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www.wfscapitalarea.com

Austin’s Lessons on

Upskilling Entry-Level

Workers

Presenters

Tamara AtkinsonCEO Workforce Solutions Capital Area

Valerie EsparzaDirector, Workforce Development and DiversityAscension Seton

Drew ScheberleSenior Vice President, Education/Talent DevelopmentGreater Austin Chamber of Commerce

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Upskilling serves both economic and workforce

development

3

Chambers and Workforce Boards can help bridge

the talent gap

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Austin Bridging The Talent Gap

This project is made possible with support from the Trellis Foundation

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Who Participated?

Employers Employees

Austin participants

U. S. participants

144

2,406

1,784

1,522

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Employer Survey Details

Top 5 industry sectors participating

Austin U.S.

Manufacturing 13% 23%

Professional, Scientific, and Technical Services 27% 17%

Health Care and Social Assistance 22% 15%

Educational Services 12% 12%

Finance and Insurance 14% 11%

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Employer Survey Details

Organization size

Austin U.S.

Small (self-employed – 49 employees) 32% 32%

Medium (50 – 499 employees) 39% 43%

Large (500 or more employees) 30% 24%

Note: percentages may not add to 100% due to rounding

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Employee Survey Details

Employment level

Austin U.S.

Entry level (up to one year) 14% 24%

Mid-level non-management 57% 45%

Mid-level supervisory/management 27% 24%

Executive 3% 6%

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Anticipated Increased Need, Austin vs U. S.

31%

46%

32%

48%

29%31%

41%

35%

43%

22%

0%

20%

40%

60%

High school Industry/professionalcredential

Associate'sdegree

Bachelor'sdegree

Advanceddegree

Austin employers

U. S. employers

10

Education Premium for Essential Skills, Austin

Percent of respondents saying yes, applicants possess this skill

0% 20% 40% 60% 80% 100%

Leadership

Problem solving

IT Application

Teamwork/collaboration

Work with diversepopulations 75

%

60%

76

%

55%

81

%

72%41%

77

%

59%33%

64

%

37

%

26%

High school diploma

2-year degree

4-year degree

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Learning Support

55%

54%

81%

55%

62%

56%

85%

62%

0% 20% 40% 60% 80% 100%

Non-financial supportto pursue learning or training

On-the-job education,learning, or training

Financial support fornon-college coursework

Financial support forcollege coursework Austin employers

U. S. employers

12

Austin Learning Support X Organization Size

70%

90%

60%

100%

63%

86%

61%

60%

52%

78%

44%

30%

0% 20% 40% 60% 80% 100%

Non-financial supportto pursue learning or training

On-the-job education,learning, or training

Financial support fornon-college coursework

*Financial support forcollege coursework

Small

Medium

Large

*p < 0.0001

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Learning Support X Size, Austin vs. U. S.

Financial support for college coursework

Austin U.S.

Small (self-employed – 49 employees) 30% 27%

Medium (50 – 499 employees) 60% 60%

*Large (500 or more employees) 100% 80%

*p < 0.03

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Learning Support Perception, Austin

41%

59%

41%

71%

62%

85%

56%

62%

0% 20% 40% 60% 80% 100%

*Non-financial supportto pursue learning or training

*On-the-job education,learning, or training

*Financial support fornon-college coursework

Financial support forcollege coursework Employers

Employees

*p < 0.01

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Employee LB Perception PenetrationAmong organizations who offer these benefits

0% 20% 40% 60% 80% 100%

Non-financial supportto pursue learning or training

On-the-job education,learning, or training

Financial support fornon-college coursework

Financial support forcollege coursework

57%

31%

45%

33%16

Reasons benefits not used, Austin vs U. S.

8%

5%

9%

21%

33%

38%

45%

62%

5%

5%

17%

22%

36%

45%

53%

66%

0% 20% 40% 60% 80%

No need for benefits

Few/no options for…

*Too difficult to access

Lack of interest

No incentives/benefits

*Lack of promotion…

*Lack of knowledge

Too busy or otherwise…

Austin employees

U. S. employees

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Education Friendly Workplace, Austin vs U. S.

28%

32%

36%

42%

48%

38%

54%

55%

66%

67%

0% 20% 40% 60% 80%

*Information/service to makeeducation more affordable

**Allow me to work from home

**Work schedules to fit classschedules for the entire…

**Flexible work schedulesmatching education schedules

**Financial aid for books, fees, orcoursework technology

Austin employees

U. S. employees

*p < 0.05*p < 0.01

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Putting it into practice

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Advice for other economic development organizations

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Change management

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Ascension Seton’s Vision:Connect Local Community

to High-Demand Jobs in Healthcare

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How the Vision is Manifested

• JP Morgan Chase-Funded Initiatives: Pipelines and Pathways

• Participation/Leadership in Central Texas Healthcare Partnership

• Industry Partnerships/Internships with Austin high schools

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Pipelines and Pathways

Partner-ship in 5-week PCT

program

Associate Degree, Pre-Health Sci.

Scholar-ships for 9-month

CMA program

Surgical Tech

EXTERNAL PIPELINE ASCENSION SETON PATHWAY

Certified Medical Assistant

Patient Care Tech

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Project SEARCH• Business best practice for preparing and training young adults with

intellectual disabilities for the competitive workforce

• Currently operating at 4 Seton hospitals in Central Texas; expanded to 28 businesses throughout the state

• From 2007 – 2018, 247 interns have graduated and 91% have transitioned into competitive employment

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Intentional focus on entry-level upskilling

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Advice for other employers

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Upskilling: A new goal for the community but a

proven concept for the Workforce Board

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But you don’t have to take our word for it…

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To Train or Hire?• Constantly Evolving Skill Needs Require Continuous

Learning: More than half (54%) of all employees will require significant reskilling and upskilling by 2022.

• Companies Aren’t Betting on Just Making Good Hires: A majority (77%) of companies are leaning towards training over hiring as their means of acquiring the skills they need and 84 percent reported that they were increasing their investment in reskilling programs.

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Investment = Retention• Your Investment for Their Loyalty: Employer-sponsored

career advancement opportunities increase employee loyalty and productivity and reduce turnover.

• Support Their Goals and They’ll Stay to Achieve Yours:Millennials – who are expected to make up 75% of the global workforce by 2025 –are less likely to leave their jobs when they work for companies that support their ambitions and professional development.

A key part of the Workforce Board’s strategic plan

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A workforce development approach for both public

and private employers

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Texas Workforce Commission support is

available and critical

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Advice for other Workforce Boards

Questions?

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Stay in Touch

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Tamara AtkinsonWorkforce Solutions Capital AreaTamara.Atkinson@wfscapitalarea.com

Valerie EsparzaAscension SetonValerie.Esparza@ascension.org

Drew ScheberleAustin Chamber of CommerceDScheberle@austinchamber.com