Post on 29-Jun-2020
REGIONAL TALENT
INITIATIVES
BENDING THE TREND
EMPLOYER-DRIVEN | DATA-INFORMED | ACTION-ORIENTED
Anticipate and
build readiness
for talent needs
of tomorrow
Close today’s
workforce
shortagesREGIONAL TALENT INITIATIVES
CAN WE BREAK AWAY?
29%
34%
39%
2010 2015 2020 2025
Source: Woods and Poole, 2012
OUR IMPERATIVE:
75,000additional people finish college and choose to live and work in St. Louis by 2025
Source: Woods and Poole, 2012
Critical Paths to 2025
• Accelerate completion rates for traditional-aged students, particularly under-represented student populations
• Support returning adults in enrolling in and completing degrees or certificates
• Attract and retain recent graduates
Partnerships
Footer
Community Measures
http://www.stlregionalchamber.com/stleducationdashboard
High School Measures
http://www.stlregionalchamber.com/stleducationdashboard
College Measures
http://www.stlregionalchamber.com/stleducationdashboard
What is Upskilling?
•Investing in the development of skills and abilities of the current workforce to (1) meet the talent needs of companies and (2) improve economic opportunity and mobility for individuals.
•Upskilling can be done by:•Improving educational attainment•Apprenticeship•On the Job Training•Boot camps•Employer or Industry – sponsored professional development
What is Gateway to Degrees? • Higher Education Partnerships
• Neutral College Navigational Coaching
• Employer Engagement
Bridging The Talent GapLocations as of December 2018
The Graduate! NetworkSites as of December 2018
More than 2,300 Employer Survey participants to date(since mid 2016)
More than 950Employee Survey participants to date(since August 2018)
Who participated?
• 289 logged in to work on the survey. 198 fully completed surveys.
• Employer Size• 55% small employers (1 – 200 employees)
• 24% medium-sized employers (201 – 1,000 employees)
• 21% large employers (more than 1,000 employees)
• Most represented industries
• Professional, Scientific, and Technical Services (22%)
• Educational Services (11%)
• Health Care and Social Assistance (10%)
• Manufacturing (9%)
• Finance and insurance (9%)
Business Community Landscape
0% 20% 40% 60% 80%
High schooldiploma
Two-year degree
Four-year degree
Percent of labor pool possessing skills identified as applicable by employers
Baseline (HS) (49%)Education Premium
11% Gain
23% Gain
Across all skill types, education attainment is a solid predictor of more skilled labor pools
4-YR Degree
HS Diploma
Skill Needs Landscape
71%
79%
86%
86%
72%
19%
37%
48%
60%
64%
0% 20% 40% 60% 80% 100%
Leadership
IT Application
Problem Solving
Teamwork/Collaboration
Diversity
Applied Skills: Percent of respondents saying labor pool
posseses skill: High school diploma holders versus four-year degree
holders
Reasons for hiring difficulty
46%
48%
48%
53%
53%
0% 20% 40% 60%
Lack of the right work experience
Qualified candidates are not within ourpay range
Lack of the right skills for the job
Low number of applicants
Competition from other employers
Hiring Landscape
Learning landscape
The profile of future education needs for St Louis is changing
21%
31%27%
25%
20%
42%
30%
0%
10%
20%
30%
40%
50%
Anticipated increased need for graduates over the next 5 years
Learning Landscape
Partnering with education institutions is the most scalable and affordable way to make progress but relatively few employers take advantage
Only 13% of employers currently partner with local post-secondary institutions
80%But . . .
80% either definitely or possibly might consider partnering
Learning Landscape
Aggregated Employee Community Survey Update
January 2019
Survey Respondent Profile Across Sites
• 618 participants
• 39% younger than 35
• 62% female
• 23% speak more than one language
• 66% identify as White; 24% identify as Hispanic/Latino; 6% Black/African American
Respondent Profile
Education status: Credential Completions
Credential Completed N(%)
High school or equivalent484 (75%)
Certificate or technical credential 120 (19%)
Associate's degree 162 (25%)
Bachelor’s degree 362 (56%)
Advanced degree (Masters, MD, PhD, etc.) 152 (24%)
Education Status
What motivates those employees currently working on their education?
Currently Working On Credentials
54%
69%
73%
80%
0% 20% 40% 60% 80% 100%
To provide a good example for myfamily
My family/friends/community aresupportive
Personal reasons
To advance or change my career
But there are challenges lurking along the way
Currently Working On Credentials
33%
41%
51%
70%
0% 20% 40% 60% 80%
Keeping up with or performingsatisfactorily in my coursework
Keeping up with workresponsibilities
Keeping up with familyresponsibilities
Financing education costs
What will motivate employees to take action on their plans?
