Tech presentation 092911
description
Transcript of Tech presentation 092911
Silicon Valley in Transition:
Community Technology Forum
September 29, 2011
Silicon Valley ICT StudyReview of Findings
Project Goals
Research and analysis to understand Silicon Valley ICT strategic advantages and growth trends.
Develop sustainable relationships among the WIBs and their stakeholders, IT employers, economic developers, and education and training providers.
Provide actionable results to help job-seekers navigate the ICT workplace, and the WIBs assist their clients.
Research and analysis to understand Silicon Valley ICT strategic advantages and growth trends.
Develop sustainable relationships among the WIBs and their stakeholders, IT employers, economic developers, and education and training providers.
Provide actionable results to help job-seekers navigate the ICT workplace, and the WIBs assist their clients.
Silicon Valley Talent is the Differentiator
for Existing Firms
Capital + Talent =New Companies & Growth
Maturity = Outsourcing to Low Cost Locations
Tech Leaders + Customers =Ecosystem of Firms
Proximity to Market is Critical
Speed to Hire is a Challenge
•60% of employers expect to grow
•15% growth rate across all jobs
•Flexibility and entrepreneurship are key
•Job-seekers must demonstrate problem solving skills
•Technical skills are still important, but demonstration of talent is critical
•60% of employers expect to grow
•15% growth rate across all jobs
•Flexibility and entrepreneurship are key
•Job-seekers must demonstrate problem solving skills
•Technical skills are still important, but demonstration of talent is critical
Research Findings
“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”
Alvin Toffler
“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”
Alvin Toffler
WIB Recommendations
•Provide demonstration opportunities
•Provide resume and networking support
•Offer flexibility training
•Develop more pathways to placement
•Develop more valuable outreach to employers and build stronger relationships
•Continue collaborating with each other
•Provide demonstration opportunities
•Provide resume and networking support
•Offer flexibility training
•Develop more pathways to placement
•Develop more valuable outreach to employers and build stronger relationships
•Continue collaborating with each other
Demonstration Opportunities
Portfolio Class Meets Learning Lab
Nonprofit Engagement
Team-based Learning
Illustrates Abilities and Attitude
Portfolio Class Meets Learning Lab
Nonprofit Engagement
Team-based Learning
Illustrates Abilities and Attitude
Resume and Networking
SupportShow, Don’t Tell!
Reflect Passion and Flexibility
Provide Targeted Networking Opportunities
Help Candidates be Reasonable in their Approaches
Show, Don’t Tell!
Reflect Passion and Flexibility
Provide Targeted Networking Opportunities
Help Candidates be Reasonable in their Approaches
Offer Flexibility Training
Teach Entrepreneurship
Highlight the 21st Century Employers’ Needs
Offer Contextualized Problem Solving
Teach Entrepreneurship
Highlight the 21st Century Employers’ Needs
Offer Contextualized Problem Solving
Develop Pathways to Placement
Recognize the rise of functions over titles
Provide cross-functional training
Help candidates understand business a well as technical aspects of the cluster
Recognize the rise of functions over titles
Provide cross-functional training
Help candidates understand business a well as technical aspects of the cluster
Offer Value to Employers
•Don’t be a charity case
•Don’t assume that engagement will lead to better candidates for employers – they’re not hiring them anyway
•Do provide access to important people
•Consider quarterly leadership meetings
•Don’t be a charity case
•Don’t assume that engagement will lead to better candidates for employers – they’re not hiring them anyway
•Do provide access to important people
•Consider quarterly leadership meetings
Continue Collaborating
Leverage strengths
Continue dialogue
Follow-up Online Survey (Nov. 2011)
Leverage strengths
Continue dialogue
Follow-up Online Survey (Nov. 2011)
Strategic Advantages
Talented workforce
Quality of life
Proximity to customers
Access to capital
Talented workforce
Quality of life
Proximity to customers
Access to capital
Labor costs
Real estate costs
Taxes and regulations (but much lower than expected!)
Labor costs
Real estate costs
Taxes and regulations (but much lower than expected!)
Disadvantages
Then competing for entrepreneurs includes competing for workers and their families
The SVLG CEO Survey reported “a deteriorating state infrastructure in areas ranging from public education to public transportation has added to the difficulties of recruiting the best workforce, finding them housing and educating their children to be tomorrow’s world-class workforce”
Then competing for entrepreneurs includes competing for workers and their families
The SVLG CEO Survey reported “a deteriorating state infrastructure in areas ranging from public education to public transportation has added to the difficulties of recruiting the best workforce, finding them housing and educating their children to be tomorrow’s world-class workforce”
If Talent is the Key Competitive
Advantage
•Successful workforce development is a partnership between WIBs, our funders, educational and training partners, business and labor and community groups.
•Today job seeker prospects depend on the national economy recovering, California being a great place to live and work and adequate funding for WIB activities but also for our partners.
•Successful workforce development is a partnership between WIBs, our funders, educational and training partners, business and labor and community groups.
•Today job seeker prospects depend on the national economy recovering, California being a great place to live and work and adequate funding for WIB activities but also for our partners.
WIBs Help Job Seekers by Helping Our
Partners
Investing in People, Infrastructure &
Communities The need to invest comes at a time when public budgets in California are struggling to maintain even basic public services . There are no magic bullets to finance these investments. Yet to postpone investing goes against one of the founding principles of success for Silicon Valley companies “invest or die”. What is right for our companies is right for our public sector as well.
A Final Thought—Don’t Forget Middle Skill
JobsThe baby boom retirement wave brings a loss of talent in health care, public safety, construction and other critical fields
Training the next generation in these fields is part of a competitiveness agenda
The McKinsey Global Institute reminds us “Shortages are likely in a number of specific vocations that students in community colleges and vocational schools should be training for”
Thank youSteve Levy
CCSCE
http://www.ccsce.com
Josh Williams
BW Research / GreenLMI
http://bwresearch.com
Twitter: @bw_research