Hillsborough-Pinellas IT Workforce Analysis

Growing Tampa Bay Tech

Increased efficiency through technology• Virtualization, downsizing• Cloud Services, outsourcing• Collaborative Software, requiring internal SME

(not IT specialist)

IT Staff Reduction• Experienced IT staff in-market• Retraining to adapt to new business

model

Global IT Trends

• Reaching the Next Level: A Regional Economic Development Strategic Plan for the Charleston Region

Charleston, SC

• Iowa’s Information Technology Strategic Road Map Iowa

• NE Ohio Information Technology Workforce Report Northeast Ohio

• Arizona’s Technology Workforce: Issues, Opportunities and Competitive Pressures Arizona

• The Skills Gap in Central Ohio IT Talent: Assessment, Opportunity and Recommendations

Columbus, Ohio

National Issue

• Taking the Next Steps: Business and Educational Summit Strategic Score CardWorkNet Pinellas

• Five-Year Strategic Plan: STEM Leadership for FloridaSTEMflorida

• 2012 Vision & Strategies, Florida Workforce System Workforce Florida Inc.

• Closing the Talent Gap: A Business Perspective, What Florida Needs from the Talent Supply ChainFlorida Council of 100

• Regional Business Plan for Economic Development in the Tampa Bay RegionTampa Bay Partnership

• Roadmap to Florida’s Future: 2010-2015 Strategic Plan for Economic Development Enterprise Florida Inc.

• Framework for 21st Century LearningPartnership for 21st Century Skills

Regional Validation

Task Force Creation

Scope of Work

One-on-One Interview

s

• Conducted over 60 one-on-one interviews to understand issues and validate survey questions

Workforce Survey

• Distributed an electronic survey to 140 companies, with responses representing 26% of the Hillsborough and Pinellas IT workforce

Focus

Groups

• Hosted seven focus groups targeting students, CEO and CIO-level executives, IT employees, HR professionals and educational institutions

Key Findings

Large companies were satisfied with the graduate population and had

positive relationships with area educational institutions for both interns and full-

time employees.

They feel strongly that the study

recommendations are needed to secure the future talent supply for the replacement

of existing workers.

Key FindingsAn immediate need exists for employees with skills in Java, .Net and Agile development, CRM, ERP, SharePoint and security, as well as experienced cloud computing and sales engineers

Future growth areas include business analytics, big data, desktop support, security, and computer and software engineers

Companies seek individuals with a four-year degree, three to five years of work experience and an ability to be productive from the first day of employment

Business are requiring companies to do more, have multiple skills and engage in lifelong learning

Key Findings

Students have limited knowledge of the local technology job market

Small to mid-size companies that did not have formal new-hire training programs reported challenges finding entry-level candidates with the necessary technical knowledge

Businesses are interested in recruiting military veterans for careers in technology

Students need to have more real-world technical skills when entering the job market

Recommendations

Critical Attention Monitor

Recommendations*Create exploration labs that allow students to practice technical skills

TRAINING

Develop technical training programs to match high demand skills

TRAINING

Expand available internship opportunities INTERNSHIPS

Train businesses on best practices for effective internships

INTERNSHIPS

Utilize technology and social media to connect students with local internship opportunities

INTERNSHIPS

*Year One Implementation

Recommendations*Conduct internship fairs to connect students with employers

INTERNSHIPS

Introduce TBTF chapters at area colleges and universities

MARKETING

Market the area to increase the in-migration of IT talent

MARKETING

Train HR and recruitment reps to sell the unique the assets of the area to external talent

MARKETING

*Year One Implementation

Recommendations*Encourage business professionals to work with educators to define and deliver current technical skills

TRAINING

Expand recruitment of returning Veterans and provide supplemental technical training

TRAINING

Engage local user groups and IT MeetUps RECRUITMENT AND RETENTION

Develop a Talent Satisfaction Index to quantify personal and professional satisfaction related to job retention

RECRUITMENT AND RETENTION

Grow partnerships between businesses and the K-12 school systems

MARKETING

Conduct community challenges (Hack-a-thons, code builds, etc.) to expose IT talent to local companies

MARKETING

*Year One Implementation

RecommendationsEncourage and support talent development and career growth (i.e. mentoring, leadership training, etc.)

RECRUITMENT AND RETENTION

Link students, education and business with a “listening post”

MARKETING

Create event to connect parents, businesses and education

MARKETING

Offer education partners quarterly webinars by business experts on new technology

TRAINING

RecommendationsParticipate in DOE-recognized apprenticeship programs for high demand jobs

TRAINING

Expand the framework for 21st Century2 skills and STEM to increase readiness to work

TRAINING

Increase the capacity of career centers INTERNSHIPS

Motivate students in non-technical degrees to seek a double major/minor in technology

INTERNSHIPS

Modify degree programs to accommodate students with completed (non-technical) degrees and job experience

RECRUITMENT AND RETENTION

Explore healthy collaboration between businesses to foster innovation

RECRUITMENT AND RETENTION