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KCDEE

Kane County Department of Employment & Education

Category: Uncategorized

ARRA

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American Recovery & Reinvestment Act – ARRA

The American Recovery and Reinvestment Act was enacted to provide stimulus monies to encourage community development, economic development and assistance with home related financial recovery.

Current Funding levels are:

Adult $977,949
Dislocated Worker $2,190,883
Youth $2,149,726

Incumbent Worker Training

As part of the American Recovery and Reinvestment Act of 2009, our workforce area has grant funds available to help area business owners meet tomorrows training challenges today.

Incumbent workers are individuals who are working, but could improve their level of pay or company status with some additional skills training.

An individual (or group of individuals) with an employment relationship at a participating employer in a targeted industry

An individual who is receiving upgraded skills training
–To improve a current position
–To prepare for a new position

View a presentation on Incumbent Worker Training.

Access an application (pdf interactive document)

Job Trainng rogram

Build YOUR skills today for a NEW career tomorrow! We have additional funding to help individuals shape up their job skills in high-demand, high-growth career areas.

These KEY SECTOR employment areas include:

  • Agri-Business
  • Healthcare
  • Manufacturing
  • Information Technology
  • Transportation, Warehousing & Logistics
  • Green Industries & Occupations

To find out if you qualify for services, attend a presentation in Elgin or North Aurora at the Illinois workNet Center.

If you are currently working, but feel you are underemployed* and cannot attend a presentation due to your work schedule, contact a Career Specialist in

  • Elgin – 847-888-7900 x 293 or x 251 or
  • North Aurora – 630-844-6640 x 360 or x 270

* Underemployed describes the employment of workers with high skill levels in low-wage jobs that do not require such abilities. For example, someone with a college degree may be tending bar or driving a cab or being a cashier potentially resulting in underemployment, which makes workers with bills to pay (and financial obligations) take almost any job available, even if they do not use their full talents. Another example is someone who holds high quality skills for which there is low market-place demand. A related kind of underemployment refers to “involuntary part-time” workers. These are workers who could (and would like to) work a standard full-time work-week but can only find part-time work.

Completed Programs include:

Youth at Work

Our goal is to place 300 youth who meet eligibility guidelines in worksites across the three county area.

Currently we are adding names to a waiting list for all youth. If positions become available in the program, we will contact youth on the list.

 

 

Site Map

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Site Map for KCDEE.org website
General Job Seeker Business Services Youth Services
Home Career Changers Business Services Qualifications for Services
About KCDEE Getting Started at finding a new job Customized Training Resources for Youth
Accessibility Job Seeker Resources Hiring – business with open positions Services for Youth
ARRA Job Search Services Incumbent Worker Training
Calendar of events Job Search Websites Key Sector Job Postings Locations
Complaint Procedures Laid Off from job On the Job Training All Locations
Contact Us Network and Job Clubs Administrative Office
Equal Opportunity Soft Skills Information Funding Sources Aurora Eastside
KCDEE Jobs Training Videos – Social Media Funding Sources DeKalb
Partners Underemployed Individuals Legal Notices Elgin
Privacy Policy Unemployed Individuals Open Solicitations North Aurora
Whitelist Workshops for Job Seekers Yorkville

Contact Us

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Our administrative offices are located at:

1 Smoketree Business Park, Suite A
North Aurora, IL 60542
630-966-1435
FAX 630-966-1172

Elgin Staff
North Aurora Staff
Yorkville Staff

Contact our SGA55 webmaster at Webmaster

To find our other One-Stop locations click here.

Problems receiving e-newsletters?Whitelist our SGA55 links

Complaint Procedure

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KCDEE – Complaint Procedures

WORKFORCE INVESTMENT ACT (WIA)
COMPLAINT PROCEDURES – form
Equal Opportunity Employer/Program – Auxiliary Aids and Services Are Available Upon Request To Individuals With Disabilities.

WHO CAN FILE –  Any applicant/registrant for aid, benefits, services or training, eligible applicants/registrants, participants, employees, applicants for employment, service providers or eligible service providers who believes that he or she, or any specific class of individuals, has been or is being subjected to discrimination prohibited under the Workforce Investment Act has the option to file with the County of Kane, Kane County Department of Employment & Education or the Civil Rights Center of the U.S. Department of Labor.

RETALIATION/INTIMIDATION OR REPRISAL – Sections 188 of the Workforce Investment Act and Civil Rights laws prohibit retaliation; intimidation or reprisal against any individual because they filed a complaint, opposed a practice, or furnished information on any prohibited basis.

TYPES OF COMPLAINTS – If someone is alleging a discriminatory practice has occurred, the complaint falls into one of three categories, depending on its source:

  • Individual complaint – a complaint alleging that the person filing the complaint has been or is being subjected to discrimination.
  • Class Action complaint – A complaint filed by one or more individuals alleging discrimination, not only against themselves, but also against a group of similarly situated individuals.
      • must have the signed consent of all individuals in the complaint in order to process the complaint.
  • Third Party complaint – A complaint filed by a group or individual alleging discrimination against another group or individual.

Discrimination complaints will be processed according to the rules outlined in this document.  Program complaints will be processed according to U.S. Department of Labor Employment and Training Administration regulations as specified in 20 CFR Subpart F, Sec. 667.600 and the policy of the local workforce board.

WHO GETS THE COMPLAINT – a written complaint may be submitted to:

Local level:
Diane Cooper, Asst. Director of Workforce Operations
Kane County Department of Employment & Education
1 Smoketree Business Park, Ste. A
North Aurora, IL 60542
(630) 966-1435 x 40077 or TTY (630) 264-6593
Videophone – 866-948-3280

State level:
Kevin Bell, Deputy Director/State Equal Opportunity Officer
500 E. Monroe Street, 8th Floor
Springfield, IL 62701

Federal level:
Director of the Civil Rights Center (CRC)
U.S. Department of Labor
200 Constitution Avenue, NW
Room N-4123
Washington, DC  20210

FILING A COMPLAINT – A complaint must be filed in writing and contain the following information:

  • Complainant’s name/address or other means of contacting the complaint;
  • Identify of the respondent (including the individual or entity alleged to have discriminated);
  • The complaint is signed by the complainant or an authorized representative;
  • The allegations, described in sufficient detail to determine whether:
    • complaint is covered as applicable under the jurisdiction of the County of Kane, Kane County Department of Employment & Education or the Civil Rights Center;
    • complaint was filed within specified time;
    • complaint has apparent merit (means the allegation of discrimination or complaint, if proven to be true, would violated Workforce Investment Act regulations)

WHAT FORM MAY BE USED FOR FILING A COMPLAINT – The complainant may:

  • Complete a form that has been developed by the State of Illinois for this purpose, or
  • Complete and submit the Civil Rights Center’s Complaint Information Form
  • Submit a written complaint without using a form as long as the complaint includes all the required information.  See section entitled Filing a Complaint.