31%
33%
35%
56%
64%
0% 20% 40% 60% 80%
More information on careers andprofessional opportunities related…
More support from my employer
More information on how to getfinancial aid, sign up for…
More time to devote to myeducation
Improved financial ability
Planning To Work On Credentials
What education support is offered by your employer?
8%
58%
79%
57%
56%
26%
10%
37%
41%
25%
31%
0% 20% 40% 60% 80% 100%
I don’t know of any support my employer provides for education, …
None of the above
Non-financial education support
On-the-job training/learning
Non-college coursework support
College coursework support
Employee %Employer %
Workplace Education Programs
What do education friendly work place efforts do employees seek to pursue their education?
Workplace Education Programs
22%
23%
24%
28%
28%
29%
39%
41%
45%
49%
0% 20% 40% 60%
On-site classes
Publicly recognize significant education…
Allow employees to have breaks for study while…
Advice on education goals to advance my career…
Offer information/services that make education…
Promote a more education friendly work…
Create work schedules that fit class schedules…
Allow me to work from home
Financial aid for books and course materials/fees
Flexible work schedules to fit learning schedules
SECTOR-DRIVEN APPROACH TO BRIDGE TALENT GAPS
• Software Developers
• Computer Systems
• Analysis
• Information Systems
• Project Management
• Registered Nurses
• Personal Care Aids
• Diagnostic Services
• Customer Service
• Treatment Planning
• Lending Services
• Business Management
• Customer Service
• Risk Management
• Cyber Security
• Freight, Stock, Material
Movers
• Truck Drivers
• Engineers
• Skilled Trades
Information
TechnologyHealthcare
Financial
Services
Advanced Manufacturing,
Transportation, Construction
Information Technology
Centriq Training
Claim Academy
CoderVets
Fontbonne University
Franklin
Apprenticeships
Gateway Global
Kylar
LaunchCode/CoderGirl
Lindenwood university
Maryville University
McKendre College
Midwest Cyber Center
Missouri S&T
New Horizon
Nexual Academy
nPower
Ranken Technical
College
Saint Louis University
Savvy Coders
Slate
Southeast Missouri
State
Southern Illinois
University
Southwest Illinois
College
St. Charles Community
College
UMSL
University of Missouri
Columbia
Washington University
Webster University
Computer User Support
Specialists
Software Developers,
Applications
Computer Systems Analysts
Network and Computer Systems
Administrators
Computer and Information
Systems Managers
Computer Programmers
Computer Network Support
Specialists
Computer Occupations,
All Other
Software Developers,
Systems Software
Accenture
Adaptive Solutions
Group
Advanced Resources
Group
Bradford & Galt Inc.
Byrne Software
Technologies Inc.
Chameleon Integrated
Services
Daugherty Business
Solutions
Envision LLC
Ferguson
Consulting Inc.
iBridge Solutions LLC
KellyMitchell
Group Inc.
LRS Consulting
Services Inc.
NetEffects Inc.
NextGen Information
Services Inc.
Object Computing Inc.
Perficient Inc.
Programmer
Resources
International Inc.
Signature Consultants
Solution
Consultants Inc.
Stockell Consulting
SyllogisTeks
TDK Technologies LLC
Technology
Partners Inc.
TEKsystems Inc.
World Wide
Technology
Education and Workforce OrganizationsHigh-Demand OccupationsMajor Regional Employers
APPROACH TO “UPSKILLING”
• Move from programmatic support via direct advising to organizing employer collaboratives to develop internal pipelines
• Leverage and improve upon existing assets in higher education and workforce by fostering intentional collaborations with business
• Advocate for forward-thinking public policy that promotes life-long learning and skill development for adults
• Utilize innovative strategies, like apprenticeship, to enhance and improve upon skills
LESSONS, INSIGHTS, CHALLENGES
• Need collective action to grow our talent base• Discuss the importance of shared language, common
strategies, and unified vision• Leverage assets that exist
• Use data to spotlight key challenges and drive action• Community data (e.g. ACS, IPEDS)• Granular, local data (e.g. employer survey)
• Complete College America project
• Think big, act small• Focus on a narrow set of programs, projects that have the
greatest impact on overall results• Collaborate with partners – you don’t have to and
shouldn’t do everything