overview: workforce alignment
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Overview: Workforce Alignment. Senate Higher Education and Workforce Development. March 13 , 2013. CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of McKinsey & Company or the Itasca Project is strictly prohibited. Implementation teams. - PowerPoint PPT PresentationTRANSCRIPT
CONFIDENTIAL AND PROPRIETARYAny use of this material without specific permission of McKinsey & Company or the Itasca Project is strictly prohibited
Overview: Workforce Alignment
Senate Higher Education and Workforce DevelopmentMarch 13, 2013
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Steering committeeSCTask force developed priorities
TF
Higher education has been a focus of Itasca’s work since late 2011
Task force gathered facts
TF
Implementationteams
• Taskforce launched October 2011
• Focused on understanding and scoping issue in first ~3 months
• Taskforce developed priorities
• Consulted with Advisory Group of ~40 stakeholders statewide to refine and vet priorities
• Implementation teams launched against 3 priorities
• Taskforce converted to a steering committee to provide guidance to implementation teams
Report “Higher Education
Partnerships for Prosperity” issued
July 2012
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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Minnesota can be a globally competitive center of talent and innovation if business and higher education unite around four strategic priorities
Align academic offerings with workforce needs
Foster an ecosystem of research and innovation
Business communicates workforce needs to higher education, and the two work hand-in-hand to see that occupational and foundational skills students gain through programs rangingfrom certificates to graduate / professional degrees prepare them not only for a good and fulfilling careerhat meet the states future workforce needs
Research, innovation and graduate / professional education foster economicdevelopment, create new knowledge and enhance learning; institutions partner with business to pursue common lines of inquiry, translate research, disseminate cutting-edge knowledge, and solve real-world problems
Outputs from state higher education will increase in value and relevance to Minnesota’s economy
Inputs to state higher education will be used with greater efficacy and efficiency
Form new collaborations across higher ed. to optimize system-wide intellectual assets and efficiency
Graduate more students, and demonstrate their capabilities
Higher education strengthens Minnesota’s world-class position in core industries by leveraging unique program strengths across institutions to create
a sum greater than its parts, and by pursuing system-wide operational efficiencies that
help moderate costs born by students and increase return on investments
Institutions of higher education have higher student persistence and completion
rates, and provide objective measures of learning outcomes to better ensure graduates’
development of capabilities and communicate these to potential employers
Minnesota will drive long-term economic prosperity with a higher education ecosystem that brings educators and employers together to create world-class clusters of talent and innovation
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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Align academic offerings with workforce needs
Strategy: Workforce Alignment
PRELIMINARY
Over the past 18 months, this taskforce has worked with employers, students, career centers and higher ed institutions across the state to identify tools / information sources that could facilitate engagement and collaboration to meet future workforce needs. These tools are being piloted around the state, with findings expected mid-summer.
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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The Workforce Alignment Team is made of leaders from the employer, higher education, foundation, government, & nonprofit sectors
Name OrganizationRole
Steve Rosenstone Chancellor Minnesota State Colleges and UniversitiesScott Peterson Exec. VP & Chief HR Officer Schwan’s
Mary Nichols Dean, College of Continuing Ed University of Minnesota
Michelle Chevalier Director Graduate Business Career Center University of Minnesota
Paul Pribbenow President Augsburg College
Jeanne Herrmann COO Globe University
Judy Werthauser VP, Human Resources Target
Susan Bies Vice President, Human Resources Cargill
Ann Gibson VP, Federal Relations and Workforce Minnesota Hospital Association
Collin Barr President Ryan Companies
Traci Tapani Co-President Wyoming Machine
Kathy Gaalswyk President Initiative FoundationFrank Forsberg VP, Community Impact Greater Twin Cities United WayAndrea Ferstan Director of Income Strategies Greater Twin Cities United Way
Kathy Schmidlkofer Chief Operating Officer Greater MSP
Bill Blazar Sr. VP, Business Development & Public Affairs Minnesota Chamber of Commerce
Amy Walstien Director, Education & Workforce Development Policy Minnesota Chamber of Commerce
Robin Sternberg Director, Job Creation Initiative DEED
Cynthia Bauerly Deputy of Workforce Development DEED
Deb Serum Supervisor, Analysis & Evaluation Office DEED
Kevin Wald CEO SpecSys
Inez Wildwood Chair Governor’s WDC
Mary Rothchild Director for Strategic Partnerships & Workforce Development Minnesota State Colleges and Universities
Deb Belfry Career Development Director Bloomington Public Schools
Lynn Plaschko HR Director, HR Solutions Development and Shared Services General MillsCoralea Cline VP, Human Resources Pentair
Business
Education
Chairs
Govern-ment & Community
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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Higher Education, career counseling and
workforce training
GOAL: Workforce demand = workforce supply
The Workforce Alignment effort is focused on ensuring we have the right number of graduates and job seekers with the right capabilities needed to meet Minnesota’s future workforce needs
Students & job seekers
Employers
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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Progress to date has been informed and shaped by leaders from the employer, higher education, foundation, government, & nonprofit sectors
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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600+ stakeholders provided valuable insights about challenges employers, academic leaders and career counselors face in addressing workforce alignment
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
NOT EXHAUSTIVE
Academic leaders…
“We are extremely focused on understanding &
meeting the needs of employers, but we need
real time data and better employer engagement to
make that happen”
“We truly value our employer program advisory meetings, but we need to find a way to make them more engaging
and data driven so the conversation isn’t always
focused on the loudest voice in the room”
“We need employer feedback to make sure we
are teaching the right content, but it is incredibly
difficult to get the right people in the room to make
that happen”
Career counselors…
“Working through career counselors and academic
advisors is a great way to help a large # of students & job
seekers know what skills & jobs are in demand”
“Knowing the top employers and skills in
each industry and occupation in real time
will make a HUGE difference”
“Accessing real time data will help, but our counselors are completely under-resourced and spend most of their time dealing with non-counseling
activities”
Employers…
“I’m tired of being asked about my needs – I want to see things
CHANGE.”