TIME FRAME FOR FILING A COMPLAINT – The filing time period for a complaint is:

  • 180 days from the date of the alleged discrimination
    • An extension of the 180-day filing period may be granted for good cause shown by the complainant
      • Only the Director of the Civil Rights Center of the U.S. Department of Labor can grant this extension
  • if an ADR agreement is breached, either party has the right to file a complaint with the Director of the Civil Rights Center of the U.S. Department of Labor
  • the non-breaching party may file a complaint within 30 days of the date on which the non-breaching party learns of the alleged breach

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PROCESSING THE COMPLAINT – Upon receipt of a written complaint, the EO Officer will provide:

  • an initial written notice to the complainant that acknowledges receipt of the written complaint
  • the written notice will provide a list of the issues raised in the complaint
      • for each issue, the EO Officer will state whether the EO Officer accepts the issue for investigation or rejects the issue
        • the reason for rejection shall be given
  • notice to the complainant of his or her right to be represented in the complaint process by an attorney or other individual of their choice and at their expense
  • notice that the complainant has a choice to use the customer process or to use alternative dispute resolution (ADR)

ALTERNATIVE DISPUTE RESOLUTION – Within 30 days of receiving the written complaint, the EO Officer will review and investigate the allegation and attempt to resolve the complaint with the involved individual or entity alleged to have discriminated.  If the complainant is not satisfied with the resolution offered by the individual or entity alleged to have discriminated, the EO Officer shall present the complaint to the Executive Director of the Kane County Department of Employment & Education within 10 days of rejection of the proposed resolution by the complainant.

The Executive Director shall review the complaint, the results of the investigation, the proposed resolution and the recommendation of the EO Officer and propose a new resolution.  If the complainant accepts the resolution proposed by the Executive Director, the resolution shall be reduced to writing by the EO Officer and signed by the complainant, the Executive Director and the EO Officer.

FAILURE OF ALTERNATIVE DISPUTE RESOLUTION OR REQUEST FOR FORMAL HEARING – If alternative dispute resolution fails or if the complainant requests a formal hearing, the Chief Local Elected Official shall appoint an impartial Hearing Officer to hear the complaint within 30 days.  The Hearing Officer shall schedule a hearing of the Grievance Committee. The Grievance Committee shall consist of the Director of Human Resources for Kane County, one member of the Kane County Human Services Committee and the EO Officer.  The Hearing Officer shall provide notice to all parties who have a legitimate interest in the complaint of the date, time and place of the formal hearing and the issues to be heard. The Hearing Officer shall notify the complainant by certified mail of his or her rights, including the right to be accompanied by an attorney or other duly authorized representative, to present evidence, to question others who present evidence and to file with the Civil Rights Centers of the U.S. Department of Labor when the complainant is not satisfied with the Grievance Committee’s decision. The complainant shall be permitted access to local workforce investment area files that would be germane to the complainant’s allegations.

CONDUCT OF HEARING – Complainants and respondents shall make every effort possible to be present at the hearing.  However, if they are unable to be present, a 48-hour prior written notice must be given to the Hearing Officer.  In the event circumstances arise prior to the hearing that, in the opinion of the Hearing Officer, are such as to be beyond the reasonable control of the complainant or respondents to prevent their attendance at the hearing, the Hearing Officer shall reschedule the proceedings.  If the Hearing Officer determines that the complainant’s or respondent’s failure to attend the hearing is not beyond their reasonable control, the hearing shall be held in his/her absence.

The rules of evidence will apply.  Both the complainant and the respondent may present relevant testimony and documentary evidence.  All testimony shall be given under oath.  The complainant and respondent, personally or through their representatives, shall have the right to cross-examine all witnesses who testify.

A tape recording or other verbatim record of the hearing shall be made.

NOTICE OF FINAL ACTION – The decision of the Grievance Committee shall be made strictly on the basis of the evidence gathered.

The recipient of Workforce Investment Act funds must provide to the complainant a notice of final action within 90 days from the date when the complaint was filed.  The notice must contain the following information:

  • The recipient’s decision on each issue and an explanation of the reason behind the decision (if used investigation or fact-finding process) or a description of the way the parties resolved the issues (if ADR process is used).
  • A notice that if the complainant is dissatisfied with the recipient’s resolution of the complaint, he or she has the right to file a complaint with the Civil Rights Center of the U.S. Department of Labor within 30 days from the date of issuance of the notice of final action.

PROCESSING TIMEFRAME REQUIREMENTS – Below is a summary of the timeframes established by Section 188 of the Workforce Investment Act and 29 CFR 37 for the processing of discrimination complaints:

Recipient’s 90-Day processing Timeframe:  The agency receiving the complaint must perform one of the following actions within 90 days from the date the complaint is received:

  • Issue a Written Notice of Lack of Jurisdiction
  • Refer the complaint to another federal grant-making agency for investigation where there is dual jurisdiction
  • Issue a Written Notice of Final Action

Complainant’s 30-Day Timeframe for Appeals.  The complainant has 30 days to file with the Civil Rights Center of the U.S. Department of Labor when any of the following occurs:

  • The recipient issues a Written Notice of Lack of Jurisdiction.  In this case, the 30 days is counted from the date of receipt of the notice
  • The complainant is not satisfied with the decision in the Written Notice of Final Action.  In this case, the 30 days is counted from the date of receipt of the notice.
  • The recipient fails to issue either a Written Notice of Lack of Jurisdiction, a Written Notice of Final Action, or a referral to another federal grant-making agency for investigation in case of dual jurisdiction by the end of 90 days after receipt of the complaint.  In this case, the 30 days is counted at the end of the initial 90-day period.
  • A party to an agreement breaches the agreement.  In this case, the 30 days is counted from the date the complainant learns of the alleged breach
  • An ADR process fails to produce an agreement.  In this case the 30 days is counted from the date on which the process terminates.

