Document Sample
                                                                                    Workforce Marketing


Workforce Florida, Inc. can play a vital role in Governor Bush‟s call to “transform how state government
works” by designing programs and services that are responsive and relevant to both employers and j ob
seekers. That will require commitment and attention on several vital fronts:

        developing the quality of our product (Florida‟s workforce) through workforce education and training;
        delivering top-notch service (simplifying access to workforce services and responding quickly and
         consistently to customers);
        marketing Florida’s workforce and employment opportunities (building awareness and brand loyalty with
         strong consistent messages that articulate what WFI has to offer and address our customer‟s
         problems); and
        living the message by delivering on the implied promise (customer experience must match the
         message) or credibility and our customer base will quickly erode.

This Plan details marketing opportunities and strategies to promote workforce services to job seekers and
employers, while meeting specific marketing mandates in FS 445. It features two primary sections
presenting strategies for – Marketing Career Opportunities to Job Seekers and Students and Marketing Workforce
Services to Employers – plus a special section devoted to WEB communications, recognizing the fast-growing
influence of this powerful medium.


        Increase interest in career opportunities in Florida among job seekers and students, emphasizing
         demand occupations in fast-growing sectors.

        Increase employer awareness, use and satisfaction with one-stop workforce services.

        Create a strong brand identity and generate traffic for the web-based labor market information and
         job link site Florida is creating.

          Strategies for promoting Florida’s workforce and workforce services and supporting the
          state’s economic development activities

          Aligning Florida‟s workforce development strategies with the needs of current employers – as well
          as industries targeted in the state‟s economic development activities – is a critical element of FS
          445. Employer surveys consistently identify workforce issues (hiring, training and retaining good
          employees) as a top concern for businesses of all sizes.

          Effectively engaging employers will require strong communications initiatives backed up by service
          levels that meet or exceed employer expectations. To some degree, these activities must be
          established at the local level rather than statewide, although support from WFI may be vital to
          addressing these issues in smaller regions.

     A.   Marketing Florida’s workforce and supporting the state’s economic development

          Florida‟s rapidly growing economy makes workforce concerns a top issue for companies
          considering relocation or expansion. Working closely with Enterprise Florida to address those
          concerns is a top priority. The following strategies detail how the WFI message can be promoted
          to businesses outside Florida and incorporated into EFI‟s marketing portfolio.

             1. Brand Workforce Florida at the state level, while preserving and respecting the
                individual brands of workforce boards at the local level. WFI and the AWI should work
                together to establish a consistent identity, message and expectations about the workforce
                programs and services businesses can tap in Florida, and translate that identity into a
                graphic concept and materials that the organization can use to promote Florida‟s
                workforce at the state level. The emphasis would be on promoting the benefits of
                “Workforce Florida” – rather than pushing the identities or logos of the two organizations
                (WFI and AWI).

             2. Develop complementary slip-sheet inserts for EFI’s marketing portfolio to focus on
                key workforce messages.

             3. Develop series of success stories to highlight workforce development strategies in EFI‟s
                advertising, marketing and publicity campaigns. The focus would be on high-tech
                industries where workforce services helped new or expanding companies become
                successful in Florida.

             4. Work with EFI to identify ways to include workforce development strategies,
                particularly success stories, on their new website.

             5. Enhance partnerships with marketing teams at community colleges and regional
                workforce boards to identify and effectively communicate workforce development
                success stories.
        6. Promote ongoing exchange between WF leadership and EDOs, including
           participation in EFI‟s monthly partner calls, and at EFI‟s annual meeting of EDOs and
           regional workforce board executives.

        7. Explore the cost-benefits of partnership funding with EFI on highly targeted
           advertising campaigns promoting workforce issues.

B.   Promoting workforce development services to companies in Florida

     A key tenet of economic development recognizes a significant amount of economic growth comes
     from existing business. That probably carries through for workforce development professionals,
     meaning that employers already operating in Florida are the largest source of new job growth.
     However, if data collected through surveys in Central Florida and Palm Beach County are relevant
     statewide, only a relatively small percentage of employers are aware of workforce development
     services and even fewer use them.

     Engaging employers is a long-term effort that should begin with an audit that identifies which
     companies are most likely to be using workforce development services so that can be compared
     with which companies regional boards most want to serve. Specific communications messages and
     strategies can be developed to address those target audiences and their key concerns.

