the promise of future jobsfor our region.

We trust that this IQ issue will inspire renewed hope for economic recovery, as well asreveal the incredible sacrifices and triumphs of nearly 32,000 displaced workers in centralMinnesota.

Oh, and in case you were wondering, the emergency personnel did arrive just in time tohelp with the back-seat delivery of Berlin Zaelie Mae. Her birth certificate says she was bornat the hospital, but we know the real story.

Enjoy the magazine!

Kathy Gaalswyk, PresidentInitiative Foundation

Kathy’s Note

4 Initiative Quarterly Magazine IQmag.org

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FALL 09 5

Volume 7, Fall 2009

Initiative Quarterly Magazinewww.IQmag.org

INITIATIVE FOUNDATIONExecutive Editor & Director of Communications | Matt KilianGrants & Communications Specialist | Anita Hollenhorst

PUBLISHERSEvergreen Press | Chip & Jean Borkenhagen

EDITORIALEditorial Director | Jodi Schwen Managing Editor | Tenlee LundStaff Writer | Dawn Zimmerman Staff Writer | Sarah Colburn

ARTArt Director | Andrea BaumannSenior Graphic Designer | Bob WalleniusGraphic Designer | Brad Raymond Design Intern | Nate SchimelpfenigProduction Manager | Bryan PetersenLead Photographer | John Linn

ADVERTISING / SUBSCRIPTIONSAdvertising Director | Brian LehmanAdvertising Manager | Kristin RothsteinAdvertising Manager | Lois HeadAdvertiser Services | Mary SavageSubscriber Services | Anita Hollenhorst

IQ EDITORIAL BOARD Initiative Foundation President | Kathy GaalswykGold’n Plump | Peggy BrownING Direct | Cory DonatInitiative Foundation | Paul KleinwachterExpress Employment Professionals | Jill MagelssenRural MN Concentrated Employment Program | Craig NathanInitiative Foundation | Randy OlsonViking Coca-Cola | Julie SchmitzInitiative Foundation | Sandy VoigtStearns Benton Employment & Training Council | Kathy Zavala

405 First Street SE Little Falls, MN 56345320.632.9255 | www.ifound.org

Published in partnership with Evergreen Press, IQ Magazine unlocks the power of central Minnesota leaders to understand and take action on regional issues.

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� There are more than 12 potentialjob applicants for every centralMinnesota vacancy.

� With more than 109,000 Minnesotajobs lost in manufacturing, construction,and professional services alone, a fullrecovery may take several more years.

� About 25 percent of Americanworkers have postponed theirretirements in the past year.

� Most regional colleges reported enroll-ment increases of 5 to 10 percent duringthe 2009 fall semester.

� Trends suggest that healthcare,technology, and renewable energyare emerging industries in centralMinnesota.

� Many in-demand careers require old-fashioned “soft skills” as well as science,technology, engineering, and math(STEM) skills.

Intelligence

–Dr. Earl Potter, St. Cloud State University

� In Minnesota, about 217,000 displaced workersare competing for only 31,000 unfilled jobs.

“This is a transformational economy.The best jobs today are knowledge-based, and knowledge is constantlychanging. You have to learn how to learnand keep learning in order to stay compet-itive in the job market.”

–Kathy Gaalswyk, Initiative Foundation

“Most of the people who come throughour doors want to quickly find another joblike the one they just lost. Unfortunately,that’s not an option for many of them.”

–Kathy Zavala, Stearns-BentonEmployment & Training Council

“I’m not afraid to tell people that welet them down. They’ve lived up totheir end of the bargain . . . it’s our jobas managers to figure out how to growthe company. Unfortunately, this timewe failed. We don’t take it lightly.”

–Steve Michael, Dura Supreme

“There is hope. (Businesses) aren’t justsitting and waiting for things to turnaround—they’re moving forward towardbrighter times ahead.”

–Tim Zipoy, Central Minnesota Jobs & Training Services

Quotations”““We’re constantly surveying

the business landscape to meetregional workforce needs. The challenge,

in the words of hockey great GordieHowe, is skating to where the puck is

going to be, not where it is.”

FALL 09 7


Workforce Mythology

By Sarah Colburn

Let’s Dive into the WaterCooler Propaganda . . .

> Myth: Nobody but nobody is hiring anybody.> Reality-Check: A barren Classifieds section doesn’talways equate to a barren job market.

A central Minnesota medical employer recently attracted more than400 job applicants to a job posting for a $12-per-hour record-keeper. Sucha stampede poses major problems for an HR department, which must siftthrough all of those resumes, said Linda Fischer, career planner with theStearns-Benton Employment & Training Council.

Rather than face the tidal wave of unqualified or over-qualified appli-cants, many companies are posting jobs discretely through professional net-working groups and depending on old-fashioned referrals.

“Networking is probably their greatest asset,” Fischer said.Job-seekers who participate in job clubs, professional associations, and

social networking groups are finding contacts and openings, she added.Even if an opening isn’t immediate, job-seekers can get a leg up on the

competition by scheduling informational interviews at their company ofinterest. In addition, some businesses have volunteer opportunities availableto help get a foot in the door.

> Myth: Just go find another job like the one you lost.There are lots of fish in the sea.> Reality-Check: For many, navigating the post-recessionwaters requires heading back to the classroom.

After months of inertia, many of central Minnesota’s displaced manu-facturing and construction workers abandoned the notion of applying theirtalents in their former industries.

Thousands seemed to have reached that conclusion simultaneously insummer 2009. St. Cloud Technical College (SCTC) began receiving 200 to300 inquiries each day about their truck-driving program and other short-term training options. The tractor-trailer program swelled from 128 stu-dents in 2007 to 211 in 2009.

Although there are some one or two-month training programs thatwill get people into a job, SCTC President Joyce Helens cautions that mostmajors require significant personal and financial commitments.

“We don’t tell students what to do—we listen,” Helens said. “Wecounsel our students not to go into a program because they like the pay-check. It has to be the right job for their talents and interests.”

She added that many older students might also be surprised at thenumber of careers that require STEM (Science, Technology, Engineering,

and Math) skills. Job-seekers who are years removed from the classroomoften need to brush up on basic math and science skills. Once they make thecommitment, Helens said, it can open their eyes to new, rewarding careers.

> Myth: Who’s hiring? Well, there’s healthcare, health-care, and healthcare.> Reality-Check: Other industries are healthy, too.

While it’s true that an aging population is driving unprecedented opportunities in healthcare, it’s not the only destination for career prosperity.

Regional Analyst Cameron Macht crunches labor market numbers forthe Minnesota Department of Employment and Economic Development(DEED). While he predicts that healthcare and social assistance jobs willincrease at the fastest rate in the coming decade, he expects other industrieswill see substantial gains as well.

DEED’s 2006–2016 projections indicate strong potential for growth inthe fields of accommodation and food services, retail trade, educational serv-ices, administrative and waste services, construction, finance and insurance,and professional and technical services, to name a few. The energy industryis also expected to add hundreds of new jobs in the next decade.

DEED released its job projections in 2009, but Macht said the ever-changing economy impacts the projections for the future. He expects the2008–2018 projections to look different than even those released this year.

“There will be a lot of changes,” said Macht. “There will be a lot of(sectors) that will anticipate much slower growth.”

> Myth: WorkForce Centers only serve blue-collar workers.> Reality-Check: Start here, no matter your shirt color.

WorkForce Centers are for everyone. Of the 2008–2009 dislocatedworkers who received services from the Stearns-Benton Employment &Training Council, 28 percent entered business services, 24 percent wentinto healthcare, 18 percent entered manufacturing, 9 percent were placedinto wholesale trade, 5 percent entered engineering, 2 percent wereplaced into printing, and 1 percent entered management positions.

To find the WorkForce Center serving your area, visitwww.mnwfc.org. IQ

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FALL 09 9

Initiative Quarterly Magazine IQmag.org10

Re-Branded

By Sarah Colburn | Photo by Jim Altobell

Andrew Jasso, a 22-year-old father of two,guessed that his regrettable gang tattoos were branding himas a bad hire. It turned out that the ink on his hands was farless damaging than his lack of work readiness skills.

Since high school, Jasso had struggled to find and keep a job. Heworked on and off, getting acclimated to each new company just in time tobe let go. In May 2009, Jasso knew that he needed to make changes in hislife in order to support his young family. He was just plain tired of losingwork and losing money.

By chance, Jasso stumbled across a newspaper ad for a new programthat promised to teach young workers how to find and keep jobs. Withoutmuch to lose, he immediately signed up forCareerOne, a four-week crash-course in jobskills presented by the Stearns-BentonEmployment & Training Council a partner inthe Minnesota WorkForce Center–St. Cloud.

Funded by Minnesota’s economic stimu-lus share of the American Recovery andReinvestment Act, the CareerOne programtargeted 14 to 24-year-olds who were identi-fied as low-income and at-risk. This past summer, more than 180 workerswere able to earn a workforce readiness certificate by passing a rigorous stan-dard for attendance, professionalism, safety, and personal responsibility.

“There was a lot I didn’t know before I came here,” Jasso said.Jasso polished the math and reading skills he’d need in a workplace,

focusing on tasks like taking measurements and reading company manuals.He attended classes on workplace dress codes and personal budgeting. Helearned how punctuality and attendance affect a businesses’ bottom line—no less than 95 percent attendance is required for graduation. He learnedabout communication, conflict management, and how to work as a mem-ber of a team in a diverse environment.

Most importantly, he learned to look at himself through the eyes ofprospective employers. As he listened to instructors discuss the nonverbalmessages sent by posture and eye contact, he realized that interviewerscould misinterpret his habits of looking at the floor and shuffling his feetas rude indifference.

SUCCESS 101: Andrew Jasso learned core skills like punctuality, team-work and conflict management, but it was interview coaching that flippedhis point of view.

