Postsecondary Pathways Help Students Achieve Success; Registration Opportunities Coming to Batesville, Muncie

wMaking connections. It’s important to do so in so many ways. I’ll spare you the analogies in getting right to the point that tying education to careers — in other words showing students how their time in the classroom can lead to workplace success — is one of the most critical connections.

The Indiana Chamber is pleased to part with a variety of organizations, led by the Indiana Youth Institute, in presenting regional Postsecondary Pathways programs in 2015. Two successful events took place in late 2014 at Subaru of Indiana Automotive and the Crane Naval Surface Warfare Center.

Registration is now open for two February programs:

  • February 11 at Batesville High School, including  a tour of Hillenbrand, Inc.
  • February 18 at Ivy Tech Community College in Muncie with a tour of Magna Powertrain, Inc.

Educators, employers, youth-serving professionals and government leaders come together at each daylong event. The goal: Enhance the ability to educate and train students to successfully pursue the postsecondary careers that exist within the region and state.

Additional program partners include: the Center of Excellence in Leadership of Learning at the University of Indianapolis, Indiana’s Education Roundtable, the Indiana Works Councils, Ivy Tech and JPMorgan Chase & Co.

Occupation – Freedom and Capitalism

A couple of weeks ago, I found myself sitting at the corner of Freedom Street and Capitalism Boulevard, right in the middle of what seemed to be the Occupy Commerce movement. During the roughly 10 minutes of my sit-in, though, it was apparent that this movement was more than simply some people occupying a place, it was a way of life that involved the true spectrum of occupation as only occurs regularly in America.

Indeed, the setting was quintessentially Americana in the modern era – a large, new, sleek, upscale hotel and conference center, squarely at the hub of a city that has been reinvented in recent decades – Indianapolis. The scene was bustling with people of all colors and ethnicities. There were the young, the old, and the middle-aged, like me. Business people in big boy and big girl clothes heading to an annual awards dinner shared the grand hallways with couples vacationing, enjoying the fruits of their labor, and with high school students visiting the Midwestern metropolis for a religious-oriented convention.

Some of the participants in this movement moved quickly by our small (two-person) temporary sit-in. A few, however, slowed down to converse with my newly found friend, Jerry, and me. We spoke of the weather, the evening ahead, our families and, of course, business.

A handful of the passers-by, some Catholic student conventioneers, actually took photos of my new friend, our host Vivian, and me. The kids were full of energy, taking in their surroundings, awkwardly moving through the setting of adults on their own journey to adulthood. What the students were capturing in their own photography was not celebrity or even one of the numerous and beautiful sites of downtown Indy. What the students were capturing with the latest of the digital medium, their cell phones/cameras/internet devices, was something as simple as two men, one woman and two chairs.

At first I found this youthful paparazzi to be odd, then humorous and then hopeful. Whether these polite young adults intended to eventually use the photos to mark and remember their days in the city or simply post their visual art and add funny, snarky comments to share with their friends, this movement caught their attention. Perhaps in a really small, but significant way, these youngsters were digitizing for posterity an element of their own aspirations that captured their attention.

Let me explain: What caught the attention of the teens was something pretty simple – a small business, its proprietor and two guys in suits, enjoying a brief respite and the luxury of a shoeshine. Watching these kids who were capturing and even participating in this scene was inspiring as I thought of the background stories around me.

As we sat comfortably at the shoeshine stand, Jerry, a well-known and well-respected leader of business and philanthropy engaged our fellow capitalist, Vivian, with conversation. While polite and friendly, Jerry’s assiduous enquiry was deeper than the usually forgettable small talk. He asked Vivian, or “V” as she prefers, about her business. How did she get started? How long had she been in business? At what times of day or week was business best? Did she have plans for expansion?

Listening to the banter of these two business people, the sole-proprietor entrepreneur and the CEO whose business claims the name of a skyscraper, was inspirational — he with gracious, yet penetrating business questions, she with fast, detailed, proud answers. His questions and exchanges reflected the respect he inspires in those who know him well and those who know only of him. Her answers were inspirational because they reflected countless stories that have preceded hers – stories founded on the principles of hard work, risk taking, and the desire to improve one’s own lot in life.

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Packing a Powerful Lineup

I received a visit in early 2008 from Terry McWilliams, founder of a Louisville area-based investor relations firm. After conducting a successful equity/investment conference in his home state, he was looking to bring the idea to Indiana. The initial event did take place that fall at the then recently opened Lucas Oil Stadium.

Terry and a team of supporters are back in 2010 with a strong list of Hoosier companies that are going to talk about their performance and their future plans. The primary audience: analysts, fund managers and institutional investors. And, as Terry explained in a recent e-mail, the people who can benefit the most are "those with companies that plan to go public, as they can witness the investor commuications process from a front row seat."

You can check out the details of the September 9 event (at the Indianapolis Motor Speedway this time around). It’s certainly a bit of a niche audience/event, but anytime you can get the likes of the following in one place to talk about their organizations, that’s a good thing — and an insight into our immediate and longer-term economic future from some executives who are at center stage of the battle.

Big names: Eli Lilly, Cummins, Steel Dynamics, NiSource, Zimmer, Hillenbrand, Interactive Intelligence, a variety of banks and more. Michael Oxley, co-author of the Sarbanes Oxley Act, will deliver a keynote presentation.

Effective Hiring Critical in Reducing Turnover

Anthony Casablanca, VP of Operations for the Batesville Casket Company and Hillenbrand, Inc., recently penned an incredibly useful column for BizVoice regarding his approach to filling positions. (Casablanca was named as the 2009 Ogletree Deakins/HR Dimensions HR Professional of the Year):

The candidate has been selected to come in for a face-to-face interview. Depending on the role, this is a one- to two-day process that includes a plant tour, customer business center tour, between two to six hours of interview time with both the hiring manager and the HR department lead, as well as several one-hour sessions with other members of the interview team (normally people who will interact with the person in this position).

During this phase, everyone has an assignment. The people conducting the tours are “soft selling” the company and helping us gauge how the candidate conducts himself or herself in a non-interview setting. You would be amazed at some of the feedback we get. The six-hour interview with the hiring manager and HR lead is conducted in a very structured way, although it is very conversational. We are looking for behavioral patterns, starting with high school and progressing through the candidate’s most recent roles.

This culminates in a detailed interview report (generally between four to eight pages long). The report is written by the hiring manager, who is expected to provide a summary of the candidate’s personal life and work history, and describes the candidate’s behavioral patterns – both strengths and weaknesses. They are also required to make a call on the candidate’s talent level, fit for the role and potential next roles. If we cannot see candidates moving to that next role, we will more often than not pass on hiring them.

How do we know this works? Our human resources team has developed metrics around our success rate of hiring “A” level talent. The HR team goes back to the hiring manager after six months and asks if the new hire is performing well, and if he or she is still considered an “A” talent. This is repeated at one year. Currently we get it right about 70% of the time.

For more on this topic, you can consult our ePub, The Interviewing Guide – 2nd Edition. Authored by attorneys from Ogletree Deakins, this online guide is now available for just $49. The book is also available in our Hiring & Firing/Leave Issues Package.