Extension of Complainant’s 30-Day Timeframe.  The Director of the Civil Rights Center of the U.S. Department of Labor may extend the complainant’s 30-day timeframe to file with the CRC if the complainant can show good cause.

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EEO Policy

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EEO – Equal Employment Opportunity

Equal Opportunity Is the Law

It is against the law for this recipient of Federal financial assistance to discriminate on the following bases:

Against any individual in the United States, on the basis of race, color, religion, sex, national origin, sexual orientation, age, disability, political affiliation or belief; and

Against any beneficiary of programs financially assisted under Title 1 of the Workforce Investment Act of 1998 (WIA), on the basis of the beneficiary’s citizenship/status as a lawfully admitted immigrant authorized to work in the United States, or his or her participation in a WIA Title 1 financially assisted program or activity.

The recipient must not discriminate in any of the following areas:

  • Deciding who will be admitted, or have access to, any WIA Title 1 financially assisted program or activity;
  • Providing opportunities in, or treating any person with regard to, such a program or activity; or
  • Making employment decisions in the administration of, or in connection with, such a program or activity.

What To Do If You Believe You Have Experienced Discrimination

If you think that you have been subjected to discrimination under a WIA Title 1 financially assisted program or activity, you may file a complaint within 180 days from the date of the alleged violation with:

Local level:
Diane Cooper, Asst. Director of Workforce Operations
Kane County Department of Employment & Education
1 Smoketree Business Park, Ste. A
North Aurora, IL 60542
(630) 966-1435 x 40077 or TTY (630) 264-6593
Videophone – 866-948-3280

State level:
Kevin Bell, Deputy Director/State Equal Opportunity Officer
500 E. Monroe Street, 8th Floor
Springfield, IL 62701

Federal level:
Director of the Civil Rights Center (CRC)
U.S. Department of Labor
200 Constitution Avenue, NW
Room N-4123
Washington, DC 20210

(For the full proceedure and downloadable form, visit our page Complaint Procedures.)

If you file your complaint with the recipient, you must wait either until the recipient issues a written Notice of Final Action, or until 90 days have passed (whichever is sooner), before filing with the Civil Rights Center (see address above).

If the recipient does not give you a written Notice of Final Action within 90 days of the day on which you filed your complaint, you do not have to wait for the recipient to issue that Notice before filing a complaint with CRC.

However, you must file your CRC complaint within 30 days of the 90-day deadline (in other words, within 120 days after the day on which you filed your complaint with the recipient).

If the recipient does give you a written Notice of Final Action on your complaint, but you are dissatisfied with the decision or resolution; you may file a complaint with CRC.  You must file your CRC complaint within 30 days of the date on which you received the Notice of Final Action.

ASSURANCES

As a condition to the award of financial assistance from the Department of Labor under Title 1 of WIA, the grant applicant assures that it will comply fully with the nondiscrimination and equal opportunity provisions of the following laws:

  • Section 188 of the Workforce Investment Act of 1998 (WIA), which prohibits discrimination against all individuals in the United States on the basis of race, color, religion, sex, national origin, sexual orientation, age, disability, political affiliation or belief, and against beneficiaries on the basis of either citizenship/status as a lawfully admitted immigrant authorized to work in the United States or participation in any WIA Title 1 financially assisted program or activity;
  • Title VI of the Civil Rights Act of 1964, as amended, which prohibits discrimination on the bases of race, color and national origin;
  • Section 504 of the Rehabilitation Act of 1973, as amended, which prohibits discrimination against qualified individuals with disabilities;
  • The Age Discrimination Act of 1975, as amended, which prohibits discrimination on the basis of age; and
  • Title IX of the Education Amendments of 1972, as amended, which prohibits discrimination on the basis of sex in educational programs.

The grant applicant also assures that it will comply with 29 CFR, Part 37 and all other regulations implementing the laws listed above.  This assurance applies to the grant applicant’s operation of the WIA Title 1 financially assisted program or activity, and to all agreements the grant applicant makes to carry out the WIA Title 1 financially assisted program or activity.  The grant applicant understands that the United States has the right to seek judicial enforcement of this assurance.

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Privacy Policy

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The following policy governs the information displayed and collected on KCDEE’s web site:

General

Freedom of information is essential in a democracy. However, personal information needs to be protected from misuse and abuse. Kane County Department of Employment and Education (KCDEE) is committed to protecting this information and will not display nor release personal information on its web site for general viewing.

Information collected and received through the KCDEE web site may become public record and therefore subject to disclosure under the Illinois Freedom of Information Act. It is therefore the policy of KCDEE that no personal information you provide to us, including, but not limited to, your name, address, telephone number, drivers license number, Social Security Number and email address will be sold or rented to any entity or individual or disclosed to unauthorized entities or individuals. The release of personal information by the department shall be limited, according to Illinois law, to authorized department contractors or sub-recipients.

When You Visit Our Site

When you visit our site, KCDEE does not collect any personal identifiable information about you, including your email address. Furthermore, KCDEE does not monitor your web-browsing activities with cookies (see below). Cookies, however, may be used by some KCDEE applications to pass information from one web page to another.

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Personal Information and Choice

“Personal information” is information about an individual that is readily identifiable to that specific individual. Personal information includes personal identifiers such as an individual’s name, address, phone number, driver’s license number and social security number. A domain name or Internet Protocol address is not considered personal information. We collect no personal information about you unless you voluntarily participate in an activity that asks for information (e.g., sending an e-mail or enrolling in an activity). If you choose not to participate in these activities, your choice will in no way affect your ability to use any other feature of KCDEE web sites. If personal information is requested on the web site or volunteered by the user, State law and the federal Privacy Act of 1974 may protect it. However, this information is a public record once you provide it, and may be subject to public inspection and copying if not protected by federal or state law.

Where specific laws or regulations require that we obtain certain personally identifiable information and you refuse to provide it, KCDEE may be obligated to deny you certain services.

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Correspondence

If while visiting KCDEE’s website you participate in a survey or send e-mail, the following additional information will be collected:

E-mail Correspondence: The e-mail address and contents of the e-mail. We may use your e-mail to respond appropriately. This may be to respond to you, to address issues you identify, to further improve our web site, or to forward the e-mail to another agency for appropriate action.

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Disclosure & Disclaimer

KCDEE will not disclose, give, transfer or sell any personal information on web site visitors unless required by law enforcement or statute.