For Young Workers, CareerOneProgram Offers Crash Course in Core Skills

Jasso discovered that his body language and lack of “soft” or “core”skills could be more to blame for his job failures than the tattoos.

Sally Brenden, deputy director for the Stearns-BentonEmployment & Training Council, said the program wasn’t the inven-tion of a nonprofit organization—it was created with the counsel of areabusiness leaders. CareerOne was designed to systematically addresslocal employers’ concerns with an upcoming workforce.

“Employers are concerned that people have forgotten the basics,and not just in central Minnesota,” she said.“We receive phone calls from across thestate and nation to explore how our pro-grams for young adults could be replicatedin other communities.”

Brenden added that young workers maynot have family role models who teach anddemonstrate job skills that may seem to becommon-sense habits for others. If funds

become available in the future, SBETC plans to repeat the program.David Waage, director of employment at St. Cloud Hospital, views

the program as a career-builder and takes notice when applicants touttheir workforce readiness certificate.

“If they can make it through that program, it shows some diligenceand perseverance,” Waage said. “It gives them an edge or a leg up. It’sdefinitely a plus.”

For Jasso, the experience has served as a confidence-booster. Hereceived his GED in July and plans to attend college at the MinnesotaSchool of Business. He’s still debating his eclectic career goals—eitherlaw enforcement or dental hygiene.

He’s also working to get his tattoos removed, but he doesn’t feellike he’s branded anymore.

“I’ve been working pretty hard to better my life and my kids’ lives,”Jasso said. “Because of CareerOne, I can take the initiative.” IQ

“Employers are concerned that people have forgotten

the basics, and not just in central Minnesota.”

FALL 09 11

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New Home Economics

By Mary MacDonell Belisle | Photo by John Linn

If you think finding a job during this economic recessionis hard, try hitting the streets as a new immigrant or refugee. ForSomali families fortunate enough to flee impoverished refugeecamps, finding and keeping employment adds to the culture shock

that impacts every facet of daily life. One Somali woman, who spoke oncondition of anonymity, fears losing her entry-level housekeeping job in St.Cloud. She works long, irregular hours while learning English at theMcKinley Education Center.

As much as she appreciates the safety and opportunities of her newhome, she said she wishes there were more ways that the community couldhelp connect good workers to businesses.

Right now that’s a tall order; in Minnesota, there are about eight job-seekers for every available job.

“There is a huge difference now,” says Mohamoud Mohamed, execu-tive director of the St. Cloud Area Somali Salvation Organization. “Fewcompanies are hiring refugees and immigrants in central Minnesota.”

The region has been an international magnet mostly due to its entry-level jobs in manufacturing, construction, food processing, hospitality, andagriculture. The U.S. Census Bureau estimates there are more than 13,000immigrants and refugees residing in central Minnesota. African (mainlySomali) is the largest group, followed by East Asian and Latino.

Three or four new refugee families are arriving in central Minnesotaeach week, according to Ismail Ali, Initiative Foundation trustee and chairof the local Somali Elders Council.

“St. Cloud has been an attractive area because of businesses that hirepeople with limited English language skills,” said Julie Collins, St. CloudRefugee Collaborative Employment Counselor, citing Electrolux, Jennie-O, and Gold’n Plump. Only about 25 percent of Collins’ mostly Somaliclients have found jobs this year.

Employability often depends on English skills, according to MayuliBales, Initiative Foundation trustee and Hispanic Ministry director atCatholic Charities’ Casa Guadalupe in Cold Spring. She said that manyimmigrants only have a third-grade literacy level and need help with lan-guage. “It’s not just conversational English,” she said. “It’s occupationalEnglish—there’s a big difference.”

It’s the difference between, “Where is the bathroom?” and “Where isthe safety control valve in case of an emergency?” Many immigrant andrefugee applicants must pass employer-directed job assessments, and those

SPREAD THE WORD: Language skills are essential for new Americans,said Mayuli Bales. “It’s not just conversational English—it’s occupationalEnglish. There’s a big difference.”

Immigrant Job-SeekersFace More than Recession

who cannot are referred to community resources.Casa Guadalupe offers English instruction that emphasizes job safety.

Occupational English introduces practical words and phrases that describeconcepts that may be more difficult for learners. The Stearns-BentonEmployment & Training Council (SBETC) has also helped employerscoordinate on-site English courses, customized to the workplace.

Finding childcare is another barrier. Many central Minnesotaproviders can’t accommodate the unique needs of immigrants and refugees,according to Renee Hendricks Olson, executive director of Child CareChoices in St. Cloud. Language, diet, and religious needs all present chal-lenges to providers who aren’t accustomed to serving new cultures.

Olson said it’s also difficult to find overnight care for children whoseparents work second and third shifts. There is also a transportation issue—is the childcare provider on a bus route? In many rural communities, pub-lic transportation is limited or nonexistent. “We’re doing what we can ona local level to make things easier,” Olson added.

Child Care Choices and SBETC have joined forces on the ChildcareLiaison Program. Goals include creating a drop-in center so parents canattend English classes, licensing immigrants and refugees as childcareproviders, educating current providers about other cultures, and workingwith Metro Bus to transport children and parents.

Perhaps the largest hurdle is overcoming cultural misunderstandings,racism, and resentment. In central Minnesota’s culture of humility and con-formity, for example, Somali cultural behaviors are often perceived as offen-sive. Kathy Zavala, executive director of SBETC, said she has noticed signsof increased animosity toward newcomers.

“This is about fear and desperation and increased competition forscarce resources. Some Central Minnesotans who lost their jobs feel theyshouldn't have to compete with new immigrants and refugees,” she added.“But in order to make sure our whole community prospers, we have to max-imize all available labor.” IQ



What if employers could prescreen seekers in lesstime? What if job seekers had a tool that demon-strated their capabilities in areas that matter

most to employers? What if the entire community got involvedin preparing the workforce?

Workforce “U,” developed at the Stearns-BentonEmployment & Training Council, has turned what somewould call a far-fetched vision into a sustainable system thatserves as a model for other communities nationwide.

“Workforce “U” is the framework in which every member

of the community can participate in workforce development,”said Kathy Zavala, executive director of Stearns-BentonEmployment & Training Council.

Workforce “U” arose from a concern of area employersthat a growing number of workers lacked basic skills includ-ing punctuality, problem-solving tactics and an understandingof how their job affects others. A group of business leaderspartnered with Stearns-Benton Employment & TrainingCouncil to develop a set of courses and programs focused onequipping workers with the top employability skills.

“It gives me some securi-ty in knowing that thoseapplicants have a level ofunderstanding for certainthings like professional-ism, timeliness, and basiccomputer skills.”

—Corey DonatHuman Resources Director of ING Direct

“In today’s work environ-ment, it’s very importantthat people have the rightskills and abilities to meeta business’ needs. TheWorkforce “U” certificategives the customers I

work with some comfort that these certainskills and abilities have been mastered.”

—Jill MagelssenFranchise Owner of Express Employment Professionals

“It’s really filling a need Ithink the community willbenefit from.”

—Bill ScarinceOwner of W.F. Scarince Inc.

What Employers Are Saying…

— S P O N S O R S P O T L I G H T —

FALL 09 15

The Right Skills for the Job

A Workforce “U” certificate from any one of the program’scourses confirms a job seeker’s demonstration of the follow-ing key skills and employer expectations:� 100 percent attendance� 100 percent punctuality� Cooperation through understanding,

respect and adaptability to others.� Contributing and valuable team player� Productive work habits� Quality work

Workforce “U” Courses

Workforce “U” offers a wide range of courses for career exploration, planningand skill building. Here’s a look at four foundational courses:

Career LaunchReady to climb the ladder? In Career Launch, students learn how to effective-ly tailor their attitudes, skills, abilities and actions to fit a new job. This coursefocuses on developing skills in listening, problem solving, conflict resolutionand team building.

Career TrekWhere are your skills in demand? Through a series of in-depth assessments,Career Trek helps students dissect their skills, aptitudes, work values, interestsand personality styles. Those assessment results are then coupled with exten-sive exploration of labor market information on wages and outlook, in-demand occupations and thriving industries.

Career NavigationWhat value can you bring an employer? In Career Navigation, students iden-tify their career direction, learn how to create their personal elevator speechand effectively market their skill sets. The week-long course caters to non-computer savvy students and focuses on a self-assessment, career research andwork-life planning.

Career ToolsHave you ever seen yourself interview? In Career Tools, students take an intro-spective look at the job search process, including videotaping an interview toassess how they can improve their verbal and nonverbal communication. Fromresumes and portfolios to references and thank you letters, this course gives stu-dents the tools to showcase their skills. Students can present their portfolio ofCareer Tools products for credit consideration at St. Cloud Technical College.

Workforce “U” Snapshot

Start: 2005 through a community collaborative betweenthe Stearns-Benton Employment & Training Council andcentral Minnesota employers.

Purpose: Equip workers with the skills that matter mostto employers and match the future strategic needs of thecommunity.

Clients: Workers of all ages, educational levels and abilities.

How it Works: Starts with individualized assessments,career exploration and job skills readiness training. Then,provides professional and collegiate-level training with cours-es at 100, 200, 300, 400, and 500 levels and provides resourcesto advance students to short-term and long-term training.

Key Industries: Engineering and management, manu-facturing, health services, wholesale trades, printing andpublishing, business services.

Employer-Driven: Progressive curriculum is developedbased on the need of the industry and focused on equippingindividuals with the skills and training they need to thrivein the current and future marketplace.

Expert Instructors: Workforce “U” attracts leadingexperts in industry to ensure the courses maintain a highlevel of quality and meet industry requirements.

Other Workforce Solutions: Breakfast with theB.E.S.T., Camp Challenge, and CareerOne (for youth).