“Some schools use advisory meetings more
to brag and network than to really seek guidance. I think we need more data and less opinions in the
room”
“I don’t have as much trouble finding fresh college grads – I need help finding
people with specific experience or technical
skills”
“I need help finding which schools have the
candidates I need”
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We used stakeholder feedback to define success for Workforce Alignment in the state of Minnesota
From… To…
▪ Shortened hiring times – more students and job-seekers informed regarding job demand on educational paths to fill in demand jobs
▪ Not enough candidates – long times to fill open positions
▪ Candidates with missing skills – difficulty finding candidates with the right skills or experiences to meet changing employer needs
▪ Candidates possess the needed foundational and technical skills – leading to enhanced business and community growth driven by talent advantage
▪ Unclear where to turn for help – difficulty identifying academic institutions that can serve as partners to meet talent needs
▪ Efficient and strategic coordination between academic institutions, candidates and employers – easy for employers to partner and connect with relevant institutions
▪ Appearance of lack of responsiveness – limited visibility of actions taken by academic institutions based on employer feedback
▪ Collaborative partnerships between employers and higher ed – fact-based decision making focused on faster response time to labor market changes
Goal: We have the right number of graduates and job seekers with the right capabilities needed to meet Minnesota’s future workforce needs
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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To address this opportunity, the Workforce Alignment team is piloting tools to bring information and enablers to improve decision making and transparency between stakeholders
Goal:▪ We have the right number of graduates and job seekers with the right capabilities
needed to meet Minnesota’s future workforce needs
Information Tools Enablers
Higher Education, career counseling and
workforce training
Students & job seekers Employers
Better decisions
Better decisions
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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A set of pilots are testing the impact of new data tools and employer engagement approaches
Pilots are testing…
… impact of new data tools and approaches on new program decisions
… impact of real time job data & “cloud-based” employer feedback tools on curriculum alignment decisions
… impact of real time job data and career/ed data on student & job seeker decisions
… impact of new data tools and engagement approaches on employer advisory boards and decisions
IT programs planning at RCTC
Operations management degree at the University of MN
Post-secondary advisory with area high schools with the NE Career Edventure program
Shaping a new advisory board at Augsburg College
ExamplePilot
Academic planning process pilot
Curriculum alignment process pilot
Career planning process pilot
Employer advisory process pilot
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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The pilots involve hundreds of academic, employer and career counseling stakeholders across the state
Anoka
HennepinRamsey
Wash-ington
DakotaScott
MnSCU collegesWorkforce Centers
MnSCU universitiesUniversity of Minnesota
Private, includes for-profit`
• 20+ Higher Education institutions:– University of Minnesota– 16 MnSCU colleges– 3 MnSCU universities– Augsburg College– Globe/ MN School of Business
• 5 Workforce Centers including adults and youths/ high schools
• Employer Advisory Boards for the following programs:– Strommen Center for Meaningful
Work– First line supervisors of production
workers– Mobile application development– Business Analyst– Operations Management– Automotive technician– Numerous manufacturing programs
(CNC, welding, mechatronics, others)– Health informatics– Many other advisory boards at pilot
schools!Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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Next steps for our team
Learn from the pilots
Identify which tools and processes have the greatest impact on improving information, engagement and decisions
Identify barriers to change, key enablers for success and capture case studies to build momentum
Codify and share pilot results in Q2:2014
Make the effort sustainable
Develop approach to ensure ongoing employer – higher ed engagement
Scale most effective tools & approaches
Transition work to long-term owner to ensure momentum and sustainability
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution