workforce development continuum assessing charlotte’s workforce needs in the year 2000
DESCRIPTION
Workforce Development Continuum Assessing Charlotte’s Workforce Needs in the Year 2000. Workforce Continuum Committee. Jane Cooper, Chair Elaine Lyerly, Marketing Becky Paneitz, Service Delivery Rick Vignos, Research Kit Cramer, Staff. The Survey of the Workforce. - PowerPoint PPT PresentationTRANSCRIPT
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Workforce Development ContinuumAssessing Charlotte’s Workforce Needs in the Year 2000
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Workforce Continuum Committee
• Jane Cooper, Chair• Elaine Lyerly, Marketing• Becky Paneitz, Service Delivery• Rick Vignos, Research• Kit Cramer, Staff
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The Survey of the Workforce
• In August 2000 a Survey of the Workforce was developed:– Focus groups were held– The 1996 survey was reviewed and
major revisions were made– New questions were developed
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Advantage Carolina Data
• Method– 1,000 paper copies were mailed to
businesses– the URL was emailed to 3,000 businesses
to complete the survey on-line– follow-up postcards were mailed to 10,000
businesses– 333 completed surveys were returned
(138 paper copies, 195 via online data base)
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Size of Businesses Responding
40.4%
14.3%45.3%
<100 employees 100-499 employees>500 employees
Respondents came from a wide variety of zip codes and businesses
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Employers were asked to identify the need for workers
by type
– Low-skilled such as laborers and dishwashers– Skilled such as secretaries, computer
technicians– Professional such as managers and nurses
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Availability of and Need for Workers by Type
Somewhat to Some need to
Type Very Available Great Need
Low Skilled 69.8% 45.7%
Skilled 64.3% 86.1%
Professional 64.5% 76.5%
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Summary: Change in Need
• In 1996, the need was for:– low-skilled workers (1st)– professional workers (2nd)– skilled workers (last)
• Today, the need is for:– skilled workers (1st)– professional workers (2nd)– low-skilled (last)
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Educational Needs• Employers were asked
– “thinking about employees your firm is likely to hire locally within the next five years, please indicate the highest completed education level future new hires will need to have.”
– high school degree or less• certificate or diploma• 2-year degree• 4-year degree• post-baccalaureate degree
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Educational Requirements of Current and Future
Workforce 41-100%
41-100% of of futureworkforce workforce
Education Level today has: will need:
Less than HS degree 10.6% 7.2%HS degree only 49.3% 48.7%Certificate or diploma 14.7% 26.3%2-year degree 14.8% 24.1%4 year degree 43.1% 49.5%Post-bac. degree 14.2% 17.2%
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Summary: Change in Education
• Employers feel the need for education is increasing:– Fewer employees with HS degrees only
(or less) will be needed in the future– More employees with certificates,
diplomas, 2-year, 4-year and post baccalaureate degrees will be needed
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Changes from 1996
• The 1996 survey indicated that 47.6% of employers indicated that their employees needed a high school degree
• Four year degrees were needed by 15.9% of employers
• Community college degrees were needed by 10.7% of employers
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Hiring Decisions
• Employers were asked to indicate how important the following areas were when making hiring decisions.
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Attitude and demeanor 100%Communication skills 98.4% Previous work experience 98.1%Appearance/dress/grooming 97.2%Demonstrated skills 92.2%Longevity with previous employer 89.1%Years of schooling completed 87.5%
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Recommendations from previous employers 86.9% Professional/technical certifications 79.9%Entry-level wage expectations 79.9%Recommendations from other employees 75%Scores on tests from interview 62.8%Grades earned in school 53.6%Military experience 21.9%
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Summary: What Influences the Hiring
Decision• Soft skills!– Attitude, demeanor and
communication skills were at the top of the list
– Right behind that was demonstrated skills and previous work experience
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Perceptions of Change in the Skill Level of the Workforce Over the Past Ten Years
lower same higherlow-skilled workers 40% 52.4% 7.7%skilled workers 15.9% 27.9% 56.2%professional workers 11.6% 31.7% 56.7%recent HS graduates 38% 41.2% 20.8%
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Perceptions of Change in the Work Ethic of the Workforce Over the Past Ten Years
lower same higher
low-skilled workers 60.3% 26.1% 3.5%Skilled workers 49.4% 38.4% 12.2%Professional workers 27.8% 50% 22.2%Recent HS graduates 68.1% 26.4% 5.5%
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Summary
• Skill levels are increasingamong skilled and professional workers
• Work ethic is decreasing
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Addressing the Major Issues Confronting
Employers
• Hiring and Retaining Qualified Staff• Hiring Practices in a Competitive Labor
Market• Competition in the Labor Force• Issues of Training
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Obstacles to Recruiting and Retaining Qualified Employees
competitive wages from other companies 84.4%
entry wage expectations 73.5%commuting time and distance 58.9%lack of affordable child care 46.6%lack of transportation 37.4%lack of affordable housing 32.7%
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Summary: Major Issues in Hiring
• Competition from other companies was the highest ranked factor -- companies are hiring employees right out from under businesses with competitive wages and benefits
• Expectations - employees expect too much for entry level jobs -- they want to be rewarded with wages and benefits even if they bring nothing to the table
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Most Common Hiring Practices Used in a
Competitive Labor Market
• casual dress codes 73.4%• recognition programs 69.4%• tuition reimbursement 66.7%• free parking 61.4%• vacation packages 54.7%• flextime 51.7%
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Considering the competitive local labor market, to what extent is your
company doing the following?
• doing more training once employees are hired 91.9%
• using creative hiring practices 81.7%• leaving jobs unfilled 59.6%• advertising in different regions of
the country 56.4%• hiring lower skilled employees 48.1%• hiring ESL employees 44.9%• using co-op and internship students40.5%
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Perceived Factors Impacting the Training Needs of the Local Workforce
• competition with other companies 85.4%• technology specific to the industry 78.7%• technology changes 76.6%• growth in the knowledge base in the field 73.4%• low skills of new hires 70.6%• low skills of current workforce64.8%• organizational structure/process change 64.7%• required continuing education 51.9%• cultural diversity of the workforce 45.0%• non-English speaking employees 34.8%
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Summary: Contributions to Training Needs
• Remaining up-to-date to compete• Workforce issues are rapidly
changing:– technology – knowledge base in field is increasing– technologies specific to industries are
increasing
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More than 50% of Employers Perceived the Following List of Subjects to be Training Needs of Their Current Workforce
Training Needs
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Soft Skillsteamwork ability communicationinterpersonal skills self-initiativeprofessionalism perseverancepunctuality listeningattitude toward supervisors physical appearance
Basic Job Skillslearning new skills problem-solvingreading phone skillswriting basic arithmetic speaking/communication
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Management Skillsusing time, money, materials, space
and staff wisely decision-making leadership ability
Technical Skillsacquiring/using information performing technical tasksunderstanding graphs/charts computer literacy
Diversity Skillsworking with diverse culturesEnglish language skills
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Employers Considered the Need for Training in the Following Areas Would Significantly Increase Over the Next Five Years
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acquiring/using information learning new skills
problem-solving readingattitude toward supervisors decision-
makingperforming technical tasks computer
literacyworking with diverse cultures physical
appearanceunderstanding graphs/charts basic
arithmetic English language skills
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Top Computer Skills Needed by Employees
Percent indicating some need to great
need….
• e-mail 84.2%• data base management 83.3%• spreadsheets 78.9%• word processing 75.9%• data entry 72.6%• desktop publishing 53%
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Greatest Computer Skills Training Need
• Email– aging workforce– training not only on email use but
on etiquette and ethics– spelling, grammar and language
skills– truckers, machinists and plant
workers now need to know email for communication
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Will your firm do training in the next few years?
7.5%
92.5%
% yes% no
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Employers were asked….
• If you said “yes”….. to what extent do you anticipate your company using the following sources for training?
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Sources of Training Employers Will Use
in-house training 98.7%private consulting firms
58.7%two-year colleges 39.7%four-year colleges/universities
35.2%government resources 24.5%union resources 3%
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Methods Employers Plan to Use
on-site training 94.5%workshops, seminars or conferences 87.5%one-on-one training 87.3%traditional class room 82.2%off-site training 71.1%outside experts 65.8%self-paced tutorials 58.6%internet or on-line training
58.1%distance education
30.6%
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Summary: Training Methods
• Businesses are still most interested in:– on-site, one-on-one training– or -- on-site traditional classroom style
training– sending people to seminars and conferences
• They seem less interested in:– on-line training– distance education– self-paced training
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Open-ended Questions
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Employers were asked to list...
• the jobs that their company is having difficulty filling locally.
• the technical/job specific skills/needs their company is having difficulty recruiting.
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Technical/Job Specific Skills Needed(top 20)Computer Mechanical
Customer service Data entry Communication EngineeringMachine operation WeldersSales Electrical Cashiering Web designTelephone FilingAutoCAD CarpentryManagerial/organizational Maintenance/electrical & mechanical Accounting/bookkeepingDatabase management/design
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Difficult Jobs to Fill Locally (top 20)
Customer Service RepresentativesSales (associates/managers)Administrative AssistantsClerical WorkersProject ManagersEngineersNurses (LPN&RN)Warehouse EmployeesWelders (qualified)IT Professionals
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Difficult Jobs to Fill Locally (top 20)
Machine OperatorsMaintenance/Technical WorkersProduction ManagersReceptionistsSupervisors/managersAccountantsMarketingService TechniciansMachinistsSystems Analyst
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The Cluster Groups
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Six Identified Cluster Groups
Cluster # respondents• High Growth Manufacturing 77• Financial Services41• Travel & Entertainment Services 39
• Professional Services 38• Innovative Technology 21• Transportation 17
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Need Versus Availability of Low Skilled Workers by Cluster
64.9%
21.5%
78.9%
58.8%58.8%
62.2%
21.6%
77.1%
83.3%
0.0%
64.9%
80.0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
% need % available
Fin.Ser.Trans.HG Manu.Prof.Serv.Innov.Tech.Trav/ Enter
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Difference in Need Versus Availability of Low Skilled
Workers• Where need was low, availability was perceived as high (innovative technologies, financial services and professional services)
• Where the need was high, perception of availability was low (travel and entertainment)
• There was no true difference between need and availability in high growth manufacturing and transportation
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Need Versus Availability of Skilled Workers by Cluster
71.1%
58.5%
95.1%
52.9%
81.2%
55.8%
76.6%
57.9%
89.5%85.7%
100.0%
78.4%
50%55%60%65%70%75%80%85%90%95%
100%
% need % available
Fin.Ser.Trans.HG Manu.Prof.Serv.Innov.Tech.Trav/ Enter
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Difference in Need Verses Availability in Skilled Workers
by Cluster• Availability was considered low and
need high in five of six cluster (financial services, transportation, high growth manufacturing, professional services, and innovative technology)
• In travel and entertainment, the need was not much greater than the availability
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Need Versus Availability of Professional Workers by
Cluster
73.7%
57.9%
87.5%
64.70%
80%
64.5%64.5%
50.0%
78.4% 76.2%
95.2%
73.7%
50%
55%
60%
65%
70%
75%
80%
85%
90%
95%
100%
% need % available
Fin.Ser.Trans.HG Manu.Prof.Serv.Innov.Tech.Trav/ Enter
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Difference in Need Versus Availability of Professional
Workers by Cluster• Need was considered high and
availability low in five clusters (financial services, transportation, professional services, innovative technology and travel and entertainment)
• Need and availability for professional workers was equal for high growth manufacturing
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Cluster Group Employers were asked:
• What percentage of your future workforce will need the following educational credentials:– high school degree or less– certificate, diploma or 2-year degree– 4-year degree or greater
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Percent of Future Workforce Needing a High School Degree
or Less
46%
73.3%
65.3%
20.7%0%
60%
0%
10%
20%
30%
40%
50%
60%
70%
80%
percent
Fin.Ser.Trans.HG Manu.Prof.Serv.Innov.Tech.Trav/ Enter
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Percent of Future Workforce Needing a Certificate, Diploma
or 2-Year Degree
17.2%20.0%
22.6%26.7%
35.3%
38.5%
0%
5%10%15%
20%25%
30%35%
40%
percent
Fin.Ser.Trans.HG Manu.Prof.Serv.Innov.Tech.Trav/ Enter
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Percent of Future Workforce Needing a 4-Year Degree or
Greater
58%
23.1%11.8%
75%
95%
50%
0%10%20%30%40%50%60%70%80%90%
100%
percent
Fin.Ser.Trans.HG Manu.Prof.Serv.Innov.Tech.Trav/ Enter
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Factors Driving Training by Cluster
55%
65%
75%
85%
95%
Competition withcompanies
Technologychanges
Specifictechnology to
industry
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Factors Driving Training by Cluster
40%
50%
60%
70%
80%
90%
growth inknowledge
organization andprocess change
low skills of newhires
Fin.Ser.Trans.HG Manu.Prof.Serv.Innov.Tech.Trav/ Enter
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Factors Driving Training by Cluster
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
low skillscurrent
workforce
continuing ed diversity ESL
Fin.Ser.Trans.HG Manu.Prof.Serv.Innov.Tech.Trav/ Enter
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Top Ten Training Needs - Financial Services
% indicating somewhat to a great need
• Teamwork ability 92.7%• Professionalism 92.7%• Self-initiative 92.5%• Leadership ability90.2%• Perseverance 90.0%• Listening 87.5%• Interpersonal skills 87.2%• Communication 85.4%• Phone skills85.0%• Punctuality 85.0%
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Top Ten Training Needs - Transportation% indicating somewhat
to a great need• Writing 95.1%• Teamwork ability 94.1%• Phone skills94.1%• Professionalism 94.1%• Self-initiative 94.1%• Communication 94.1%• Listening 94.1%• Problem-solving 94.1%• Learning new skills 94.1%• Acquiring/using info 94.1%• Performing technical tasks 94.1%
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Top Ten Training Needs - High Growth Manufacturing % indicating somewhat
to a great need• Teamwork Ability 98.7%• Self-initiative 96.1%• Attitude toward supervisor 94.7%• Communication 93.3%• Interpersonal Skills 92.1%• Listening 92.0%• Leadership ability90.8%• Perseverance 90.8%• Acquiring/using information 90.7%• Punctuality 89.6%
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Top Ten Training Needs - Professional Services % indicating somewhat
to a great need• Performing technical tasks 81.1%• Leadership ability78.9%• Acquiring/using information 78.9%• Computer literacy 78.9%• Teamwork ability 76.3%• Listening 76.3%• Self-initiative 76.3%• Perseverance 76.3%• Interpersonal skills 75.7%• Using time, money, materials, space 73.7%
and staff wisely
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Top Ten Training Needs - Innovative Technologies
% indicating somewhat to a great need
• Teamwork ability 81%• Communication 76.7%• Leadership ability76.2%• Interpersonal skills 71.4%• Working with diverse cultures and people 71.4%• Listening 61.9%• Phone skills61.9%• Acquiring/using information 61.9%• Problem-solving 60%• Decision-making 60%
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Top Ten Training Needs - Travel and Entertainment Services% indicating somewhat
to a great need• Communication 100.0%• Interpersonal skills 100.0%• Listening 97.4%• Teamwork ability 94.9%• Professionalism 94.9%• Self-initiative 94.9%• Punctuality 94.9%• Perseverance 94.9%• Problem-solving 94.9%• Decision-making 94.9%
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Conclusions
• Employers have high need for skilled and professional workers
• Employers are experiencing a high degree of competitiveness
• Employers are looking for educated employees with the need for education increasing over the next five years
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Conclusions
• Employers felt that while skill levels had increased in some areas, work ethic had decreased over the past ten years.
• Employers will be doing their own training over the next few years.
• Greatest training needs are for soft skills.
• Employers are finding it more difficult to hire qualified workers
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Research Team Members
• Rick Vignos - Harris Interactive• David Belton - Charlotte Chamber• Tony Crumbley - Charlotte Chamber• Ashley James - Charlotte Chamber• Cheryl Roberts - UNCC Urban Institute• Terri Manning - Central Piedmont
Community College