Location: 1542 Northway Drive, St. Cloud, MN 56303.

Phone: (320) 308-5701 or 1-888-438-5627

Email: [email protected]

Website: workforceu.com

FALL 09 17

In the turbulent seas of Minnesota

unemployment, about 217,000 displaced

workers are paddling for only

31,000 unfilled jobs. The current odds

of landing on solid ground are

nearly eight-to-one against.

In central Minnesota, the job market

is teeming with more than 12 potential

applicants for every vacancy.

How can they rise above the waves?


“What we started seeing last fall was complete-ly different than what we’ve ever seen before,”said Craig Nathan, area manager for RuralMinnesota Concentrated Employment Program(CEP) in Brainerd. “All of a sudden, more andmore people were walking through our doors.We started seeing people who wouldn’t normal-ly be laid off—those who’ve been with theircompany for 15 to 20 years and some in mid- tohigh-level management positions.”

According to the Minnesota Departmentof Employment and Economic Development,employers added 10,300 jobs in July, thestate’s first employment gains since August2008. In September, the state unemploymentrate fell to a seasonally adjusted 7.3 percent,which compares favorably to the nation’sunemployment rate of 9.8 percent in thesame month.

Although there is reason for economicoptimism, don’t try sharing the good newswith the thousands who are still unemployed.With more than 109,000 Minnesota jobs lostin manufacturing, construction, and profes-sional services alone, a full recovery may takeseveral more years.

Such a dark outlook, even with a silverlining, has taken a financial and psychologicaltoll on thousands of displaced workers. InSeptember, Rutgers University surveyed about1,200 U.S. workers who became unemployedin the last 12 months.

Overwhelming majorities of the survey'srespondents said they have experienced anxi-ety, helplessness, depression, and stress afterbeing without a job. Many said they’ve expe-rienced sleeping problems and strained rela-tionships and have avoided social situations.Others described diminished hopes of find-ing employment at older ages, and feelingsthat advanced degrees are useless. Some saidthey have questioned their self-identity after

they had allowed theirprofessional careers todefine them.

“Most of the peoplewho come through ourdoors want to quickly findanother job like the onethey just lost,” said KathyZavala, executive directorof the Stearns-BentonEmployment & TrainingCouncil. “Unfortunately,that’s not an option formany of them.”

Zavala added thatthere are career opportuni-ties in the healthcare, tech-nology, and renewableenergy sectors, amongothers, but they require

drastically different skill sets than those ofdeclining industries. In order to acquire thoseskills through retraining and education, shesaid, workers must have core reading, math,and science proficiency. For many, that meanstaking remedial courses before they can suc-ceed in career retraining.

“A lot of us haven’t taken a math or sciencecourse since we were in high school,” Zavalasaid. “We’ve simply let those skills lapse, and theamount of time since we’ve been in a classroomimpacts our ability to successfully transition toin-demand jobs.”

“Most of the people who come through our doors want to quickly

find another job like the one they just lost. Unfortunately, that’s not

an option for many of them.” –KATHY ZAVALA

Leaders of three of central Minnesota’smost prominent workforce and employmentagencies agree that a lingering recession maybe a self-fulfilling prophecy. For every workerwho has endured the strain of lost employ-ment, there exists an opportunity for personaland professional transformation.

“The picture isn’t the brightest just yet,but I know there are jobs out there and com-panies are working hard to grow,” said TimZipoy, workforce development advisor atCentral Minnesota Jobs and Training Servicesin Monticello. “There is hope. People aren’t

CONTINUED ON PAGE 44

FALL 09 19

Benton . . . . . . . . . . 7.0%

Cass . . . . . . . . . . . . 7.9%

Chisago . . . . . . . . . 8.4%

Crow Wing . . . . . . . 7.4%

Isanti . . . . . . . . . . . . 8.3%

Kanabec . . . . . . . . 10.3%

Mille Lacs . . . . . . . 10.5%

Morrison . . . . . . . . . 9.0%

Pine. . . . . . . . . . . . . 9.1%

Sherburne . . . . . . . . 8.1%

Stearns . . . . . . . . . . 6.8%

Todd . . . . . . . . . . . . 7.5%

Wadena . . . . . . . . . . 8.8%

Wright . . . . . . . . . . . 8.2%

Source: Minnesota DEED Local Area Unemployment Statistics Program, September 2009

TOTAL REGION:

32,000 or7.9% Unemployed


Since last August, more than 120,000 Minnesotans may havesensed their time was coming. Managers were tight-lipped.Rumors flew. There was uneasiness in the lunchroom. Everyexpense that could be cut had been cut—every expense, but one.When their options narrowed, here’s how two central Minnesotacompanies made it through their worst days.

Dura Supreme—Howard Lake“The truth is, laying people off never gets easier,” said SteveMichael, director of Human Resources at Dura Supreme inHoward Lake. “I remember years ago when I was with a differ-ent business and we were downsizing. I would go home and sayto my wife, ‘Tell me I’m not a bad person.’”

Dura Supreme is a privately held company that buildsresidential wood cabinetry. At its peak in 2007, the companyemployed about 750. Home foreclosures and constructioninertia made a sudden impact on cabinet sales in the lastquarter of 2008.

Layoffs were a last resort, Michael said. “Our owner madethe conscious decision to carry 100 extra employees for nearly a

year while we tried other business tactics. We did that becausethese employees helped our business grow, and we hoped thingswould turn around.”

Despite the company’s best efforts to avoid layoffs, includ-ing shutting the plant down one week each month, DuraSupreme was forced to shed about 250 workers in February andAugust of 2009. Today, the company employs just 350.

Regardless of how foreboding it may seem, Michael said hebelieves that every employee deserves a face-to-face conversa-tion. “There’s a lot of emotion that gets poured out when some-thing like this happens,” he said. “That’s why we give our man-agers talking points to make sure everyone hears the samemessage about what’s happening, why it’s happening, and whatthe next steps are.

“I’m not afraid to tell people that we let them down,” saidMichael. “They’ve lived up to their end of the bargain. No mat-ter the economy or other factors, it’s our job as managers to fig-ure out how to grow the company. Unfortunately, this time wefailed. We don’t take it lightly.”

Dura Supreme hosted the dislocated worker team from

FALL 09 21

“I’m not afraid to tell people that we let them down.They’ve lived up to their end of the bargain. No matterthe economy or other factors, it’s our job as managers tofigure out how to grow the company. Unfortunately, thistime we failed. We don’t take it lightly.”

—Steve Michael, Dura Supreme


the Department of Employment and EconomicDevelopment (DEED) on-site to meet with thosewho lost their jobs and share information aboutunemployment insurance, retraining benefits, andjob search resources.

“In the end, you take solace in knowing you didwhat you needed to do to protect the business,” saidMichael. “People need to know you’re willing to stepup, make the hard decision, and help move the com-pany ahead.”

Wilkie Sanderson—Sauk RapidsForty miles north, another woodworking companypioneered a far different approach to parting wayswith 18 employees, one that doesn’t appear in MBAtextbooks.

“We brought our people together, I explained oursituation in great detail, and everyone was given asealed envelope,” CEO Marc Sanderson said. It was astrategy to avoid a nerve-wracking, embarrassing envi-ronment where employees waited to see if they werenext to be called into the office.

Each envelope contained a letter that deliveredone of two messages:

I’m sorry, but we have to lay you off.

Your job is safe, but we have a lot of work to do tobring the others back.

Cold and anonymous? Not so, according toWilkie-Sanderson employees. Dave Determan, a 59year-old rip saw operator, was one of those whoreceived the bad news last March.

“They told us not to open the envelope in theroom, but to take it somewhere private,” saidDeterman. “I was really impressed by Marc’s emotionand sincerity. If they had tried to go around and talk toeveryone individually, it would have been too alarm-ing. This way, gossip and rumors were controlled.”

Determan’s letter stated that Wilkie Sandersonhoped to bring the laid-off employees back, a singlesentence in which he put a great deal of faith.

KNOCK ON WOOD: Dave Determan, 59, was laid off forsix months before regaining his job at Wilkie Sandersonin Sauk Rapids. He got the bad news unconventionally—in a sealed letter.

FALL 09 23

He decided not to look for another job right awaywith the hope that he would eventually be re-hired.His gamble paid off. Determan received a call aboutsix months later and was reinstated in his old job thenext morning.

A glimmer of good news in a dark economy,Wilkie Sanderson also brought back the other 18employees.

“I don’t have any hard feelings at all,” saidDeterman. “I know they did what they had to do tokeep the company going. I have no fear about mycurrent job. I’m confident that the leaders are doingeverything possible to prevent another layoff.”

After selling commercial woodworking productsthat have already accounted for 80 percent ofemployee capacity in 2010, Sanderson and his man-agement team are now charting a plan for hiring 14new workers.

He said he plans to remember all of the excruciat-ing details of the layoff. “I intend to use the pain of thatexperience to drive our organization to be recessionresistant,” he said. “When the economy turns aroundand we’re fat and happy again, I still won’t forget. Myultimate goal is never to go through this again.” IQ

• DO conduct the layoff in-person.

• DON’T lose control of the meeting or your emotions.

• DO write a script and remain calm. Straightforward, clear explanations are important.

• DON’T engage in small talk—get to the point.

• DO be sensitive to the employee’s situation, but also be directand firm. Make sure that the employee knows the decision isfinal and non-negotiable.

• DON’T blame others for the actions being taken.

• DO explain why the decision is necessary.

• DON’T rush. Offer to give the employee a brief break or delaythe rest of the meeting until he or she is composed.

• DO present a written notice of layoff and resources for unemployment services and assistance.

• DON’T make comments, even if well intended, that could compromise the decision. Stay away from discussions thatcould confuse the primary message.

