Group 3 Suggestions: Job Creation & Job Retention

Green Small Business Development Center (GSBDC) Case

Group Members: Alisha Mithal, Lizzie Li, Matthew Bell, Inna Grant, Thomas Stelle, Brett
Levine, Robert Klein

The main objective is to create and retain more job opportunities. We observed the trends
in Year 11 and 12, and how the percentage of jobs created surpassed the target each year (113%
and 109.6%, respectively). To combat this negative trend in job creation, we believe the key is
continuous support of long-term growth for long-term cliente.

One suggestion we discussed is how to go about the distinction between 1099

employment and W2 employment. We want to ensure that our clients are creating full-time
opportunities for employees, rather than contracted labor. We discussed the merits of employees
self reporting their employment status, but we felt that would be timely and unnecessary. Our
goal is to guide our clients to creating full-time opportunities rather than contracted labor. If they
are contracting labor, we discussed consulting them on how to turn these into full-time roles in
the future.

Another opportunity we discussed is implementing a job platform function of our

programming which would help connect potential full-time employees with these early stage
companies. We believe that job postings on mainstream sites such as LinkedIn or Indeed may get
drowned out by larger companies, so our job platform would have a more localized, specialized
approach. This will make more job opportunities accessible to prospective candidates and
cultivate entrepreneurship.

Most importantly, fostering sustainable growth is one of the best ways to both add and
retain jobs. New jobs can only be created with a growth in revenue streams. While taking on
more companies may give a few jobs, nurturing long-term clients, and helping them grow in
revenue and scale creates more jobs and incentivizes current employees to stick around. In order
to foster sustainable growth, we think it would be best for Green Small Business Development
Center to build upon their current and incoming Counseling seminars. Right now, they have
successfully implemented 101 and are now moving to implement 201, which is a bit more
advanced and targeted to those who have already completed 101. However, they can take this
even further and after 201 is completed, break sessions down into Counseling 301 which would
be specifically targeted towards different groups of entrepreneurs. These sessions would be
smaller but would have “themes” based on different start-up ideas, and in this way, they can
bring in entrepreneurs with similar businesses who can talk to each other, learn from each other,
and be able to solve their specific business problems. In this way, these sessions can act as an
incubator and help these companies grow, and as these companies grow, they can retain more
employees as well as add new ones in.