Over the past several years, EDSI has worked with more than 20 transit agencies across the country on workforce development projects and leverages this experience to create successful outcomes for each new engagement.

 

In anticipation of the arrival of 200 new rail vehicles, EDSI conducted job analysis, developed a skill and knowledge assessment and analyzed skill gaps of the commuter rail maintenance workforce. We made recommendations and worked with SEPTA’s technical training department to efficiently address most critical skill gaps for three hundred employees over a two year period.

 

EDSI provided validated job task lists and administered skill surveys in five high priority maintenance groups: Rail Car Mechanics, Rail Car Electricians, Radio Maintainers, Automatic Train Control Technicians, and Power Maintainers.  We analyzed data to identify potential skill gaps and worked with labor-management committees to respond with targeted training.

 

EDSI participates in committees developing and implementing nationwide maintenance training standards for rail vehicle, signals and traction power.  We provide the committees with data analysis and quality control.  We are currently involved in related work exploring the viability of a national rail transit certification through TCRP.

 

EDSI conducted detailed job analyses of more than two dozen job titles, including all hourly rail maintenance employees for UTA’s light rail system.  We developed a skill survey and provided a gap analysis and ongoing data management. Work continued with several labor-management training committees to address findings of the analysis and identify training and mentoring solutions.

Over the past four years, EDSI has worked with Duquesne Power and Light and IBEW local 29 to develop and implement skills assessments, as well as work with their labor-management training committee to develop training curriculum. The initial focus was on fleet maintenance mechanics, the people who maintain the vehicles and heavy equipment used by line workers and substation maintainers. In 2009, body shop mechanics and customer service skills assessments were developed and implemented. To date, over 50 IBEW members have participated in the skills assessment process and received training to upgrade their skills. 

 

Additionally, EDSI provided several train-the-trainer classes to Duquesne Light and IBEW Local 29, which resulted in more than 15 mechanics and trainers receiving training in adult learning styles and curriculum development.

 

EDSI worked with the Keystone Development Partnership (KDP) in Philadelphia on several labor-management workforce assessment and curriculum development initiatives, including:

 

 Developed curriculum outlines and assisted with facilitating internal training capacity

 

 Identified job profiles and existing training opportunities

 

 Submitted training outline options to facilitate internal training delivery

American Water is the largest investor-owned regulated water utility in Pennsylvania and provides high quality, reliable water and/or wastewater services to more than two million people in more than 380 Pennsylvania communities in 36 counties. With a workforce of approximately 1,000 employees, many are represented by UWU local 537. Working with the joint labor-management training committee (LMC) over the past three years, EDSI analyzed five jobs, developed and administered skill assessments to more than 85 mechanics identifying skill gaps to help prioritize training needs. With the skill gaps identified, EDSI worked with the LMC to develop customized training curriculum.

In 2007, EDSI conducted a plant-wide job analysis and skill survey of engineering functions at Harley Davidson’s York, Pennsylvania vehicle manufacturing facility. At the time, new technology was being implemented in the following areas: robotic equipment, programmable logic controller (PLC) electronic control systems, laser cutting equipment and sophisticated chemical equipment for painting and galvanizing motorcycle body parts. EDSI provided Harley Davidson with a report showing current and future skill gaps in the engineering department with a focus on these new technology areas.

 

In a current project, EDSI has been working with the Kraft Foods Chicago Bakery and IUOE Local 399. EDSI developed an Electro-Mechanical Technician Apprenticeship and Training Program. While the focus of this project was to develop a program for Kraft and their union to address future skilled trade needs, the skill assessment and training curriculum will also be used to supplement incumbent worker training. In addition to a task based skill assessment and gap analysis tool, the deliverables for this project included the development of 31 training curriculum modules, training evaluation forms and 43 training guides. EDSI worked closely with the Joint Apprenticeship Training Committee (JATC) on the creation of the training standards and the development of the training deliverables. Four apprentices started the three year program in July 2010.

 

EDSI conducted analyses of manufacturing maintenance functions at several South Central Pennsylvania locations. Through the Skills Balance Sheet process, EDSI provided each company with a detailed look at current skill levels and current and future training needs. The results of the gap analyses have been used to prioritize resources for incumbent worker training.

 

Analysis of electronically controlled packaging and processing equipment and identifying training for employees in this area

 

Analysis of sophisticated chemical processes (melting, casting and extruding aluminum products) and related automated electronic equipment

 

Each company received an individualized report and EDSI produced a combined report offering a detailed view of manufacturing maintenance skills on a region wide basis.

 

As a result of the York, Pennsylvania Pfaltzgraff factory closing, more than 250 people lost their jobs. EDSI was part of a team delivering rapid response services to employees at the factory. Our staff conducted job analyses, skill surveys, and provided job matching and skill gap reports to identify the skills of the workforce and match those skills with jobs available in the community. Working with the York County CareerLink and the Manufacturers’ Association of South Central Pennsylvania, EDSI helped the majority of the workforce transition to new jobs. Some employees retired, some moved to other positions within Pfaltzgraff, but the majority of the workforce found positions with other employers – most with comparable wages and benefits.

 

Handy & Harmon was a specialty manufacturer of metal tube products, a business that has been in slow decline in the United States over the past 10 years. The closure of the plant led to the loss of about 100 hourly and salaried jobs. Under contract from the Montgomery County CareerLink, EDSI conducted job analyses, analyzed the skills of the workforce, produced skill gap reports, and provided job matching and job development services to help place people into new jobs. Because this plant also benefited from Trade Adjustment Assistance (TAA), some of the employees participated in training that EDSI helped to arrange. Other workers either retired, or chose not to work and approximately 60% of the Handy & Harmon workforce, represented by the United Steelworkers, secured new employment.

SPS Technologies specializes in the production of precision machined parts for the aircraft and defense industries. Their growing business created openings for over 150 new employees which were, largely due to the skills necessary, becoming increasingly hard to fill. Working with SPS Technologies, EDSI analyzed the skills necessary to perform the jobs, conducted employee skill surveys and produced job matching and skill gap reports. We then designed an on-the-job training program to allow new hires to progress through a series of increasingly more skilled job assignments.

Since 2004 EDSI has been providing a series of customized Train-the-Trainer courses to both small and large organizations across the country. Our Train-the-Trainer courses are modularized and provide each organization the opportunity to customize a program that best fits their needs. Module topics include:

 

·         Adult Learning

·         Learning Styles

·         Multiple Intelligences

·         Creating a Motivational Learning Environment

·         Instructional Methods

·         Lesson Planning

·         Curriculum Development

·         Presentation Skills

·         Enhancing Presentation Skills through PowerPoint

 

Highgate Hotels took advantage of EDSI’s customizable program for their New York City hotels which was designed to improve the skills of Human Resources Managers and launch an extensive  training initiative geared toward improving their internal training in front office, housekeeping, engineering, and food and beverage departments. 24 Human Resources personnel attended the training and took the knowledge they learned back to their locations to train staff. Hotel brands involved in the training included: 

 

·         Doubletree Metropolitan Hotel

·         Doubletree Times Square Hotel

·         Embassy Suites Hotel New York

·         Hampton Inn Hotel

·         Hilton Garden Inn 35^th Street Hotel

·         Hilton Garden Inn Times Square

·         Hilton Newark Downtown Hotel

·         Hotel 30 30

·         On The Ave Hotel

·         Paramount Hotel

·         Park Central Hotel

·         Radisson Lexington Hotel