• DO listen to the employee’s response. Hearing the employeedoes not mean you agree with him/her.

• DON’T become defensive, argumentative or confrontational. It is best not to critique the decision that has been made.

• DO tell the employee how much you appreciate the work they have done and recognize his/her contributions.

• DON’T forget to communicate with the remaining staff.Remaining employees may feel guilty or worried about their jobs.

• DO access employer and employee services through theMinnesota Department of Employment & EconomicDevelopment’s Dislocated Worker Program at 651-259-7537 orwww.deed.state.mn.us/dw. There are several laws that governthe warning and execution of layoffs.

Source: University of California-Irvine, Minnesota DEED


IT’S CALLED THE SILVER TSUNAMI—the all-at-once aging of the Baby Boomer gen-eration. By 2030, the number of Minnesota sen-iors is expected to double, with one in five of allcentral Minnesotans turning 65 or better. Thatsingle trend, combined with steady populationgrowth, longer life expectancies, and the overalldecline of American health, is driving majorinvestments in healthcare and bioscience today.

“We’re seeing major healthcare construc-tion projects and business financing proposals allover our region, especially with senior care facil-ities,” said Randy Olson, Initiative Foundationvice president for economic opportunity.“Minnesota is also a hotbed for bioscience andbiotechnology companies, and communities areready to roll out the red carpet to grow the nextMedtronic.”

Technology is omnipresent in healthcare,and skilled workers are in high demand. Today,the profession faces workforce shortages thatspan the spectrum—from family medicinephysicians with a decade of education to certi-fied nursing assistants who can receive trainingin 75 hours.

For those seeking career shifts, however,math, science, and technology skills may getyou in the door, but they won’t necessarily getyou the job. “We hire for attitude, first andforemost,” said Dave Waage, director ofemployment and recruitment at CentraCareHealth System. “Degrees and technical skillscome second.”

In St. Cloud, the volunteer-driven ScienceInitiative of Central Minnesota goes head-to-head with Rochester, metro suburbs, and othercities to lure bioscience companies and build aneconomic cluster of quality jobs and codepen-dent businesses. Thus far, their anchor businessis MicroBioLogics Inc., which produces labora-tory microorganisms for medical and biologicaltesting.

“In central Minnesota, the bioscienceindustry is still gaining momentum,” Olson said.“Healthcare is already here in force, and we hopebioscience isn’t far behind.”

CHALLENGESContrary to conventional wisdom, health-care hasn’t been recession-proof. Challengesinclude rising costs, patient postponementsof some procedures and surgeries, inconsis-tent insurance reimbursements, uncertaintyof healthcare reform, and widespread short-ages of family medicine, internal medicine,and other specialty physicians. According toCentraCare’s Dr. Allen Horn, it’s an uphillbattle to attract physicians to St. Cloud, andit’s even more difficult in the region’s ruralareas. Medical care facilities are turning tophysician’s assistants and nurse practitionersto provide primary care. In 2009,CentraCare hired 30 recent nursing programgraduates, down from 70 to 75 in recentyears, Waage said.

IN-DEMANDBesides highly trained physicians, in-demandoccupations include registered nurses, licensedpractical nurses, certified nursing assistants,home aides, orderlies and attendants, and socialand human service assistants. The recession hasdelayed what the Minnesota Department ofEmployment and Economic Developmentexpects to be a severe shortage of nurses andother healthcare occupations. In the future,opportunities in home healthcare are expectedto soar as patient care moves from the hospital tothe home, Waage said.

TRANSITIONSRecession job losses in other industries have leddisplaced workers to pursue the promise ofhealthcare’s high wages and certain reemploy-ment. Most healthcare careers require highereducation, and Minnesota’s college and universi-ty programs are often competitive and filled tocapacity. Some employers will pay for accelerat-ed CNA training in order to fill vacancies. ACNA license is often the first career step tohigher-paying careers in nursing, which requiremore education. “We see many people immedi-ately drawn to this field,” said Kathy Zavala,executive director of the Stearns BentonEmployment & Training Council. “We cautionthem to make sure that they can handle thestress and intimacy of healthcare. These are jobsyou have to love, not just tolerate.”

Janet Holmberg, Centra Care Surgery Center

FALL 09 25

>>THE JOBWork to promote health and to help patientscope with illness. Supervise licensed practicalnurses and certified nursing assistants. Threeout of five nurses work in a hospital.

>>TYPICAL DAYMaintain accurate reports and records,observe patients and monitor vital signsusing computerized equipment, write andmanage care plans for patients, give patientstreatments and medications, supervise othernursing staff, provide health education, dis-ease prevention, child care, and nutrition inthe community.

>>KNOW-HOWListening, reading, thinking critically,applying math and science training toserious situations.

>>EDUCATIONAssociate of Nursing degree required,Bachelor of Science preferred. Must passstate licensing exam.

>>PAYCHECKAverage of $33 per hour in centralMinnesota.

>>MN OUTLOOKExpected growth of 29.4 percent by 2016.

HELP WANTED: REGISTERED NURSES


E N V I R O N M E N T A L C O N S C I O U S N E S S ,rising fuel prices, and economic stimulusfunds comprise a formula for financial successthat has Minnesota entrepreneurs scramblingto get renewable energy products to market.The reality is, there may be more ideas thanjobs right now. But economic experts saythey’re coming.

Minnesota has been a national leader inrenewable energy, ranking in the top five inwind production and the top ten in ethanolproduction. The Minnesota Green Jobs TaskForce, created by the state legislature, com-missioned a 2008 market analysis that sug-gested the state could add nearly 20,000 more“green-collar” jobs by 2020, if proposed gov-ernment initiatives are enacted.

The industry itself is rapidly changing,and it’s anyone’s guess which technologies willlead the renewable energy revolution. Forexample, one fizzled science experiment inMinnesota has the potential of changing howcar-owners fill up their tanks.

Less than two years ago, an AugsburgCollege student asked Dr. Clayton McNeff,vice president of Anoka-based SarTec, if hewould provide materials to be tested as cata-lysts for biodiesel. Although the experimentfailed, it got McNeff thinking about a differ-ent recipe. “Literally, overnight, we made thisunexpected discovery,” he said.

With no chemicals or waste products, hispatent-pending “Mcgyan Process” quicklyconverts a variety of waste oils into biodieselfuel. The conversion takes seconds in tworeactors that are only six feet tall. “This reallyis an answer to energy independence in theUnited States,” McNeff said.

With financing from the InitiativeFoundation’s Green Business Loan Fund andother partners, McNeff founded Ever CatFuels and chose the rural community of Isantito build his first commercial biodiesel plant inSeptember. By 2014, Ever Cat plans to increasethe facility’s annual output from 3 million to 30million gallons before licensing the technologyto be used in facilities nationwide.

“Ever Cat’s breakthrough shows what anunpredictable industry this is,” said RandyOlson, Initiative Foundation’s vice presidentfor economic opportunity. “What we do knowis that future jobs will be available to thosewho have the STEM (science, technology,engineering, and math) skills.”

CHALLENGESTraditional sources of energy use delivery sys-tems that are entrenched in current infrastruc-ture, products, and societal norms. For exam-ple, it’s an expensive and controversial task tobuild electrical transmission lines to wind tur-bines. Most automotive fuel systems can’t

accept biodiesel, and many gas stations don’tyet sell it. There is public sentiment to “gogreen,” but most desire simple, low-costoptions that don’t require major changes inbehavior. According to Olson, these factorslikely signal that the renewable energy indus-try and its jobs will grow slowly, but steadily.

IN-DEMANDCurrent in-demand occupations include gen-eral and operations managers, first-line super-visors of mechanics, installers, maintenanceand repair workers, cost estimators, and indus-trial machinery mechanics. As the industrygrows, the Minnesota Department ofEmployment and Economic Developmentexpects a greater need for truck drivers, cropfarm workers, electricians and plumbers, pip-efitters, and steamfitters.

TRANSITIONSA government push for renewable energy isdriving demand for green collar workers andfunneling resources at all levels into specializedtraining programs. From two weeks to twoyears, these programs make it easy for workersand particularly appealing to those with expe-rience in manufacturing or the trades to pursuecareer opportunities in assembly, installation,and management of solar andwind energy components.

>>THE JOBControl automated fuel conversion processfrom a central computer. Ensure proper tem-peratures and precise elements are combined forchemical reactions. Employers include start-uprenewable energy companies, ethanol plants,and biofuel production facilities.

>>TYPICAL DAYMonitor instruments to control fuel processing.Consult engineers and supervisors to improve safe-ty, quality, and production time. Coordinate main-tenance and inspect equipment for safety hazardsand wear. Take samples to be tested for quality.

>>KNOW-HOWMechanical and computer skills as well as basicknowledge of biochemistry. Alert attention todetails and safety procedures.

>>EDUCATIONTwo-year degree in renewable energy-relatedfield. Mostly on-the-job-training.

>>PAYCHECKAverage of $20.78 per hour in Minnesota.

>>MN OUTLOOKAs with many renewable energy occupations inMinnesota, data-based projections aren’t yetavailable.

HELP WANTED: RENEWABLE ENERGY PLANT OPERATORS

FALL 09 27Dr. Clayton McNeff, Ever Cat Fuels


>>THE JOBImprove existing computer systems or buildnew networks for organizations. Often spe-cialize in business, science, or engineeringsystems. Employers include web and soft-ware companies, high-tech manufacturers,and financial institutions.

>>TYPICAL DAYInstall hardware and software, help staff andusers solve computer problems, link systems,maintain security of data networks, writeand revise programs, and prepare reportsabout technology costs and benefits for theorganization.

>>KNOW-HOWAnalytical thinking, attention to detail,staying abreast of new technologies, trans-lating technology concepts to laypersons,and solving complex problems.

>>EDUCATIONBachelor’s degree in computer science,information science, or management infor-mation systems. A Ph.D. is required for jobsin research laboratories or universities.

>>PAYCHECKAverage of $32.98 per hour in centralMinnesota.

>>MN OUTLOOKExpected growth of 23.9 percent by 2016.

HELP WANTED:

NETWORK & COMPUTER

SYSTEMS ADMINISTRATORS

Eric Johnson, Kern Electronics and Lasers

FALL 09 29

W H E N A G R O U P O F T E C H N O L O G Yeducators created the original business planfor Atomic Learning, they focused on onlinetraining for Upper Midwest teachers.

However, the increasing speed and growthof the Internet broke down geographic barriersand opened the world to the Little Falls-basedcompany. Its March 2008 expansion wasfinanced with an Initiative Foundation invest-ment through Granite Equity Partners. Thecompany has brought its library of online tech-nology training tools and tutorials to 8 millionstudents from 40 countries.

“We prioritize technology companiesbecause they have quality jobs, low environ-mental impacts, and they can do business vir-tually anywhere,” said Sandy Voigt, InitiativeFoundation program manager for technologyfinance. “That recipe is ideal for rural eco-nomic development.”

The company has gained internationalrecognition as it shifted from software train-ing to infusing technology into the classroom.With Atomic Learning tools, teachers arenow coordinating student experiments likereal-time comparisons of breakfasts withthose living in impoverished countries.

“When you have the Internet, you can’tcontrol the walls and who buys your prod-ucts,” said CEO Dan Meyer. In the pastthree years, Atomic Learning’s staff hasgrown about 30 percent to include 65employees worldwide.

Of course, technology isn’t a silo industry.It has become a pervasive, bottom-line-raising

force that has transformed other industrieslike precision manufacturing.

Since 1982, Kern Lasers has been a lead-ing manufacturer of state-of-the-art laser cut-ting and engraving systems. The Wadenacompany posted 20 percent annual growththrough 2007 when business peaked. The lasttwo years have produced business levels simi-lar to 2006, said Larry Kern, owner.

It all started with a piece of emergingtechnology. While reading an article in the1970s about a new laser that could etch animage into wood, Kern could not resist buyingthe technology for $170,000 with the vision ofone day building a computerized system thatwould allow businesses to easily produce elab-orate designs. It was a vision ahead of its time.The first computer was not introduced untilthe early 1980s.

That drive for innovation remains today.“Every couple years, it seems as though youhave to come out with something that’s faster,better, quicker,” said Kern, who continues todedicate much of his time to research andproduct development.

CHALLENGESStaying abreast of constant technologicaladvancements requires time and financialcommitment. “If we would have kept our oldtechnology, we wouldn’t be talking,” Kernsaid. “We wouldn’t be in business.”Telecommuting workers may also presentchallenges to maintain teamwork, communi-cation, and corporate identity. “Only 40 of our

employees report into the office every day,”Meyer added. The others, including a pro-grammer in Hawaii and another in Colorado,work from their home offices.

IN-DEMANDCurrent, in-demand jobs include businessoperations specialists, sales representatives,team assemblers, welders, cutters, and first-line production supervisors. As technologycontinues to emerge and broaden firms’geographic markets, DEED expects agreater need for network and computer sys-tems administrators, computer-controlledmachine tool operators, sales representa-tives, network systems and data communi-cations analysts, and general and operationsmanagers. “It ’s tough to predict what ’sgoing to be there,” Meyer said, “but if youget comfortable using technology and con-tinue to learn how to use software and howto use hardware, you’ ll have increasedopportunities for jobs.”

TRANS IT IONSAlthough technology degrees or certificationare generally required, Atomic Learning hiredfour workers who were displaced by 2009 lay-offs at a local boat manufacturer. With on-the-job training, those employees have beenable to transfer their experience and skills intothe growing technology sector. The companyhas had particular needs for customer serviceand sales professionals who can serve its inter-national customer base. IQ


For nearly 217,000 unemployed Minnesotans,losing a job can feel more like losing a life.

But adversity also brings opportunity,and career transformations. Here are

the stories of three downsized workers who found ways to upsize their careers.

FALL 09 31

Larry Davis, 38Hometown: KimballOld Job: Automotive mechanic.New Job: Training to Become a Wind Farm Manager.Advice: “You have to be open-minded, dophenomenal research, and be willing to jump

into an industry that’s new.”

Every Sunday, Larry Davis packs his bags,says goodbye to his wife and three young children,and makes the three-hour drive to Emmetsburg,Iowa, to attend one of the nation’s leading windturbine technology programs. The former auto-motive mechanic slips into a modest apartmentnear the campus of Iowa Lakes CommunityCollege where he spends his week, cooking mealsfor one, climbing 300-foot tall turbines and takingtime away from his homework to help his 10-year-old son with a spelling lesson on the phone.

It’s a career path Davis never thought hewould take. A distinguished mechanic forChrysler, Davis had specialized training that puthim among the top 5 percent of United Statesmechanics before the automotive industry col-

lapsed. After his layoff from a Delano Dodgedealership in 2008, Davis spent two months won-dering what was next.

“It took a lot of soul searching,” he said. “Iwas very good at what I did and well respected.People asked for me. It was hard to say I’m goingto leave all that behind.”

Although Davis researched the emerginggreen job opportunities, he had more questionsthan answers before he decided to commute to col-lege for two years. “When I sat down with Linda(a job counselor) at the WorkForce Center, we hadto do some serious number crunching,” he said. “Ihad to make some commitments that I’d be able tostay in the program.”

Davis qualified for financial assistance fromthe Minnesota dislocated-worker programbecause he planned to pursue a career in therenewable energy industry. The program picksup about two-thirds of Davis’ expenses. A schol-arship helped to relieve the economic strain thisyear. “That’s the only way I could afford to goback,” he said.

Weekly travel has been his routine for morethan a year and will continue through spring when

he graduates with an associate’s degree in windturbine technology. It’s a commitment—andshort-term sacrifice—he’s willing to make for jobsecurity and opportunities for advancement.

During the frequent calls from home, hehears about the small milestones his two-year-olddaughter has made during the week. “Theychange so fast at that age,” he said. In thosemoments, he longs for 3 p.m. Thursday when he’sdone with class and makes it home in time to tuckhis children in for the night. “That’s the hard part.You miss all the little stuff,” he said.

He knows he’s not alone. He finds solace andsupport from his nontraditional classmates. “I’mone of the oldest, but not by much,” he said. Themajority of his classmates are in their thirties, hesaid, and taking a similar path of retraining.

Davis hopes to turn his training into arewarding career as a wind farm manager andpossibly an industry instructor. He’s also consid-ering going on to earn a bachelor’s degree inwind turbine technology to further solidify hiscompetitive edge. “The more I’m in it, the morepossibilities I’m finding,” he said. “The wholeindustry is just exploding.”

Barb Malikowski, 46 Hometown: BeckerOld Job: Sales at a Staffing AgencyNew Job: Certified Nursing Assistant (CNA)at St. Benedict Senior Community, St. CloudAdvice: “You cannot let the word ‘no’discourage you.”

Three layoffs in five years pushed BarbMalikowski into serious depression. Ironically, herposition was eliminated at a MinnesotaWorkForce Center due to budget cuts in 2003. Shesecured a job at a nearby staffing agency before herlast day. When the economic conditions pushedLandmark Personnel to downsize in 2008, sheknew it would take a while to recover.

She didn’t know what her future held. Shelonged for security. Her labor market researchoffered a bleak forecast. “I realized there were nojobs with my sales background, and the outlookwas very grim,” she said.

She had to make a change, but the questionsmounted in her mind. Unsure of the answers, shetook a chance and leaned on a counselor at theStearns-Benton Employment & Training

Council, a partner in the Minnesota WorkForceCenter–St. Cloud. She knew the services wellfrom her time at the Monticello WorkForceCenter. She knew training for a new career was herbest option, but that didn’t make it any easier forthe single mother.

“I think the scariest thing is making thatchange,” Malikowski said. “That’s when you needsupport through the displaced workers programand people who can encourage you to keep going.”

She stepped back, looked at her skills andsaw an opportunity. “I always wanted to work at ahospital,” she said.

Her recent experience taking care of her ter-minally ill fiancé cemented her desire to finallymuster the courage to explore the possibility of ahealthcare career. “I always thought that you need-ed so much experience to get into healthcare,”Malikowski said.

The journey proved to be far less strenuousthan she expected. With the help of the St. CloudWorkForce Center, she found a 75-hour trainingat the American Red Cross to become a certifiednursing assistant—a high-demand occupationtoday and on the top 10 list for growth in the next

decade in central Minnesota, according to DEED.She spent two hours a day searching the

Minnesota Job Bank and applying for jobs. Beforeshe passed her state certification exam in early July,she secured a job at the St. Benedict SeniorCommunity. “I got lucky,” she said. “Most CNAsstart at nursing homes.”

“I thought I could never change someone’sdiapers or do this or do that,” she said. “It is somuch more than that. I have found it to be sorewarding because the older generation is verythankful for everything you do for them.”

She looks forward to her conversations withher patients, particularly a 102-year-woman shefondly refers to as “Sweetie.” “She wakes up in themiddle of the night and wants to talk,”Malikowski said. “She just wants attention and Ilove giving it to her.”

Her experience has fueled her ambitions.Malikowski now has her sights set on pursuing thenecessary training to become a licensed practicalnurse (LPN) at a hospital. “I think there is a lot ofpotential in the healthcare field,” she said. “Thereare so many avenues I can pursue so I think myfuture is bright.”

FALL 09 33

Andy Stone, 50Hometown: StaplesOld Job: Assembler at Boat ManufacturerNew Job: Diesel Mechanic for Stanley Widmer AssociatesAdvice: “Be persistent. If you think thereis an opportunity, don’t let it go.”

Andy Stone doesn’t take “no” for an answer.In his career, he worked through the ranks of thetransportation industry and then started his owntrash-hauling business in the Twin Cities.Looking for a slower, less-stressful lifestyle toraise his family, he turned to farming with hisbrother-in-law and took an assembly job atLarson Boats in Little Falls.

When the water recreation industry faced asevere dry spell, it forced Larson to cut productionand close plants. Stone lost his job in May 2008and found few opportunities left in the industry.

It wasn’t until a year later that Stone saw thejob posting for a diesel mechanic at StanleyWidmer Associates, an industrial design firm inStaples. It seemed to be the perfect union of two of

his longtime hobbies—boats and mechanics. “Myhands were greasy when I was six and working onlawn mowers,” he said.

The position would call him to work on ahigh-tech, one-of-a-kind diesel boat engine creat-ed by Steyr Mannlicher. He had no experience onthe engine, but that was little deterrent. “I knew Iwas the right guy for the job,” said the 50-year-oldfather of four. “It was just that I was missing thisone piece.”

That piece was specialized training from theGerman engine manufacturer. He researchedwhere he could find the training he needed to sealthe job. “It’s unlike any other diesel motor, so Iknew I needed training to become a certified Steyrtechnician,” he said.

Stone learned he needed to travel toPanama City, Fla., for a week-long course, butfinding the funds to finance the trip and train-ing would be difficult. He had been out of workfor almost a year and applied for healthcare,energy, and unemployment assistance.

His job counselor at Rural MinnesotaConcentrated Employment Program offered a

hand. “He found some money to cover my flight,car rental, and hotel,” said Stone. That left justunder $500 for the training that he saw as a wiseinvestment if he could secure the job. He askedcompany president, Stanley Widmer, for a condi-tional job offer and started in June right after hereturned from Florida. “He wouldn’t have calledme back,” Stone said. “People have to be persistent(in this job market).”

His work at Stanley Widmer is allowing himto apply his technical expertise and natural innova-tive spirit to create a one-of-a-kind prototype of aboat the military plans to use in combat. Today, theboat commonly used by the U.S. Navy is too rigid.The fast, jarring ride across rough waters has bro-ken soldiers’ legs and ankles, Widmer said.

With a multi-million military contract atstake, Stone continues to work alongside Widmer,a design engineer, to build the prototype that theywill take to the water next summer.

The boat is made of a type of plastic that islighter than water, making it as unsinkable as Stonehimself. “It’s exciting because it’s a new concept andthe sky’s the limit,” he said. IQ

FALL 09 35


Corte’s story began more than two yearsago when he lost his investment firm posi-tion. He’d spent hours a day looking for work,poring over online job postings, consideringthe commute and the pay. Corte had telecom-muted to his former job in the Twin Cities.He quickly found that central Minnesotawages were lower than he expected.

“I had several interviews, but the offerswere less than half of what I made before,”he said.

Corte turned to the MinnesotaWorkForce Center at the urging of a friend.“Let’s just say I was very skeptical.”

Corte considered himself a successfulprofessional. Like many others, he thought

that WorkForce Centers only served blue-collar workers or those without a completeskill set. Still, he swallowed his pride andentered a new program called Workforce U,offered by the Stearns-Benton Employment& Training Council, a partner in theMinnesota WorkForce Center-St. Cloud.

Soon after, he landed a job at Marco, aregional technology and business productscompany. When he was laid off again, hisfirst call was back to the WorkForce Center.

For thousands of displaced workers, theStearns-Benton Employment & TrainingCouncil (SBETC), Central Minnesota Jobs &Training Services, and the Rural MinnesotaConcentrated Employment Program (CEP)

have become household names.Each agency offers free employment

services and in-depth programs for thosewho qualify. Counselors help with résumésand mock interviews. They refer clients tononprofit organizations to help meet emer-gency needs. They offer classes in creativejob hunting, goal-setting, workplace skills,and computer technology. They also serve ascounseling centers and funding repositoriesfor several government stimulus programsthat may subsidize education and retraining.

And they serve everyone, according to TimZipoy, training and development coordinatorfor Central Minnesota Jobs & Training Servicesbased in the Monticello Workforce Center.

Corte (right) considered himself a

successful professional.

Like many others, he thought

that WorkForce Centers only

served blue-collar workers or those

without a complete skill set.


Initiative Foundation Fall 09 Newsletter

>Some are motivated by the $7–$16 public ROI for every $1invested in early care and education. Some are moved by the fact thatless than 50 percent of Minnesota children are prepared to succeed inkindergarten. Others just get warm fuzzies by helping cute little kids.

Whatever your inspiration, we’d like to connect you to localvolunteer opportunities with the Initiative Foundation’s 15 earlychildhood coalitions.

The coalitions are currently seeking business owners, managers,and HR personnel who have a passion for the well-being of youngchildren and families in their communities.

What’s in it for your business?The Federal Reserve Bank studies suggest that quality early

childhood experiences are critical to future economic success. Theyprovide a solid foundation of skills for a more technology-based andglobal environment.

Communities with essential services suchas childcare are better able to attract and retainworkers. Reliable, affordable care for workingfamilies benefits the local economy by decreas-ing absenteeism and turnover and improvingthe productivity of workers.

Volunteers shape and take action on localpriorities, including family support, childcare,childhood obesity, early literacy, and father involvement.

“Early childhood is now undeniably connected to business andeconomic development,” said Jana Shogren, children, youth, andfamilies specialist. “We want to tap the business community for theirexpertise and perspectives.”

To learn more, contact Jana at (877) 632-9255 [email protected].

Wanted: Kid-Minded Business LeadersEarly Childhood Coalitions Seek Volunteers

Initiative Quarterly Magazine IQmag.org38

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>Due to a strong track record of nonprofit lead-ership, the Initiative Foundation was one of only twoMinnesota organizations selected to receive economicrecovery funds from the U.S. Department of Health andHuman Services. In 2010 and 2011, more than $1 mil-lion will help strengthen central Minnesota nonprofitsthat serve families in economic distress.

The dollars will provide leadership training, con-sulting services, workshops, and grants to more than 80critical nonprofits challenged by increased demands foremergency services.

Selected nonprofits will receive assistance tohelp people find and retain employment, earn higherwages, and gain greater access to government benefitsand tax credits. The foundation will also deploy 20Volunteers in Service to America (VISTA) members

to help families in poverty.“Most nonprofit budgets are cut to the bone,

and leaders are looking for ways to make endsmeet,” said Cathy Hartle, Initiative Foundation sen-ior program manager. “This will pump over$600,000 back into area nonprofits in grant fundingalone. We’re honored to be chosen for this role.”

In 2009, the foundation tabbed 60 percent ofits own grants for services to displaced workers anddistressed businesses. It also provides supplementarybusiness loans to secure quality jobs in centralMinnesota communities.

The foundation will hold meetings in early2010 to provide more information about the federalgrant. Contact Cathy Hartle at (877) 632-9255 orvisit www.ifound.org.

Federal FavoriteFoundation Receives $1 Million to Strengthen Emergency Services

FALL 09 39

Cathy Hartle, Senior Program Manager

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Initiative Foundation Fall 09 Newsletter

>Have you ever taken your best friendfor granted? You know, the friend who isalways there when you need a hand, the one whosent you a card when your mom was sick (eventhough you don’t remember telling anyone), theperson who pitched in when the basement flood-ed, and then helped the kids perform last ritesfor the goldfish?

Well, we don’t want to fall into that trap!

Dear Rita,Thank you for being generous with your

time, talent, and treasures! As a member ofthe Initiative Foundation’s loan committeesince 1989, you have helped us distribute $36

million in business loans, through which near-ly 10,000 central Minnesota jobs have beencreated or saved.

And right now, that’s something to feelgreat about.

Thank you, too, for generously supportingthe Initiative Foundation’s mission with afinancial gift. You have a passion for rural peo-ple and hometowns, and you always remind usthat the foundation’s impact extends beyond itsown efforts. It’s about partnerships, ROI, andbringing in new dollars to central Minnesota.

We’re proud to call you our friend.Sincerely,The Board of Trustees & Staff

Spotlight: Friend of the FoundationA Little Thank-You Note to Rita


Rita Sobania, Volunteer & Donor Extraordinaire

FALL 09 41

Seniority Rules

By Mary MacDonell Belisle

Somewhere between recession and retirement liesa no-man’s land for 50-something Baby Boomers. Some thinkthey’re too old to go back to school. Others know they’re tooyoung to call it a career.

For Steve Zupek and thousands of his peers, the triple-jeopardy of joblayoffs, growing healthcare expenses, and shrinking 401Ks couldn’t havecome at a worse time. At age 55, the former IT consultant was downsizedin July after 19 years working for a central Minnesota paper mill.

“There was all the shock and the emotion. We had to trim all the fatin the family budget,” he said, “(but) I’m too damn young to retire.”

Retirement is simply not an option for Zupek and many other dis-placed workers his age. About 25 percent of American workers have post-poned their retirements in the past year, according to the 2009 RetirementConfidence Survey by the Employee Benefit Research Institute (EBRI).Only 13 percent reported they are very confident in having enough moneyfor a comfortable retirement, the lowest level since 1993.

Another EBRI analysis shows the impact of the recession on retire-ment accounts. Median assets in major plans have dropped at least 16.4percent from year-end 2007 to mid-June 2009.

Although the Dow Jones Industrial Average topped 10,000 for thefirst time in 2009, Zupek said his nest egg is smaller. He also faces stiffpenalties if he chooses to withdraw retirement funds before age 591⁄2.

Health insurance is another challenge. Zupek has COBRA medicalcoverage; his past employer pays 65 percent of the premium, and he makesup the balance. To reduce expenses, he exchanged brand-name prescrip-tions for generics and planned shoulder surgery while he still has insurance.

