Social capital is one of the greatest predictors of labor market participation and success. A growing body of research points to the pivotal role that social capital plays in connecting individuals to the job market and beyond. 

 

By building a social capital framework, organizations can harness the power of this asset to create the conditions necessary for clients to actively and willfully develop the skills, credentials, and work experiences necessary for long term achievement in the world of work and beyond. 

 

Individuals with high degrees of social capital are usually the first to get hired, enjoy higher pay and greater job satisfaction, and have greater employment longevity. High levels of social capital help employees gain access to a wide variety of individuals and opportunities rich in information that may help them advance on the highway of economic opportunity.

 

Without these connections, many job seekers can't access the hidden labor market and the opportunities it brings. Furthermore, many individuals may lack the social capital to help them counteract negative impressions employers may hold about certain populations. Without opportunities to be represented beyond crime statistics, news reports, and implicit biases, many job seekers are unable to step solidly on the changing labor market landscape. Consequently, this creates a negative feedback loop: the employer disregards minority and low-income populations as unfit for work, and mistrust of the employer prevents many capable low-connected job seekers from applying. 

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The Institute

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The Social Capital Building Institute (SCBI) is a 14-hour course supplemented with a 6-week practicum. It is designed to help organizations build a framework based on social capital principles and best practices aimed at improving the economic mobility and the long-term labor market success of the populations they serve.

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By the conclusion of the 14-Hour Social Capital Building Institute and Six Week Practicum, participants will be able to: 

 

• Define social capital.

• Complete the social capital self-assessment and glean ideas for building a social capital framework within their organizations. 

• Differentiate between bonding, building, and connecting social capital.

• Apply the CARTI Social Capital Development framework to help job seekers build social capital and assist employers in spending it. 

• Apply techniques to teach reciprocity and support its development.

• Utilize the Social Capital Framework to cultivate employee-employer relationships.

• Recognize forms of harmful social capital.

• Utilize compassion building techniques to spur employer and community investment in the development of specific target populations (at-risk youth, minorities, veterans, displaced workers, the homeless, etc.).

• Recognize misunderstandings and negative preconceptions between job seekers and employers and build bridges to enable mutually beneficial relationships. 

• Engage stakeholders in their community to work side-by-side in increasing social capital within their sphere of influence(s). 

• Assist students and families in engaging in a social capital audit before, during, and after the program. 

• Conduct and analyze their organizations' own social capital program assessment.

• Cite current research studies on the effects and effectiveness of social capital on economic outcomes.

• Develop social capital activities to implement within their own organization(s).