     Statewide strategies to promote workforce development services to employers could include:

        1. Expand business partnerships by engaging organizations including the Florida Chamber,
           IT Florida and EDOs, as well as key industry and trade associations whose members hire
           large numbers of entry-level workers such as Florida Hotel/Motel Association, Florida
           Restaurant Association, Florida Association of Home Builders, Florida Hospital
           Association, etc.
            Provide information on workforce development initiatives and success stories to help
               populate their internal communications materials
            Develop and promote Internet links that provide their membership with easy access to
               workforce information
            Consider participation in major events and trade shows.

        2.   Develop basic collateral piece targeted to employers that outlines key services available
             through WFI and regional workforce boards. This brochure would be distributed at the
             state level but also would allow regional boards the opportunity to overprint with their
             name and contact information.

        3.   Implement an employer-oriented media relations campaign that focuses on success
             stories at individual companies as well as benefits to all Floridians when workforce goals
             are met. (A separate media relations strategy submitted in October 2000 includes
             comprehensive plans for statewide publicity including editorial board meetings and
             potential op-ed pieces.)

        4.   Ensure that the new WFI website specifically addresses employer concerns and
             includes value-added features that bring employers back. The most highly rated
             business websites provide visitors with more than information on their products – they
             help businesses solve problems. Along with information on available services, the WFI
             website should focus on helping employers recruit, train and retain the workforce they
             need to be competitive in a global economy.

        5.   Consider creation of workforce curriculum to be offered through the Small Business
             Development Centers. The SBDC assists thousands of small businesses with
             information on a wide variety of topics. Developing a 60-to 120-minute curriculum on
             workforce development, including recruiting, training and retaining good workers, may
             provide significant outreach to small businesses who need assistance.

C.   Help regional workforce boards engage employers in workforce development strategies
     and increase employer awareness and utilization of one-stop services

     One-stop delivery systems are designed to be the primary entry into the workforce system for both
     employers and jobseekers. Jobseekers are likely to utilize one-stops because they tend to be
     conveniently located and provide a series of services ranging from employment information to
     cash assistance. On the other hand, employers generally seek out one-stop centers only for
     employment services and locations that are convenient for jobseekers often are not as suitable for

     To serve employers effectively, regional boards must reach out into communities, develop
     networks in key business groups and provide services that meet or exceed expectations. While
     some regions already have created successful employer programs, others may need direction and
     assistance from the state organization. Strategies that help empower regional workforce boards
     may include:

        1. Develop benchmarks for employer services and encourage board members to
           “shop” those services from an employer perspective. Engaging board members – who
           often are business leaders – in benchmarking and improving employer services often
           identifies issues that might be missed if jobseeker services are emphasized.

        2. Create employer-oriented templates that can be customized at the regional level,
           including a basic brochure that details services for employers and local contact information.
           Recommendation is to review and adapt some of the excellent existing employer materials
           already developed by leading regions such as Jacksonville, Palm Beach and Orlando.

        3. Sponsor forums for the exchange of best practices in marketing. At least once a year
           in conjunction with state board meetings or workforce events, AWI could sponsor forums
           bringing regional marketing and business contacts together to discuss and share marketing
           strategies and materials. This could be coordinated with training seminars (see # 5) for
           front-line staff responsible for marketing employer services.

        4. Assist regions with media relations activities, as needed. While larger regions have
           professional communicators on staff, smaller regions may need assistance with publicity.
           This can be provided on an as-needed basis as well as through templates of news releases
           and bylined columns that can be customized for local publications.
5. Ensure that all regions address employer issues on their websites, including online
   job request forms. Links to the WFI site can be emphasized so that applications for
   programs such as IWT and QRT are easily accessible.

6. Evaluate need for business marketing training at regional level and consider adapting
   First Coast‟s “Doing Business with Business” training program for replication in other

7. Revisit marketing toolkit created for WAGES and evaluate the need for a similar
   product that increases focus on workforce development. Also reconsider distribution
   method to ensure that it is used by RWBs.

           Strategies for marketing career opportunities in Florida to jobseekers and students

           A key challenge facing workforce professionals is connecting students and workers to information
           and programs that can lead to high-paying jobs in demand occupations. Entry-level workers and
           employees with minimum skills often aren‟t aware of how significantly their earnings can be
           enhanced through educational programs, such as apprenticeship and certificate programs. Even at
           the post-secondary level, graduation rates in programs that lead to jobs in high-paying information
           technology industries actually declined by 5% nationally, according to Cybereducation, a 1999 report
           of the American Electronics Association. (page 45 of the ITFlorida report).

