Concierge Advisor, Technician -and- Concierge Service

Concierge Advisor, Technician Earn-and-Learn Concierge Service

The Concierge Advisor is the primary relationship manager and single point of contact for an assigned portfolio of employers participating in the Technician Earn-and-Learn Incentive Program. The Advisor helps eligible Jobs Ohio-industry employers understand their options, assess readiness, select an appropriate earn-and-learn pathway, complete the incentive application, connect with qualified providers and resources, launch or expand programs, and progress through incentive milestones.

This is a consultative employer-service position—not a passive referral or institutional recruitment role. The Advisor remains provider-neutral while advocating actively for the employer. When a standard training offering does not meet business needs, the Advisor facilitates and, when appropriate, negotiates discussions involving schedules, delivery formats, locations, cohort size, content, pricing, and implementation timing.

Employer outreach and relationship management

• Conduct coordinated outreach to eligible Jobs Ohio-industry employers through direct contact, employer visits, referrals, chamber and sector events, partner networks, and other approved strategies.
• Maintain continuity as the employer's primary advisor from first conversation through application, implementation, milestones, and follow-up.
• Develop trusted relationships with business owners, executives, HR and talent leaders, operations managers, supervisors, and employees while maintaining current knowledge of each employer's goals, barriers, and status.
• Manage an assigned portfolio and follow through consistently on commitments, deadlines, questions, referrals, and next steps.

Screening and needs assessment

• Screen prospective employers for Jobs Ohio industry and program eligibility and explain available concierge services, incentive structure, milestone requirements, and employer responsibilities.
• Conduct a structured, high-level assessment of technician needs, existing training, HR and supervisory capacity, provider relationships, scheduling, OJT practices, employer-match readiness, available funding, and workforce goals.
• Identify barriers that may prevent an employer from launching or scaling a successful pathway and determine the level and type of assistance required.
• Tailor service to employers with zero experience, informal training, stalled programs, retention challenges, capacity constraints, or multiple sites and providers.

Earn-and-learn advising and solution development

• Help employers compare registered apprenticeship, for-credit associate-degree pathways, and non-credit pathways articulated to college credit without favoring Cincinnati State or any particular model or provider.
• Explain related technical instruction, OJT documentation, articulation, academic progression, employer match, eligible expenditures, and incentive milestones in clear, practical language.
• Consider cooperative education and other work-based learning approaches when they strengthen an eligible pathway and are a good operational and talent-development fit for the employer.
• Develop a practical implementation plan reflecting the employer's occupations, operations, scheduling, internal capacity, desired credentials, provider availability, and workforce objectives.

Resource navigation, warm referrals, and negotiation

• Maintain active working relationships with Apprentice Ohio, workforce boards, Ohio Means Jobs  Centers, Ohio Technical Centers, community colleges, universities, sector partnerships, chambers, and relevant community organizations.
• Make warm, actionable referrals by identifying a named contact, briefing the partner, facilitating a direct introduction or joint meeting, clarifying the requested next step and responsible party, documenting the referral, and following up until the connection is productive.
• Advocate for employer requirements and facilitate negotiations with providers when standard schedules, offerings, formats, locations, or timelines do not fit operational needs.
• Seek mutually workable alternatives and, when necessary, identify another qualified provider rather than asking the employer to accept an…