How California crafts a public-sector skills-based employment ecosystem

California is one of 21 states that has adopted skills-first hiring practices for state government positions. But it’s one thing to say college degrees and job histories will no longer be used as proxies for individual skills, knowledge and aptitudes. It’s another thing altogether to make people aware that degrees aren’t required for many open state jobs—stable and rewarding positions that pay well and provide an opportunity to serve.

The California state government operates on a federated model, which means there is no dedicated central entity that coordinates the identification or the cultivation of new talent for state organizations. Each state agency has been responsible for recruiting and hiring its own employees. While this model is generally considered a flexible and responsive way to hire, there was little incentive for agencies to seek talent outside of their usual recruitment channels.      

But now, states must translate skills-first hiring from theory to practice in ways that help their agencies identify new sources of talent and create new paths to upward mobility. California is building an employment ecosystem that prioritizes pipeline building and recruiting that’s separate from one another and from the hiring process. The state is also  creating new communications channels to reach out to fresh sources of talent via new partners. 

First, some nuts-and-bolts definitions:      

•  Pipeline building is the process of generating awareness of career pathways that lead to state employment—and providing mechanisms for individuals to attain those jobs. 
• Recruitment refers to advertising specific positions and reaching into communities to find skilled talent to fill those roles. 
• Hiring—employing individuals in specific jobs—remains the domain of each state agency. 

By building new pipelines and recruiting processes at the state or enterprise level, California is constructing a massive statewide employment network that should make hiring better and more efficient. More importantly, it is working to attract and employ good talent at the state level by matching some of the millions of state residents who gained their skills through alternate routes—such as military service, community college and on-the-job training—with state jobs.

The biggest initial challenge is raising awareness. With skills-first hiring, California is repositioning itself as an employer. Officials are spreading the word  to let state residents know that the state government is trying to connect good people with good work that can lead to social and economic mobility and financial independence. This message is especially relevant to individuals unaware that  there could be a career for them in state government even if they lack a four-year degree.      

Traditionally, state governments get recruitment messages out through partners in state colleges and universities and public school systems. Partnerships with higher education are highly valuable and that approach is critical to meeting California’s workforce goals and promoting student career outcomes, but it misses thousands of Californians not enrolled in school or who chose careers that don’t require postsecondary education. 

That’s why California is building a new upstream network of community-based organizations throughout the state that provide employment services. These job centers, local workforce boards, nonprofits and other agencies work directly with individuals in their local areas who have recently been laid off, are seeking better or different jobs  or are returning to the workforce. Many of these individuals have skills valued by state government, but they might not know about state positions or that the state job requirements have changed. Using an existing, knowledgeable and well-positioned employment infrastructure to get the word out will make sure individuals know these jobs exist.     

This ecosystem-building extends beyond raising awareness and showcasing state jobs. Additional training and resources are needed as well. Currently all state employment ecosystem partners are receiving written resources that explain the process for obtaining state government employment. And a train-the-trainer model provides job centers and non-profit personnel with essential information about state employment requirements. 

Demystifying the state employment process is critical. Gaining a state job requires running a gauntlet of the civil service exam and employment qualifications. By ensuring that personnel at career centers and community-based organizations understand this system, they can be frontline resources who can help job seekers navigate the steps successfully.

Creating new networks and partnerships are just the first step in increasing awareness about public-sector job opportunities across the state. By moving upstream in the process and building better pipelines, state government organizations will be better able to hire new talent and help more state residents find good jobs and stable employment that can help them and the Golden State thrive.

James Regan is deputy secretary for workforce development with the California Government Operations Agency.