Disclaimer Of Liability

Neither KCDEE nor any of its employees shall be held liable for any improper or incorrect use of the information described and/or contained herein. In no event shall the KCDEE web site or its employees be liable for any direct, indirect, incidental, special, exemplary, or consequential damages (including, but not limited to, procurement or substitute goods or services; loss of use, data, or profits; or business interruption) however caused and on any theory of liability, whether in contract, strict liability, or tort (including negligence or otherwise) arising in any way out of the use of this system, even if advised of the possibility of such damage. This disclaimer of liability applies to any damages or injury, including but not limited to those caused by any failure of performance, error, omission, interruption, deletion, defect, delay in operation or transmission, computer virus, communication line failure, theft or destruction or unauthorized access to, alteration of, or use of record, whether for breach of contract, tortuous behavior, negligence or under any other cause of action.

Disclaimer of Warranties And Accuracy Of Data

Although the data found using KCDEE access systems have been produced and processed from sources believed to be reliable, no warranty, expressed or implied, is made regarding accuracy, adequacy, completeness, legality, reliability or usefulness of any information. This disclaimer applies to both isolated and aggregate uses of the information. KCDEE provides this information on an “as is” basis. All warranties of any kind, express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose, freedom from contamination by computer viruses and non-infringement of proprietary rights are disclaimed. Changes may be periodically made to the information herein; these changes may or may not be incorporated in any new version of the publication. If you have obtained information from any of KCDEE’s web pages from a source other than KCDEE pages, be aware that electronic data can be altered subsequent to original distribution. Data can also quickly become out of date. It is recommended that careful attention be paid to the contents of any data associated with a file, and that the originator of the data or information be contacted with any questions regarding appropriate use. If you find any errors or omissions, we encourage you to report them to KCDEE via email to  Dariana Mahaffey

Disclaimer of Endorsement

KCDEE is a distributor of content sometimes supplied by third parties and users. Any opinions, advice, statements, services, offers, or other information or content expressed or made available by third parties, including information providers, users, or others, are those of the respective author(s) or distributor(s) and do not necessarily state or reflect those of KCDEE and shall not be used for advertising or product endorsement purposes. Reference herein to any specific commercial products, process, or service by trade name, trademark, manufacturer, or otherwise, does not constitute or imply its endorsement, recommendation, or favoring by KCDEE.

Disclaimer of External Links

KCDEE web site contains links to other related World Wide Web Internet sites and resources. KCDEE is not responsible for the contents of any off-site pages referenced. The user specifically acknowledges that KCDEE is not liable for the defamatory, offensive, or illegal conduct of other users, links, or third parties and that the risk of injury from the foregoing rests entirely with the user. Links from KCDEE’s web pages on the World Wide Web to other sites do not constitute an endorsement from KCDEE. These links are provided as an information service only. It is the responsibility of the web surfer to evaluate the content and usefulness of information obtained from other sites. Since the KCDEE web site is not responsible for the availability of these outside resources or their contents, you should direct any concerns regarding any external link to its site administrator or Webmaster.

Disclaimer of Duty to Continue Provision of Data

Due to the dynamic nature of the Internet, resources that are free and publicly available one day may require a fee or restricted access the next, and the location of items may change as menus, home pages, and files are reorganized. The user expressly agrees that use of KCDEE’s web site is at the user’s sole risk. KCDEE does not warrant that the service will be uninterrupted or error free. The documents and related graphics published on this server could contain technical inaccuracies or typographical errors. Changes are periodically added to the information herein. KCDEE may make improvements and/or changes in the information and/or programs described herein at any time.

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Choice of Law

Construction of the disclaimers above and resolution of disputes thereof are governed by the laws of the State of Illinois.  The laws of the State of Illinois, USA, shall apply to all uses of this data and this system.  By use of this system and any data contained therein, the user agrees that the laws of the State of Illinois shall apply; venue shall be vested in the courts of Illinois; use shall conform to all applicable laws and regulations of the State of Illinois; and user shall not violate the rights of any third parties.

This information should not be construed in any way as giving business, legal, or other advice, or warranting as fail proof, the security of information provided via KCDEE supported web sites.

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To Contact Us

Occasionally, we forward your e-mail to other agencies that may be better able to assist you. We do not share our e-mail with other outside organizations, unless required to do so by the circumstances of the situation. If you use e-mail to correspond with us, it is important to understand that e-mail is not secure. We advise you not to send us confidential information. You may contact us at:

Kane County Department of Employment and Education
E-Mail: Webmaster
1-630-444-3141

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Cookies

A cookie on the web is a line of text with a server address (i.e. aol.com if you are using an America On-line account) and an ID number stored on your computer. Cookies are by themselves not harmful; they do not contain any information that you have not voluntarily entered on your own. They are not application or virus spreaders. Cookies may be used to track where you go on a site or to pass information from one web page to another so you do not have to re-enter redundant information every time you complete a form.

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Open Solicitations

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RFP NOTICE

Kane County, on behalf of the Chief Local Elected Official, and the River Valley Workforce Investment Board representing Local Workforce Investment Area 5 for Kane, DeKalb and Kendall Counties, is issuing a notice of Request for Proposals (RFP). This RFP is for the provision of WIA (Workforce Investment Act) education, training, work prep, job placement assistance services, and self access services in the Career Resource Center at the Illinois workNet Center in DeKalb. These services are for DeKalb County WIA-eligible adults and dislocated workers. In addition to the above, this RFP includes delivery of like services for employees of businesses laying off workers or closing.

Total funds available to be awarded for the above services: $500,252.00

The RFP document may be accessed on-line at www.countyofkane.org and www.kcdee.org. Proposal submission deadline is Noon on Friday, May 25, 2012.

Dekalb IB RFP Notice (PDF)
DeKalb IB RFP (PDF)
County of Kane Subgrant Award Boilerplate 2011.2012 (PDF)
Budget doc PY12 (Excel)

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Funding Sources

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Adult Grant – Amount PY12: $1,391,360

Source: Federal Pass Through—Illinois Department of Commerce and Economic Opportunity.

Overview: This money is used to serve all adults in need of employment services in the three county area.  There are eligibility requirements as defined in the Workforce Investment Act and implemented by the Workforce Investment Board.  It includes funding for the delivery of core, intensive, and training services through the three Illinois workNet Centers located in DeKalb, Elgin and North Aurora.  This funding will be linked to other sources of funding from partners in the workforce development system for the three county area.