Decreased savings and increased health insurance costs are the pri-mary reasons why he and his central Minnesota peers are seeking reem-ployment. That trend has employee assistance agencies saying that theirlobbies look far different than before.

“This mid-aged, experienced group comprised 10 percent of past job-seekers,” said Craig Nathan, operations manager for Brainerd’s RuralMinnesota Concentrated Employment Program. “Today, it’s 50 percent.”

Experience, relationships, reliability, and problem-solving are some ofthe assets that Baby Boomers bring to employers, according to KathyZavala, executive director of the Stearns-Benton Employment & Training

Displaced Boomers Face RougherRoad to Reemployment

Council. Technology and related skills, however, have left many behind.“Unfortunately, this demographic may not have maintained their skills

or used employers’ education reimbursement programs as much as theycould have,” she said. “Now they have to figure out which training is mostcritical and valuable, and then if they have the time or desire to pursue it.”

Boomers need to add skills quickly and adapt to the changing work-place environment, said Jill Magelssen, Express Employment Professionalsin St. Cloud. She sees more mature clients embracing technology. Whilesome wonder about age discrimination, neither Magelssen nor Zavala areconvinced that age is an insurmountable barrier.

True, a young applicant may have mastered technology tools, buta mature worker may provide the experience the position requires,noted Corey Donat, human resources manager at ING Direct in St.Cloud. The deciding factor might be the amount, cost, and turn-around for training.

“This is a transformational economy,” said Kathy Gaalswyk, presidentof the Initiative Foundation, which finances locally owned companies thatcreate quality jobs in central Minnesota. “The best jobs today are knowl-edge-based, and knowledge is constantly changing. You have to learn howto learn and keep learning in order to stay competitive in the job market.”

Zupek is among the few who have spurned traditional retraining andused the recession as an opportunity to change career paths. His corporateseverance package is helping to finance his own small business, North StarRoastery, supplying coffee beans for retail and commercial markets.

“All the shock and the emotional stuff are gone now,” Zupek said. "Ihad some breathing room to change careers, and now I’m pumped aboutmy new business and proud of the fact that I made my opportunity. Youhave to believe in your dream first.” IQ

Experience, relationships, reliability, andproblem-solving are some of the assets that

Baby Boomers bring to employers.


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FALL 09 43

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just sitting and waiting for things to turnaround—they’re moving forward towardbrighter times ahead.”

SQUARE ONE

Zavala believes that every displacedworker, regardless of their past position oreducation level, should contact their localWorkForce Center immediately after los-ing employment. “We are a one-stop shopfor job services and training,” she said. “Weserve both the employer and the employee,and we get to know each person who walksthrough the door so we can customize ourservices and programs to help.”

In addition to connecting with theWorkForce Center, Zavala recommendsthree initial steps.

1. Apply for unemployment insuranceonline or on the telephone.2. Have an open and honest conversationwith your family, and make necessaryadjustments to your family’s finances.3. Start developing your reemploymentplan and assume it will take longer tofind a job than you initially think.“People also need to know to dial 211,

which is an information referral serviceoperated by the United Way,” she said.“They can find help with everything fromfood, clothing, financial counseling, child-care, and so much more.”

Based in Little Falls, the InitiativeFoundation responded to the economiccrisis by tabbing 60 percent of its 2009nonprofit grants to fund displaced workertraining, emergency services, and smallbusiness consulting.

“Central Minnesota is fortunate tohave a host of resources available to helppeople in need,” said Kathy Gaalswyk,Initiative Foundation president. “Werepurposed our grants because the econo-my depends on business growth, employ-ment opportunities, and confidence in thefuture. Basically, we’re investing in hope.”

Many displaced workers have alsofound help at www.minnesotaunem-ployed.com, a clearinghouse website thatwas recently launched with funding from

CONTINUED FROM PAGE 19

ADRIFT

FALL 09 45

Manufacturing . . . . . . . . . . – 46,159

Professional & Business Services. . . . . . . – 37,823

Construction . . . . . . . . . . . – 25,840

Retail Trade . . . . . . . . . . . . – 11,652

Transportation & Warehousing . . . . . . . . . . – 9,273

Wholesale Trade . . . . . . . . . – 8,760

Leisure & Hospitality. . . . . . – 8,043

Real Estate, Rental & Leasing. . . . . . . . . – 3,411

Information . . . . . . . . . . . . . – 3,306

Other Services . . . . . . . . . . – 2,911

Finance & Insurance . . . . . . – 1,012

the Jobs NOW Coalition andGoodwill/Easter Seals. The site has linksand descriptions of Minnesota WorkForceCenters, career resources, nonprofit servic-es, and ways to stretch savings.

EXTREME MAKEOVER

For Doreen Schmidt, it was theMinnesota WorkForce Center in St. Cloudthat helped her transform the devastationof losing her job into the opportunity topursue a lifelong dream. Schmidt visitedthe center after being laid off from her jobin quality assurance at Stearns, Inc. in SaukRapids when the company was purchasedby Coleman in 2007.

“I was scheduled to have surgery so mylayoff was postponed, but the day I returnedfrom my surgery, I was immediately laidoff,” said Schmidt. “I’m 56 years old and Iwas thinking, ‘Who is going to hire me?’”

Schmidt decided to take advantage ofservices offered at the WorkForce Center.She participated in several group informa-tional meetings and skill-building pro-

Source: Minnesota DEED Current EmploymentStatistics Program, Aug 2007-Aug 2009


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grams, but found one-on-one meetings withher career counselor to be the most help.

“My counselor, Linda, helped me thinkabout what I really like to do and what careerwould be best for me. I realized that I havealways wanted a career in healthcare, but I did-n’t think it would ever be possible,” she said.

She took classes at St. Cloud TechnicalCollege to become a Certified NursingAssistant (CNA) through the WorkForceCenter’s Dislocated Worker Program, whichpaid for all of her coursework. A CNA certifi-cation is the first stepping stone to a lucrativecareer in nursing.

Schmidt also learned job search techniquesand took a computer refresher course at theWorkForce Center, which helped her land a jobat St. Benedict’s Senior Community. “I’m mak-ing a little less than I was before, but it’s not justabout the money,” said Schmidt. “I absolutelylove what I’m doing and the people I work with.I’m so grateful I got this opportunity.”

THE COLLEGE STAMPEDE

Mass layoffs have have spurred thousandsof displaced workers like Schmidt to return tocentral Minnesota colleges for career retrain-ing. Most area colleges reported enrollmentincreases of 5 to 10 percent during the 2009fall semester. Topping the list is PineTechnical College in Pine City, with a whop-ping 22.6 percent upsurge in students.

St. Cloud Technical College enrolledmore than 4,000 students for the first time inhistory, which represented a 15 percentincrease. SCTC President Joyce Helens saidthe college has rebundled many of their courseofferings to make them more accessible.

“We advise people to go to theWorkForce Center first, which is co-located atour campus to find about funding assistanceand to assess their interests,” she said. “Then,they can walk through our doors and find outabout everything from obtaining an entirelynew degree to programs that will sharpentheir skills and build their resume.”

Helens said she feels an emotional con-nection with people who lost their jobs andwants them to know that a world of possi-bilities lie ahead.

CONTINUED FROM PAGE 45

ADRIFT

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FALL 09 47

reduced overall spending

used money from savings/retirement to make ends meet

borrowed money fromfamily or friends

missed a mortgageor rent payment

increased credit card debt

declared personal bankruptcy

“My own dad was dislocated years andyears ago, and I remember that he felt like hehad failed,” she said. “He finally found a newjob and career path by becoming a truck driv-er. His experience is a big part of the reason Iwent into education.”

Even St. Cloud State University, whichoffers a broad spectrum of bachelor’s andmaster’s programs that require a long-termacademic commitment, recorded a noticeablespike in enrollment. SCSU President andInitiative Foundation Trustee Earl Potter saidthat the university is responding to the rapid-ly changing job market.

“We had an enrollment increase ofalmost 5 percent fall semester, which is likelydue in part to the number of displaced work-ers seeking education for new careers,” Pottersaid. “Our curriculum will always be focusedon core skills, but we’re also constantly sur-


Joyce Helens: St. Cloud Technical Collegeenrollment jumped 15 percent.

Source: Rutgers University, September 2009


veying the business landscape to meetregional workforce needs. The challenge,in the words of hockey great GordieHowe, is skating to where the puck isgoing to be, not where it is.”

SILVER LININGS

Patty Carruth of St. Michael advisesother displaced workers to keep a positiveattitude, even when the future looks bleak.Carruth was laid off from her job as anevent planner, specializing in corporatetravel and business meetings. When theeconomy faltered, corporate events came toa screeching halt and so did the event plan-ning division at her former company.

“In between the tears, I had alreadymade up my mind to look forward,” saidCarruth. “I was not bitter and I had noregrets. The company had made a businessdecision in order to survive and I couldaccept that.”

Carruth, who has a bachelor’s degreeand fits the profile of the mature, highlyeducated and skilled worker, never imaginedthe poor economy would affect her person-ally, but she wasted no time in putting aplan in motion to find new employment.

“I was fortunate that my former com-pany paid for two months of transitionservices at a company called RightManagement,” said Carruth. “I enrolled inthis service the same day I was laid off,

CONTINUED FROM PAGE 47ADRIFT

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FALL 09 49

along with notifying the unemploymentoffice and contacting the MonticelloWorkForce Center.”

Carruth said the support of her fami-ly was key in helping her keep a positiveoutlook as she maneuvered through themaze of options and resources. She said herunemployment insurance and the federaleconomic stimulus program that reducesCOBRA health insurance payments fordislocated workers were keys to stretchingher family’s budget.