           Three distinct initiatives will be required to effectively meet the challenge of promoting career
           opportunities in Florida. FS 445 specifically calls for distributing information to high-school and
           post-secondary students about career opportunities and high demand jobs in Florida. The
           legislation also calls for marketing a new Internet job link and labor market information site
           Florida is creating. Those strategies are referenced here, but addressed more fully in a special action plan devoted to
           WEB communications. Finally, steps should be taken to help regional workforce boards increase
           awareness, utilization and effectiveness of the their one-stop delivery systems.

      A.   Promoting career opportunities to students

           FS 445 specifically mandates communications strategies targeted at secondary and post-secondary
           students. The Internet will be a vital part of this strategy and a separate action plan has been
           created to address this medium (see section III).

           Although a series of innovative activities have been developed by regional workforce boards using
           youth council funding, these programs almost always address at-risk students rather than the
           general population. The following strategies outline cost-effective methods for reaching a broader
           population of students.

               1. Develop partnership to utilize Florida Trend’s NEXT magazine, which already is
                  distributed to every freshman and senior in Florida‟s high schools. Several other state
                  agencies, including the Department of Education, Board of Regents and the Division of
                  Community Colleges, already sponsor sections within this magazine and Lynda Keever,
                  Florida Trend’s publisher, is a strong supporter of workforce development in the state. Price
                  will depend upon level of participation, but should be extremely cost-effective when the
                  costs for other means of reaching students are considered.

               2. Develop a special section for students on Florida’s new Internet job matching and
                  career information site, and aggressively market it to schools and guidance counselors.
                  Evaluate opportunities to partner with Florida Trend‟s NEXT magazine for content. (See
                  action plan on Web communications).

               3. Develop and distribute materials focusing on high demand occupations and career
                  tracks targeting guidance counselors rather than students to minimize out-of-pocket costs,
            although news releases should be developed and distributed to campus publications and
            regional workforce boards for local distribution. Steps should include:
             Evaluating the focus, format, and distribution methods of existing materials developed
                by the Florida Dept. of Labor and Dept. of Education, including The Guide to Career
                & Educational Planning. Such broad-based publications should be re-tooled to
                improve readability and emphasize and promote demand occupations and
                opportunities in Florida‟s fast-growing technology sectors. Additionally, a cost-benefit
                analysis should include an evaluation of other methods to get the word out, including a
                partnership with Florida Trend‟s NEXT magazine.
             Establishing a standard design concept for flagship publications and materials marketed
                by the state to schools and students to build recognition and readership.
             Developing strategies to promote the availability of these materials to guidance
                counselors through direct mail, news releases targeted to campus publications and
                major news media, and the web.
             Developing materials and publicity promoting targeted initiatives such Careers for
                Florida‟s Future, if this legislative initiative moves forward.

        4. Promote Florida’s Training & Education Network (formerly the Consumer
           Information Service) to students and counselors. While other strategies and materials focus
           on students likely to complete two or more years of post-secondary education, FTEN
           provides information on high-demand jobs that typically require two years or less of post-
           secondary education. The network can be promoted through news releases written for
           school publications and through information targeted at high school guidance counselors.
           News release templates also should be provided to regional boards and approved training
           providers to be customized and distributed locally.

B.   Promoting Workforce opportunities to individuals outside Florida

     FS 455 also requires educating individuals outside Florida about employment conditions and
     opportunities in the State – and clearly, the most cost-effective method for accomplishing this is
     via the Internet. In addition to marketing the new web site Florida is creating outside our borders,
     Florida also has a unique opportunity to engage visitors who are already here on vacation. And to
     a large extent, a marketing campaign can be created in partnership with other organizations for a
     minimum cost to Workforce Florida.

        1. Identify the web sites that generate the heaviest traffic by non-residents, including
           Visit Florida and the Florida Chamber.

        2. Develop a Work in FLA icon that parallels the state’s FLAUSA campaign brand,
           and create partnerships with Visit Florida and other organizations to prominently feature
           the click-thru logo on their websites and include it in partnership publications. The logo
           would simply be an electronic gateway to an enhanced jobseeker page on
  that includes more general information on living and working
           in Florida until Sunshine Job Links is up. Since workforce issues are a top priority for
           private members in Visit Florida, Enterprise Florida and local EDOs, it should be relatively
           easy to create partnerships with those organizations and their members to utilize the web
           logo and explore partnerships for getting the brand out in other innovative ways, including
            partnership advertising, in-room hotel publications and at major conventions through
            Convention & Visitors Bureaus

        3. Develop a media plan to publicize Florida‟s career opportunities and thriving
           employment climate in selected national newspapers, with a key aim of driving individuals
           to Florida‟s new internet job portal.