To find out about services available through the Adult Grant click here.

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Dislocated Worker Grant – Amount PY12: $1,915,965Source: Federal Pass Through—Illinois Department of Commerce and Economic Opportunity.

Overview: This money is used to serve adults who have lost their employment through termination, layoff, or other causes.  There are eligibility requirements for these clients and the primary areas of service are intensive and training services as defined in the Workforce Investment Act and implemented by the Workforce Investment Board.

To find out more about accessing services for dislocated workers link click here.

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Youth Grant – Amount PY12: $1,663,972Source: Federal Pass Through—Illinois Department of Commerce and Economic Opportunity.

Overview:  This money is used to fund the delivery of employment services to youth between the ages of 14 and 21 who meet certain eligibility requirements as identified in the Workforce Investment Act.  These services can include mentoring programs, work experience, academic preparation, on the job training, community services, subsidized employment, and job search.

To find out more about services available through the Youth grant, link click here.

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Trade Adjustment Assistance Act – TAASource: Federal Pass Through—Illinois Department of Commerce and Economic Opportunity.

Overview:  Trade Adjustment Assistance (TAA) and Alternative Trade Adjustment Assistance (ATAA) help trade-affected workers who have lost their jobs as a result of increased imports or shifts in production out of the United States. Certified individuals may be eligible to receive one or more program benefits and services depending on what is needed to return them to employment. For more information about TAA from the Department of Labor link click here.

To find out more about services available through the TAA grant, link click here.

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Softskills

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Softskills lead to Success in the Workplace

Soft Skills – What are they, why do you need them?

This is a series of articles on skills that every employer wants you to have, but you will have a hard time finding a class on them in regular curriculums.  The soft skills that we are talking about include:

Customer service
Teamwork
Effective communication
Maintaining professionalism
Interpersonal relationships & Conflict Management		 Coping with stress
Time management
Positive work attitude		 Work ethics
Critical thinking
Computer Keyboarding
File Management
Internet

CUSTOMER SERVICE – Let’s start with customer service. Many people think that customer service is what happens in situations where you are purchasing something or have a contract with someone like your phone service or a waiter/waitress in a restaurant, or the salesperson in a retail location. But customer service is inherent in almost any job that a person could have.

Customers are the lifeblood of a business, winning new customers is important, but retaining customers is even more important.  Customer service and quality products are the two factors to retention.  If a product has a quality control issue, it is the customer service that can help rectify the situation.  There is too much competition in today’s marketplace to not be concerned with customer service.

External Customers – Since this is the most common form of customer service, we can begin with our discussion here.
In the days preceding social media, customer service was how you gained and maintained your customer base.  If a customer was treated well they may tell two people.  If they were treated poorly, they told ten people.  With the expansion of social media, the numbers of people who are being informed of the customer service of a particular organization can reach into the thousands and millions.  For example the case of the guitar player who had his expensive guitar banged up and a particular airline only wanted to reimburse him with the standard luggage rates.  After a posting by the musician on YouTube, and over 8 million views later, the airline conceded to paying the full cost of the guitar.

There are different kinds of customers.  Some want to be left alone, others want to know that you are close by if they need you, some want to be directed, others want you to take them by the hand and guide them through the entire purchasing experience.  Knowing the difference between those types of customers and employing the proper techniques for each of them is a skill.  Being able to determine expectations that a customer has is key to winning the sale and possibly a devoted customer.  BUT if you make the wrong choice, say the wrong thing, aren’t available or don’t respond in a timely fashion, you could alienate the customer and potentially end up with bad press on YouTube, Twitter or Facebook.
Some key components to good customer service are:

  • Making a good impression – You are representing your organization.  You may be the very first contact this customer has with your company.  Are you dressed according to company guidelines?  Is your grooming within standards?  Are you smiling? Do you say hello or welcome when a new customer enters your work area?  Most companies will have a “prescribed” greeting to use that may include current specials or promotions that are taking place – use it.
  • Accentuate the positive – Find out the benefits of the product or service you are working with and convey those to the customer.  A half-full attitude is always more appealing than a half-empty one.  If you are required to provide comparisons between your product and the competitors, avoid being negative.  Stay with the facts.
  • Good communication skills – The biggest factor here is:  are you hearing what is being said or are you LISTENING? Ask leading questions to determine what you can do to help the customer. Speak clearly. Practice active listening skills that require the listener to understand, interpret, and evaluate what they heard.  This also helps alleviate having to resolve conflict later.
  • Dealing with a difficult customer – just do an internet search of this phrase and the results bring up over 16 million links.  This can be the most frustrating part of providing excellent customer service, but being able to accomplish it, is the most rewarding.  Most of the time you will find the difficulties in a return/refund situation or the redemption of a promotion.  Implementing active listening skills and providing a timely response or action will help diffuse the situation.  You could also employ non-defensive communication tactics:
    • Focus on the situation or issue
    • Empathize
    • Strive to remain calm in the interaction
    • Take responsibility
    • Be assertive, not aggressive or passive
    • Depersonalize the situation
    • Ask what you can do to rectify the situation (if you are empowered to do so)
  • Phone etiquette – This topic depends upon the type of customer service you are doing.  If you are in a call center, there are guidelines to which you must adhere.  If you are working at a carry-out pizza place, your customer service will depend upon you getting the order correct and providing the right cost and delivery/pick-up time to the customer.  In general, several key components come into play:
    • Diction and tone – people need to understand you.  Not everyone will speak the same language, so you may need to speak more slowly, more clearly, you may need to repeat yourself, or you may need to ask a caller to repeat themselves.  Because you are not speaking face to face, your tone is how someone will interpret your words.  Unless you know someone personally, you should maintain a neutral/positive tone.
    • Polite – ask someone if they are able to hold.  If you don’t know the answer to a question or have to reference something out of the reach of phone, ask someone if they have the time to hold.  If not ask for their number and give them a time frame for a return call from you.  And then, call them back.  The Golden Rule applies here – treat others as you want to be treated.  If you need to transfer a caller, know how to complete the task, let the caller know that you are doing it and if possible stay with the call until someone answers.
    • Listening skills – (notice a theme here) it is difficult to hear what someone is saying if you are speaking at the time.  It is compounded when using a telephone for that conversation.  Employ the active listening skills, wait until someone is finished speaking before you begin.