“Our family’s healthcare insurancewould have cost $1,000 per month, butthrough this program it was only $335. Thatwas a huge blessing for us,” said Carruth.

The people at Right Management,along with her job counselor at theWorkForce Center, helped Carruthrepackage her skills, attain additional edu-cation in project management, and gainnew skills to market herself for a variety ofnew career options. After five months, shefound a job through the WorkForceCenter’s Minnesota Works online jobbank. Today, she is the builder relationsmanager for Becker Home Center, an idealmatch for her skills and interests and oneshe said she never expected to find.

“Unemployment is not something Iwould wish upon anyone, but it turned outto be a blessing in disguise,” said Carruth.“I eagerly awake each day, not just becauseI have a job, but because I’m working at mydream job.” IQ

“Unemployment is notsomething I would wish

on anyone, but itturned out to be a

blessing in disguise.”–PATTY CARRUTH


“It’s across the board—it’s people whoare blue collar, it’s people who are white col-lar,” he said. “It’s IT people, administrators,and managers.”

To meet the unique needs of a profes-sionally diverse clientele, SBETC launchedits Workforce U program collegiate-style,with workers choosing their areas of study. In2009, more than 500 have enrolled in coreWorkforce U offerings—Career Launch,Career Navigation, and Career Trek.

Each course was crafted by localemployers who have a vested interest indeveloping the quality of job applicants.Many of the adjunct U “professors” areworking professionals.

“Workforce U is about the job-seekerdeveloping skills and abilities that meet aworkforce need,” said Kathy Zavala, execu-tive director of the Stearns-BentonEmployment & Training Council.

That workforce need can range fromemployees who show up to work on-time tomid-level managers who are proficient increating Excel spreadsheets. In today’s tightjob market, Zavala said many professionalsare seeking to build very specific skills thatweren’t required in their last position orwere the domain of downsized clerical staff.

When Corte entered the program, he


Where to Begin (Again)CONTINUED FROM PAGE 36

“It’s across the board—it’s people

who are blue collar, it’s people who

are white collar. It’s IT people,

administrators, and managers.”

–TIM ZIPOYMonticello Workforce Center

FALL 09 51

Three Certificatesthat Mean Something

Displaced workers can reinforce theirresumes with Workforce U credentialsthat often turn the heads of prospectiveemployers. Every certificate requires stu-dents to demonstrate workforce readinessskills, such as 100 percent attendance, 100percent punctuality, professionalism,teamwork, and a quality work ethic. Beloware three U certificates and what theymean to workers and employers.

Career Launch Certificate

� The Worker’s Take: “There is more togetting and keeping a job than just techni-cal knowledge. I’m confident in my abilityto maintain healthy relationships withcustomers and coworkers.”� The Employer’s Take: “This applicantcan be a member of our diverse team. Heknows how to listen, communicate, solveproblems, and manage conflicts.”

Career Trek Certificate

� The Worker’s Take: “Every career has apath of education and experience. I knowwhich careers are right for me, whichskills I already have, and which skills Ineed to get.”� The Employer’s Take: “This applicant isdriven by a goal. She understands thecareer path and training necessary to getthis job.”

Career Navigation Certificate

� The Worker’s Take: “There’s a differencebetween a job and a career. I understandhow to market myself and my skills toprospective employers.”� The Employer’s Take: “This applicantcan quickly explain her skills and the valueshe could bring to my company.”

Source: Stearns Benton Employment & TrainingCouncil, www.workforceu.com

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intended to skip the basics and go straight toimproving his marketability through educa-tion. Instead, he started with résumé-writ-ing, creative job-search skills, and careerexploration. That’s how he learned to spotthe bitterness with which he told prospectiveemployers about his job loss. The classeshelped him become more aware of the wayhe was perceived.

Corte, who established a career identi-ty as a senior server administrator, also dis-covered that he no longer had the innerdrive for that position. He worked throughWorkforce U’s career assessment processand decided to enter the world of informa-tion security. He said he’s better prepared todiscuss his attributes, and he plans to com-plete a degree in the field online.

“You have to walk into the programwith an open mind,” he said. “It has a lot ofbenefit if you’re willing to accept it.”

The benefit of Workforce U comes not


FALL 09 53

only through training; it comes through cre-dentials. As clients successfully completethe various programs and classes, they earncertificates showing they’ve successfullymastered a variety of core job skills.

A Workforce U readiness credential sig-nals that a job candidate has demonstrated100 percent attendance, 100 percent punctu-ality, professionalism, teamwork, and a qual-ity work ethic.

As clients progress through the pro-gram, they’re able to earn other certifica-tions, some worth college credit, said SallyBrenden, deputy director for the Stearns-Benton Employment & Training Council.Though many participants desire the short-est path to gainful employment, the pro-gram helps participants set short-term joband long-term career goals, including aneducation and training plan.

Allison Waggoner,

human resources, safety,

and communications

manager for DCI, Inc.,

said her company believes

so strongly in Workforce U

that they guaranteed

an interview to anyone

with a certificate from

the program.

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That plan may begin with volunteerwork, job shadowing, work experience pro-grams, and internships. Participants may alsoattend short classes to receive formal creden-tials such as a food-handler’s license, OSHAtraining, or computer software training.

Though WorkForce Centers can pro-vide educational tools for students, staffmembers acknowledge the classroom settingisn’t right for everyone. In those instances,centers can often coordinate on-the-jobtraining, paying up to half a student’s salaryfor up to six months. They may also be ableto provide help with childcare, transporta-tion, and other job search expenses.

Either way, central Minnesota employ-ers are taking notice.

The Initiative Foundation partnerswith the WorkForce Centers and providessupplementary business loans to createquality jobs in central Minnesota communi-ties. Randy Olson, the foundation’s vicepresident for economic opportunity, saidthat businesses invest considerable amountsto ensure they hire the right people.www.expresspros.com

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FALL 09 55

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“When employers see

Workforce U on a job application,

they know that there’s a pretty

good chance that this person

has the soft skills and the drive

to succeed. There is significant

value in that. Otherwise, it’s just

a guessing game and you

find that you’re wrong as

often as you’re right.”

–RANDY OLSONInitiative Foundation

“When employers see Workforce U on ajob application, they know that there’s a pret-ty good chance that this person has the softskills and the drive to succeed,” he said.“There is significant value in that. Otherwise,it’s just a guessing game and you find thatyou’re wrong as often as you’re right.”

Allison Waggoner, human resources,safety, and communications manager forDCI, Inc., said her company believes sostrongly in Workforce U that they guaran-teed an interview to anyone with a certifi-cate from the program. DCI manufacturesstorage and processing tanks for a variety ofcommercial industries.

Janelle Adelman, human resourcesmanager for Knife River Corporation,believes the program helps her target pre-pared workers, which saves money on classi-fied advertising and job fair recruiting.[Editor’s note: Neither DCI nor Knife River iscurrently hiring.]

“The WorkForce Center is definitely aplace we want to be looking for talent,”Adelman said. IQ

IQ: You’ve said that workforce development is everybody’s

business. How so?

KZ: If we want our communities to be great places to live, work, and raiseour children, we need to make sure that our communities are prosperous.In order to grow prosperity, we need labor to have skills that contribute togenerating revenue. Those skills are intellectual, physical, social, emotion-al, and more. They are not developed through one person or one provideror one system. There is a role for everyone. We may not always think ofit that way, but it really is everybody’s business.

IQ: You’re queen for a day. What one

change do you make to “the system?”

KZ: Our workforce is always transforming.Right now, we’re aging and becoming morediverse. At the same time, our region is growingand the next generation is entering the work-force. If I were queen, as you say, I’d removethe barriers in order to maximize all available labor by making trainingaccessible, regardless of demographics or status related to public assistance.

IQ: Crystal-ball time: Where will the jobs come from in 2010?

KZ: That, my friend, is the million-dollar question. IQ

IQ: Give me an idea of how busy your year has been.

KZ: Well, it’s a humbling experience to take a walk around our ResourceRoom and realize that you’re the only one with a job. We’ve seen a 200percent increase in our Dislocated Worker programs in the first eight

months of this calendar year. A lot of people just want to getanother job like the one they had. Others are underem-

ployed—they have skills that they aren’t using in theircurrent jobs, so they’re looking for something else. Our

staff is working harder than they ever have before.

IQ: What keeps you coming in to work

every day?

KZ: I think it’s the belief that we can be ofservice. We ring the office cowbellevery time one of our clients lands a job.Honor, excellence and passion are the

words we live by.

IQ: I'm suddenly out of work, out of money,

and in your office. Is there hope for me?

KZ: Hopefully, you would come in before you’re outof money and not wait. We’d begin by getting toknow you and understanding your situation. We’drefer you to other community services to help withemergency needs. We’d assess your ability to work andto look for work. After that, we’d help you create arealistic plan to get you where you want to be. Weoffer services for all workers at all levels, blue-collaror white-collar. You should have hope becauseyou’re not alone.

IQ: Finish this sentence: In this economy, the best

skill to have is . . .

KZ: A demonstrated ability to initiate and continue your ownlearning and training in response to changing labor demands. In short, weall have to make sure our skills are in demand.

IQ: What’s one myth that needs to be busted?

KZ: Some might say: “People who aren’t working aren’t trying hardenough.” It seems we’re more comfortable if we assign blame. The great-est lesson I’ve learned is that everyone wants to contribute and do a goodjob. If given the opportunity, people will soar.

IQ Sharpens its Skills with Kathy Zavala,Executive Director of the Stearns-BentonEmployment & Training Council


An IQ&A with Matt Kilian, Executive Editor

Kathy Zavala is executive director of the Stearns-Benton Employment & Training Council, a partner inthe Minnesota WorkForce Center-St. Cloud. She hasserved in human capital development for more than30 years, 21 with SBETC.

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