        4. Consider opportunities to target students on spring break in Florida. Top American
           firms competing for the best high-tech talent from the nation‟s colleges and universities are
           tapping into an innovative recruiting event held at spring break meccas in Florida and
           Texas, providing them with instant access to thousands of job prospects in a casual setting.
           Most spring breakers are in college (in states where Florida taxpayers aren‟t subsidizing
           their education) and beginning to think seriously about their careers. The Spring Break
           Career Expo, held in Panama City each spring, may be the perfect time to siphon off
           students in key occupations by promoting Florida‟s new internet job portal and hot career

        5. Develop a media plan to publicize Florida‟s career opportunities and thriving
           employment climate in selected national newspapers, with a key aim of driving individuals
           to Florida‟s new internet job portal.

C.   Increase awareness and utilization of one-stop services by job seekers, while enhancing
     the effectiveness of the one-stop delivery system.

     Regional workforce boards serve a diverse base of job seekers through their one-stop delivery
     systems, mandated by state and federal legislation to be the primary entry point for job seekers.
     Along with individuals entering the workforce for the first time, unemployed workers and workers
     seeking to upgrade their skills, one-stops also serve special populations such as welfare recipients,
     handicapped and disabled individuals and other people who typically require more intensive

     Serving these diverse constituencies is both a challenge and an opportunity. Regional boards must
     develop flexible customer service plans that simplify access to the system and „meet people where
     they are‟ by offering multiple ways to access service and information. Basic customer research on
     the front end will help tailor those strategies most effectively.

        1. Evaluate customer mix and customer satisfaction to target services and
           communications strategies most effectively.
           Profile the current customer base using a representative sampling of workforce regions to
           determine who we‟re serving now and how satisfied they are. Customer satisfaction is
           being tracked by Brandt Information Services as required by state and federal law. A review
           of these findings along with a demographic profile of customers currently utilizing one-
           stop services will be vital to evaluating services to those groups, as well as evaluating
           strategies for the future, i.e., what groups we serve now vs. what groups we want to be
           serving and how we can reposition services to target special audiences if necessary.
2. Assess current messages and marketing materials being used by workforce boards
   and their competitors.
   A preliminary scan of workforce regions indicates that some boards have invested in highly
   effective communications materials, while others rely upon photocopied or outdated
   documents that aren‟t always written for customers. This scan should be completed to
   inventory what has been developed and what is working most effectively.

3. Develop templates for marketing materials that regions can customize.
   Creating a few basic templates for marketing materials at the state level for local regions to
   access and customize – and making them available as downloadable resources on the WEB
   -- is far more cost-effective than each region developing materials on their own. While a
   number of larger regions already have their own marketing materials, many regions lack the
   in-house professional staff to direct these efforts on their own, relying instead on whatever
   is available (regardless of quality) – or doing without communications materials. The scope
   of this project is still to be determined, but could include:
    A basic brochure – Your Next Job is Our Whole Job -- promoting one-stop services to job
        seekers, based on a highly effective piece developed for the Central Florida region.
    Information on apprenticeship and certificate programs targeted at unemployed and
        underemployed adults, funded in partnership with trade groups.
    Marketing materials on Careers for Florida‟s Future also should be developed and
        distributed through one-stops as well as schools if this initiative moves forward.

4. Develop online portal for Florida job seekers.
   FS445 calls for the development of Sunshine Jobs Link, a job matching and labor market
   information site that links employers and job seekers. Now under development, the site is
   a part of a broader state technology strategy to provide universal services online. As an
   interim step that also will help generate content for the new site, WFI should continue to
   enhance the job seekers section of so it becomes a top portal
   for jobseekers in Florida. (see Section III for specific Web marketing recommendations, including
   strategies for marketing Sunshine Jobs Link)

5. Increase the effectiveness of one-stop service centers.
   Marketing and communications efforts will have limited impact without related efforts to
   enhance the effectiveness of one-stop centers that serve workforce clients. Several
   excellent resources are available to help regions in this critical area, including Excellence in
   One-Stops Guidebook (published by the Workforce Excellence Network) and Promising
   Practices in Placement Systems (by Workforce 2020).
    Resources such as these should be tapped to develop a comprehensive checklist of
       one-stop services and marketing strategies.
    Local staff and board members should be encouraged to “shop” using a checklist; state
       staff could use the checklist as a tool in evaluating one-stop service centers.
    A physical or virtual design model of an ideal one-stop that addresses physical set-up,
       traffic flow and even signage and marketing also is suggested as a practical and
       powerful tool that could bring the one-stop vision to life – and provide regions with
       concrete ideas on how to design or redesign their centers.