Internal Customer Service – you may not work for a company that deals with sales or service, or you may not work in a department that deals with anyone outside your company.  A good example of this is the benefits division of a human resources department, the IT department for a call center, or the vehicle mechanics for a delivery company.  You have customers – the other employees of your company.  You still need to employ the same techniques to keep your customers happy.  The key components here are cooperation, coordination, and teamwork.  Again, active listening can help if you need to be “cross-trained” in other areas of your company.  Sometimes good customer service is nothing more than knowing who to call to obtain an answer or knowing what the responsibilities of another division of your company are.

In general, no one likes to feel neglected or an inconvenience if they need to ask for something.  Be proactive with your outreach in your customer service and you will win them every time.

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TEAMWORK – Internal customer service is a great segue into how teamwork is a desirable soft skill to have.  A team is a group of individuals who work together to complete a task.  The team is focused on a situation or an issue to achieve a result.  Learning how to work with a variety of personalities within the group is a key factor as to how effective the group performance is.

How the team collaborates – cooperates with each other, join forces, or work in partnership, is one of the main ways to analyze the team’s effectiveness.

  • Communication is the imparting or interchange of thoughts, opinions, or information by speech, writing, or signs.  Does the team communicate in a productive fashion? Are they sharing the information so all team members can do their part to participate effectively?
  • Coordination – making different people or things work together for a goal or effect. Is each team member working on one part for the good of the whole? Does the team leader know where everyone is in the process to keep the task on target?
  • Balance of contributions – is the problem of ensuring that all participants believe that they are doing equal shares or their “fair share” toward the completion of the task. No relationship is ever 50/50. At times one member of the team may be doing more than another, but as long as everyone feels that their share of the project is in proportion, it is in balance.
  • Mutual support – team members provide and evaluate relevant information, share experience and knowledge, listening to ideas (brainstorm), provide understanding and establishing networks.  If one member of a team is struggling with a particular portion of a project or needs to connect with a resource, someone else on the team may offer assistance or knowledge.  It may be nothing more than a word of encouragement to help maintain or boost another team members’ self-confidence or self-esteem.
  • Effort – The amount of energy a team member exerts to accomplish the goal.  Again, this may not be a perceived equal distribution of energy.  Some team members may be able to “breeze” through their portion of a task, depending upon their experience or expertise, but, is that member giving it all of their effort to meet deadlines for the rest of the group?
  • Cohesion – the bonds or “glue” between members of a group.  Often, you can hear people remark that “that couple has no chemistry” which can apply to a team.  The old adage “one bad apple can spoil the whole bunch” is representative of one team member not being cohesive with the rest.  Do you do your part to be a positive active member of your team?

Once you have the team working the reason for the team is to solve a problem.  To solve a problem you have to make decisions.  Having a decision making process in place is essential to getting the best results in the most efficient manner.  Utilizing the following or similar steps could help the process:

  • Create a constructive environment  – focus on the issue not the person
  • Generate good alternatives – brainstorm to obtain a number of alternatives
  • Explore these alternatives – flow charts allow you to determine the paths should one alternative be selected over another.
  • Choose the best alternative – not necessarily the most popular, but the best for the resolution to the situation.
  • Check your decision.
  • Communicate your decision, and take action.

Finally, as a member of the team are you leading by example.  This doesn’t mean that you have to be the team leader, but are your actions reflective of how you would like to be treated by others?

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EFFECTIVE COMMUNICATION – Earlier in the customer service section we spoke about listening skills, being polite, diction, tone and all of the physical characteristics of communication.  To be effective on the job there are several other components.

Work related terminology – specific jobs require specific skills, and typically specific language.  If you are a carpenter you would know what the term jack rafter means, but might not know what a mother board is.  The terminology you learn in a skilled career path normally doesn’t change unless there is new technology developed or processes implemented in a particular company.

Barriers to communication – would include things like:

  • Noise – this could mean physical noise like machinery or wind, but it actually means any distraction that keeps you from effectively relaying your message to the intended receiver.  It could be an open file on your desk, a picture on the wall, a ringing phone or any number of things.
  • Mental – the recipient or the sender does not have the right frame of mind to send or receive the message as intended.
  • Word Selection – using the proper words when giving the message, simple, concrete terms instead of complex, abstract phrases help convey your message appropriately.  English especially has a challenge as one word can sound the same as another but have totally different meanings i.e. Rode or Road: witch or which: there or their: bear or bare; or, stare or stair.
  • Media Selection – what sort of media are you using to convey the communication?  Is social media going to do the job?  Do you use a telephone? Is video an option? Is the communication being sent by email or in a letter/envelope?  Will the media be able to explain the thought you are trying to convey as well as a face-to-face encounter?
  • Time & Space – both periods of time and physical locations can be a barrier.  Being able to discuss at the moment that a discussion needs to take place isn’t always an option.  What method do you use to effectively overcome this barrier?  Is it memos, voicemail, or what?
  • Empathy – This is an important barrier.  Empathy defined is “understanding so intimate that the feelings, thoughts, and motives of one are readily comprehended by another. ”  Many messages are effectively communicated because the sender “feels” the same feelings as the receiver. Without empathy, many messages are “pushed aside” upon receipt because the receiver feels unappreciated or something similar.

Ability to Communicate in English – with the population in most major metropolitan areas becoming more ethnically diverse, the job ads are stating “Bilingual” within the ad more frequently.  While this is a plus on the job seeker side, it does not mean that you would communicate solely in a primary language other than English.  If English is not your primary language, finding resources to help you learn how to read, write and speak in English would be recommended to make you the most marketable in today’s workplace.

Follow oral and written directions – Being able to do your job completely requires you to follow directions.  Unless you own the company and charting the direction of the business, you will need to be able to complete tasks at the direction of others. You may receive instructions by speaking directly to a supervisor, or you may receive a memo or email giving you directions for a task or project.   If you don’t understand the directions, you will need to be able to ask the appropriate questions to be able to finish the task on time and correctly.

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Maintaining Professionalism – When you are on the job, it is advisable to be professional.  This can range from clothing to how you speak to a client.

  • Do you do the job to the best of your ability; take pride in the job you do; make a positive impact?
  • Do you start your workday neat and clean; report for work on time and stay for your entire shift or workday?
  • Do you honestly earn your pay; keep your mind on the job at hand; respect your work?
  • Do you treat your customers and coworkers with respect and dignity?
  • Do you employ good manners in my interactions with others?
  • Do you take care of your tools and supplies, whatever their cost?