6. Provide assistance to regional workforce boards to enhance their marketing efforts.
                    Build an online resource bank for marketing and communications staff within the
                    Workforce Professionals & Partners section of the WFI site so regions can easily access
                    materials and resources online. This would include template materials, “best practices”
                    from around the state and sample news releases that regions can customize.

                7. Sponsor forums for the exchange of best practices in marketing at least once a year in
                   conjunction with already established state board meetings or events.


            Strategies for promoting workforce services on the web, and generating traffic for the new
            job matching and labor market information site Florida is creating.

            FS 445 calls for the creation of an Internet site promoting career opportunities in Florida,
            recognizing that the Internet is rapidly becoming an important method of communication among
            businesses and job seekers. Research indicates that 80 percent of recent college graduates will use
            the Internet to search for career information and the top 10 job search sites (see list created in WFI
            web audit) receive nearly 17 million hits per month.

            Effectively using the Internet can enhance services provided in one-stops, as seen in several
            regions which now feature electronic job searches as part of their local web page. Putting business
            services online, including online job submission forms and electronic applications for programs
            like IWT and QRT, is more convenient and cost-effective for both businesses and local providers.
            The web also can play a key role in reaching students and out-of-state jobseekers mandated in FS

       A.   Site Considerations

            A series of marketing issues must be considered as the site is designed and built to make it as
            effective as possible. One key concern is the name of the site. In “Internet time,” extra keystrokes
            are frowned upon and Sunshine Jobs Link is a lot of letters. Even so, the name does not convey
            the true value of the site.

            Another option (available as of 10/17/00) is It‟s shorter, more clearly conveys the
            intent of the site, ties in with Visit Florida‟s national and international advertising campaign, and
            carries a strong marketing message for both employers and employees. Other options include
            workinfla, but FLAjobs and workFLA are both taken.

            A second consideration is how the site will function, particularly in light of the dozen or so job
            search sites already operated by the for-profit sector in Florida, as well as numerous sites operated
            by regional boards and other state agencies. To ensure that funds invested in the site provide
            significant returns for Florida businesses and job seekers, it will be critical to provide customers
            with value-added services that are not currently available on other Internet sites.

            One alternative to addressing this concern is building a “metasearch” job site, such as
   on a national basis or, a new site created
            for Region 12. Instead of just listing jobs, these sites function more like search engines and provide
     visitors with a series of links to other sites and/or newspaper classified ads. This type of site offers
     a win/win alternative for everyone involved: job seekers can search one site instead of dozens for
     job information, and private job search sites gain another audience, along with the employers who
     advertise on them.

     (For additional information on website considerations, including a comprehensive review of
     competing sites in other states, see the web scan completed by WFI‟s communications team earlier
     this year.)

B.   Branding The Site

     Even the most comprehensive job listing service, in and of itself, will not serve as an effective
     communications tool for job seekers, if national trends hold true in Florida. As noted in the WFI
     web audit. America‟s Job Link is clearly the largest listing of employment opportunities, with
     approximately 2.3 million jobs, but it doesn‟t appear on a “top 10” list of job search sites. The
     largest site is (which feeds AOL), with about 441,000 jobs and nearly 4.5 million hits.
     Although we don‟t know how many visitors AJB received, the smallest site on the top-10 list
     received about 500,000 hits during the same period.

     It‟s clear that communications initiatives that “brand” the site by building a strong, consistent
     message – followed by a product that meets or exceeds expectations created by the
     communications campaign – will be critical to long-term success. The following initiatives will help
     build traffic to the new site and reinforce a consistent theme that Florida offers significant career

         1. Search engines are still the primary way people find sites on the Internet, so the site should
            be designed with search engine technology in mind. Metatags are vital, and content should
            be searchable by “spiders” rather than created graphically. Information should be
            submitted to key search engines individually to ensure that it is in the format they prefer,
            rather than using a program that submits information to all sites simultaneously. If
            possible, long-term sites, i.e., WAGES,, etc. should automatically link to
            the new site because it often takes months for search engines to register new sites.