If you are the supervisor do you:

  • Set an example of proper performance for your staff?
  • Acknowledge and reward excellence among your staff?
  • Give meaningful feedback when you see a problem developing?
  • Enforce company guidelines evenly across your staff?
  • Provide a “measuring stick” of what you expect from your staff?
  • Supply appropriate tools to enable your staff to perform their work?

Some aspects need a bit more explanation.

  • Attendance and Punctuality – Everyone in the business relies on you being ready to work when you are scheduled. Punctuality is an important quality that employers look for in their workers.  If you are scheduled from 8AM to 5PM, your employer wants you to be ready to work at 8AM.  Calling in frequently not only hurts your employer and fellow employees but reflects badly on you. Being absent or tardy may cause your employer to stop scheduling you or even let you go.
  • Treat people with respect and act properly. Do not tell rude or embarrassing jokes, gossip, use slang, or use harmful language.
  • Respect privacy policies. Privacy policies are made to protect individuals and may be required by law in some cases. Breaking a privacy policy may result in termination. If you do not understand the privacy policy, be sure to clarify it with a supervisor or the boss.
  • Participate in meetings with a positive and helpful attitude.  Sit up straight, listen, maintain a comfortable level of eye contact, take notes, and ask questions when the time is right. Speaking up in a meeting may be a challenge if another coworker is more dominant or if you are unprepared.
  • Dress properly and maintain good personal hygiene for the job. Most businesses have a business casual dress code so employees may be comfortable while maintaining a professional image. Find out what the employer dress code is and adhere to it.
  • Clarifying roles and responsibilities – understanding what the chain of command is, who is responsible for what portion of a project, and knowing what your specific role is important to being effective in your job.
  • Above and beyond – going to work every day, doing your job correctly and on-time are key factors to keeping your job.  In some economies, it isn’t enough.  If you show a willingness to learn new things, take the initiative on projects or to solve problems, or accepting responsibility may give you an edge in your level of professionalism.

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Interpersonal Relationships & Conflict Resolution – Interpersonal relationships are, in effect, how you get along with your co-workers.  For some people you spend more of your waking hours with your co-workers than you do with your family.  Therefore, it becomes extremely important that your interpersonal communication with your co-workers is at its best.  Several things that you can do to improve your relationships include:

  1. Don’t criticize, condemn, or complain about people – instead ask questions about what and how the person is doing something. Provide a helpful alternative that is a benefit to their performance.
  2. Appreciate people – genuinely provide appreciation for the good things that employees or co-workers do. This adage applies to both of these first two points “If you can’t say something nice, don’t saying anything at all.”
  3. Solve your own problems by solving other people’s problems – especially in a sales situation; if you ask questions of the person you are interacting with to find out how you may solve their problem, you may in fact end up solving your own.  In another way, if a co-worker is not completed with a task that is holding you up from completing your own, you may ask them questions to figure out how what you want might benefit him or her.
  4. Be genuinely interested in others – most people’s favorite subject is themselves. Use this to your advantage.
  5. Smile – it helps you and everyone around you feel better.
  6. Be a good listener – listen more than you speak.  It helps you gain insight and build relationships.
  7. Make others feel important – Be sincere when you tell others, including your family and friends, that they are important to you.
  8. Understand that you really aren’t always right – arguing results in neither person listening to what the other is saying. Remain calm, listen to the other person’s perspective, be tactful, and consider feelings including how you would feel if you were in the other person’s position.
  9. Accept responsibility – if you are wrong, made a mistake or misspoke, help rebuild trust and admit to your error.
  10. Anger breeds defensiveness – approach a person calmly and ask to discuss a problem amicably.  This approach can deter someone from immediately going on the defensive and putting up a wall to communication.
  11. Suggest, don’t tell – short of implementing procedures, people react more favorably when given an option to consider than being told how to think or do something.

Now that you have established a great interpersonal relationship, what happens if you do encounter a conflict?  This will depend upon the actual relationship between the people in the relationship.  Is it a superior/subordinate, co-worker, customer/vendor, union/management sort of relationship?  Whatever the case there are a few basic things to consider:

  • Deal with the issue – things will fester and become worse if an issue is prolonged.  By learning how someone gives feedback or deals with feedback, you can sometimes avoid the conflict in the first place.
  • Listen – feelings aren’t always apparent when someone is in the middle of a conflict.  By listening effectively, you may become aware of anger or resentment in the other person. Learning to bridge the gap between the two sides of an issue is accomplished with active listening skills and trying to understand the other person’s perspective. If you do need to express your feelings use the “I feel” statements in a clear non- confrontational manner to avoid inflaming a situation.
  • Solutions – is there a happy medium that can satisfy both sides of the conflict.  Does one person “win” this time and concede an issue the next, or is it a situation where you just must agree to disagree?
  • Limits – have the limits of the relationship been reached or breached?  In some situations, there may come a time when the boundaries established have been exceeded and the conflict causes a relationship to “go their separate ways”.  Being able to recognize if a relationship, whether work or personal, is able to overcome a conflict is the key.

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Coping With Stress

Stress is defined as (among others):

  1. Physical, mental, or emotional strain or tension: Worry over his job and his wife’s health put him under a great stress.
  2. A situation, occurrence, or factor causing this: The stress of being trapped in the elevator gave him a pounding headache.
  3. A specific response by the body to a stimulus, as fear or pain, that disturbs or interferes with the normal physiological equilibrium of an organism.

When we as individuals encounter stress under the first and second definition, we almost always see the results in the third definition. There are several methods to cope with stress that we will address.

Alter – one of the most effective ways to cope with stress is to alter the source of the stress. In effect, remove it. This may not be the easiest option, but is THE most effective. For example: your shoes do not fit, causing you stress because you are unable to walk properly. Change your shoes. While this solution is simple it illustrates how you can alter the situation.

  • Express your feelings instead of bottling them up.
  • Be willing to compromise.
  • Be more assertive.
  • Manage your time better.

Avoid – remove yourself from the situation. You know that a particular person “pushes your buttons” so to avoid the stress of the situation, avoid interactions with that person. Many of us have acquaintances or family with whom this may be the biggest source of stress. If at all possible, don’t allow yourself to be caught up in those types of situations.