         2. The second most effective marketing tool is links from other sites, and our partnerships
            with key business organizations, EDOs, state and local chambers of commerce and other
            tourism-oriented groups will be critical in this initiative. As noted previously, a series of
            attractive “click-through” logos that focus on “Work in Florida” as well as different themes
            for other key audiences can be created and posted on those sites.

         3. “Viral marketing” – or old-fashioned word-of-mouth referrals – is the third-ranked tool in
            building website traffic. Along with providing a strong product, we can boost referrals
            through tools such as “email this page to a friend” links on job listings and daily or weekly
            updates on job listings. For instance, has a very successful email program that
            lets visitors know when any jobs that meet criteria they identify are posted. Opt-in niche
            groups and regular newsletters also help increase viral marketing activities.

         4. Judiciously purchased banner advertising also should be an effective marketing tool for this
            new website. Recent market trends have made banner advertising much less expensive and
            it can be purchased either as traditional advertising based on total impressions or on a
            “click-through” cost that is charged only when a visitor actually clicks through to the WFI
            site. Space purchases, however, should be limited to deepest winter months, when target
            audiences are more likely to be online – and more likely to consider a move to sunny
            Florida. We can identify key job search sites by largest number of hits and/or specific
            industries such as high-tech, healthcare, hospitality, etc. and develop a specific marketing
            plan once a budget has been established.

        5. Ongoing publicity on the site, including a major announcement of its completion, regular
           updates on services available and ongoing promotion in other news releases, also is

C.   Marketing Action Plans

     The following strategies focus on key audiences for WFI‟s new Internet site, although we
     recommend that the interim site be updated on a regular basis until the new site is completed.

        1. Internet Strategies Targeting Job Seekers. FS 445 specifically identifies jobseekers both
           in and out of state as target audiences for the new website. Following are specific activities
           to address that audience.
            Banner advertising detailed in the branding section will primarily be focused on job
            Building upon partnerships with Visit Florida and its members also should allow us to
               place click-through logos on their Internet sites. That would mean a snow-bound
               Wisconsin resident who lands on Visit Florida‟s site (or one of its members) could click
               on a “Work in Florida” logo and arrive at a web page that focuses on career
               opportunities here. A separate logo and domain address asking visitors already in
               Florida (presumably those with higher incomes) “why-go-home” would link to the
               same site.
            We also must develop stronger links between WFI and EFI, which owns the state‟s
               premier business site. While workforce issues are addressed as a resource, a separate
               link for visitors who may be searching for jobs not sites for business expansion should
               be highly visible. Other EDO sites, as well as local chambers of commerce, also should
               be encouraged to post the click-through link on their sites.

        2. Internet Strategies Targeting Students. Another key audience identified in FS 445 is
           students. With an increased focus on the Internet in almost every classroom, using this
           medium to target students is a natural.
            A top priority should be building a partnership with Florida Trend to create links from
               their NEXT site.
            The new FTEN site (formerly CIS) is an outstanding link for students in secondary
               schools. Many high schools have built or are building websites of their own, and this
               should be a prominent link from those sites. Other DLES information, including the
               number of projected job openings in specific industries (perhaps broken down by
               education required) also could be repackaged for this audience to make it easier to
       A separate page, including application forms, should be created for students interested
        in Careers for Florida‟s Future. This site also could include information on number of
        job openings and average starting salaries for graduates compiled from DLES data.

3. Internet strategies targeting business. The Internet may be the single most cost-
   effective way of reaching businesses, particularly small businesses who desperately need
   workforce and HR services but don‟t have time to visit one-stops or get involved in local
   business organizations. It will be critical that the new web site features online services that
   are particularly important to small businesses.
    Explore co-branding possibilities with Florida Trend magazine, including possibility of
       creating “Small Business Advisor” online written by Florida Trend’s Barbara Miracle as
       well as other sponsorship opportunities.
    Work with business partners to develop links from their sites for members who need
       assistance with recruiting and retaining employees.
    Ensure that all appropriate applications, forms and incentives are easily available,
       including on-line job request forms.
    Create opt-in mailing list targeted to businesses that encourages peer-to-peer
       information-sharing strategies. The long-term goal could be documenting business
       interest in workforce issues as part of our effort to develop a workforce publication
       with Florida Trend.