  • Learn how to say “no” – Know your limits and stick to them.
  • Avoid people who stress you out – Limit the amount of time you spend with the person or end the relationship entirely.
  • Take control of your environment – Traffic gets you tense, see if you can use public transportation, change your work hours or take a longer but less-traveled route.
  • Avoid hot-button topics – Repeatedly arguing about the same subject with the same people, excuse yourself when it’s the topic of discussion.
  • Pare down your to-do list – Distinguish between the “shoulds” and the “musts.”

Accept- just as it says. You have no control over the weather, but if you are flying from one destination to another, the weather may be grounding flights. You need to accept the fact that you cannot go anywhere, SO why let it stress you out. Another example: you must work with someone that just grates on your nerves; accept them for who they are and learn to work with them.

  • Don’t try to control the uncontrollable.
  • Look for the upside.
  • Share your feelings with a friend or a therapist.
  • Learn to forgive.

Building resistance – There are three ways to build resistance – physical, mental or spiritual. In certain situations you will need to do all three to effectively do your job. Example: you feel stress because you were just placed on a new line at work and physically cannot keep up due to your inability to lift 25 pounds. It causes you to worry about whether or not you will be able to keep your job. You can begin a weight lifting regime to increase your strength.

Changing perceptions – a quote I heard was “when I change, others change”. It isn’t so much about the others changing as it is about your perception of others.

Manage expectations – this once is quite simple – if you have no expectations, you have no disappointments. Is what you are expecting of yourself and others realistic? If you are expecting too much of (insert whatever or whoever you want here because it would apply) you will surely be let down. Humans are fallible beings and can only do so much.

Build self-esteem – if you are more confident in yourself, you will be more self-assured. If you help build others confidence, it will go a long way to avoiding a conflict situation.

Navigate change by your reactions – everything about stress can be handled within yourself. It is how you react to the situations that present themselves to you. But you can help control your stress level by taking care of yourself:

  • Get moving – For maximum stress relief, try to get at least 30 minutes of heart pounding activity on most days but activity can be broken up into two or three short segments.
  • Make food choices that keep you going and make you feel good – Eating small but frequent meals throughout the day maintains an even level of blood sugar in your body.
  • Drink alcohol in moderation and avoid nicotine – Alcohol only temporarily reduces anxiety and worry and smoking when you’re feeling stressed and overwhelmed may seem calming, but nicotine is a powerful stimulant, leading to higher levels of anxiety.
  • Get enough sleep – lack of sleep leaves you vulnerable to stress.
  • Reducing stress by prioritizing and organizing.

• Time management tips for reducing job stress

  • Create a balanced schedule.
  • Don’t over-commit yourself.
  • Try to leave earlier in the morning.
  • Plan regular breaks.

• Task management tips for reducing job stress

  • Prioritize tasks.
  • Break projects into small steps.
  • Delegate responsibility.

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Time management

One of the most important might be time management.

Time management is important to business owners to meet deadlines, to plan for the immediate future and to be profitable.

One of the first places to exhibit a proper sense of time management is submitting applications, paperwork and arrival at an interview.  If you have met those deadlines, you have a good start.

525,600 minutes is the time you have in one year – as made famous in the musical “Rent” song Seasons of Love.  How you use the time is up to you.  Managing time is what we will discuss.

What are some of the symptoms of poor time management?

You always feel like you aren’t accomplishing anything, you miss deadlines, you take work home, you spend an overabundance of time socializing at work, interrupting others, or too much time on the telephone.

Do you have a problem saying “NO”?  Do you end up doing others work?

How do you manage time?

Four basic skills you need to manage time well are:

  • Strategize, Organize, Implement, & Monitor

Strategize – try to envision the outcome.  What do you see?  Now, make a plan with the goals and time line to achieve each step.  Determine how to measure how effectively you meet each goal.
Organize – what resources will you need to accomplish your goals or steps, do you need to consider money, time, help from others, equipment, team work
Implement – Who is going to complete each step, do you need interim due dates, and then follow-through to complete each step.
Monitor– how effective are you, do you need to reassess and adjust to meet your time-lines?

Stephen Covey wrote in his 7 Habits of Highly Effective People, that Habit 3 is Personal Management includes knowing how to define what is urgent and essential. The whole concept is to be able to work within quadrant 2 – deciding when you can accomplish something, not feeling like it needed to be done yesterday.  This process comes along with learning to be pro-active rather than reactive.  If you work in a team, who delegates the duties?  If you work independently, who can help you when you are under a bit more time pressure?  How can you work smarter, not harder?  Where do you focus your energy?  What things do you control and what things do you have no control?

Here are nine ways to help you begin to manage your time better and accomplish more:

  1. Plan your activities the day before.
  2. Know the time of day when you accomplish certain types of tasks better – i.e. do you need to be more physically active in the morning vs. the afternoon?  Identify your high energy time of day.
  3. Deal with your toughest tasks during the highest energy time of the day.
  4. Learn and use current technology effectively – work smarter, not harder.
  5. Use an agenda and keep to a time schedule for meetings.
  6. Alert others if you need time “to concentrate” without interruptions.
  7. Segment your schedule – block out a time of the day or week for all your meetings, desk/computer time blocked out, only make phone calls from xx AM to xx AM, or only read your emails 2-3 times a day instead of checking constantly.
  8. Organize your office/work area so that it works best for you
  9. Use a personal organizer – does paper work better for you or do you use a digital calendar/planner

Administration Office

Posted on by kcdee

The Administrative Office is located at:


1 Smoketree Business Park Ste. A
North Aurora, IL 60542

Phone – 630-966-1435
FAX – 630-966-1172

 

The administrative offices are located in the same complex as the Illinois workNet Center in North Aurora.

Staff Contacts

Scott Berger Director 630-208-5351
Renee Thompson KCDEE Administrator 630-208-1486
Renata Robinson Director of Workforce Operations 630-966-1435 x 40078
Deborah Banker Assistant Director of Workforce Operations 630-966-1435 x 40076
Diane Cooper Assistant Director of Workforce Operations 630-966-1435 x 40077
Steve Placek Performance Manager Systems   Administrator 630-966-1435 x 40088
Leonardo Beltran Finance Director 630-208-1644
Kathy Fosser Staff Accountant 630-208-1493
Cordelia Gonzales Accounting Associate 630-208-1825
Mary Yapejian Contract Implementation & Planning Coordinator 630-966-1435 x 40086
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