DURING SPRING BREAK
WorkforceSummit
8:00am - 12:30pmBeacon Hall Events Center
The Workforce Summit is focused on making stronger connections between industry and education and building a stronger workforce.
The program will engage attendees in group discussions to address the common skills that employers require to operate and grow their businesses, and that individuals need for workplace success.
HousatonicCommunity College
APRIL
21FRID
AY
REGISTER HERE: http://housatonic.edu/workforce_summit
TABLEOFCONTENTS
1.Acknowledgements...................................................................3
2.WorkforceSummitAgenda.............................................................4
3. Presentation:“EconomicDevelopmentinConnecticutSouthwestConnecticutArea”
JoeCarbone,President/CEO,TheWorkPlace...............................................5
4.DiscussionQuestions.................................................................17
5.ExecutiveSummary.................................................................18
6.CommentsfromBreakoutSessions......................................................20
7.WorkforceSummitEvaluationSummary.................................................22
8.WorkforceSummitEvaluationForm....................................................30
9.ListofParticipants.................................................................34
10.BiographiesofSpeakers.............................................................37
11.SteeringCommitteeMembers........................................................40
12. Readings
A.“TheIdeathatLaunchedaThousandStrategicPlans”byDanBerrett,
TheChronicleofHigherEducation,January22,2017...................................................41
B.“Wanted:FactoryWorkers,DegreeRequired”byJefferySelingo,NYTimes,January30,2017.................55
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ACKNOWLEDGEMENTS
TheWorkforceSummitwasasuccessduetothededicationandeffortofanumberofprofessionalsintheSouthwestConnecticutareaandthoseatHousatonicCommunityCollege(HCC).TheSteeringCommitteeMemberswereinstrumentalinplanningandorganizingtheSummit.TheywerethesoundingvoiceofthecommunitythatclearlyarticulatedthepurposeoftheSummitandassistedintherecruitmentofspeakersandparticipants.
TheprofessionalstaffatHCCalsoplayedanimportantroleinpromotingtheprogramandprovidingsupporttofacilitatetheWorkforceSummit.PresidentBroadie’sleadershipincreatingthevisionthatcommunitycollegesneedtoworkprogramscollaborativelywithbusiness,manufacturing,healthcare,andtechnologyisvitaltoeconomicsustainability.MeganCacioppo,MarketingCoordinator,andRichardHubbard,Webmaster,forthedesignoftheWorkforceSummitflyerandregistrationwebsite.MeganalsoassistedwithorganizingtheProceedingsasafinalandeverlastingdocumentoftheSummit.EvelynMelendez,AdministrativeAssistant,ContinuingandProfessionalEducation,wasbehindthesceneandassistedwithallofthelogisticsofthemeeting.
Iwouldalsoliketosay“ThankYou”toourpartnerorganizations:BridgeportRegionalBusinessChamber,theGreaterValleyChamberofCommerce,TheWorkPlace,andtheConnecticutDepartmentofLaborforpromotingtheWorkforceSummitthroughnewsletters,emailblasts,andpersonalinvites.Theresultwasover100individualsregisteredfortheSummit.IpersonallywishtorecognizeBillPurcell,President,GreaterValleyChamberofCommerce,forhisdedicationandcommitmenttohaveasuccessfulSummitbyrecruitingmembersforthepaneldiscussionandforhisserviceinthebreakoutsessions.
IhopeyoufindtheProceedingsoftheWorkforceSummitvaluabletoyourworkandindevelopinginnovativestrategiesthatwereidentified.
Sincerely,
JohnA.Bonaguro,Ph.D.AssociateDean,ContinuingandProfessionalEducationHousatonicCommunityCollege
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WorkforceSummitFriday,April21,2017
EventCenter,HousatonicCommunityCollege
8:00-8:30am Coffee,LightRefreshments
8:30–8:45am Welcome,PresidentPaulBroadie,HousatonicCommunityCollege
8:45-9:15am EconomicDevelopmentinConnecticutandSouthwestConnecticutAreaJoeCarbone,President/CEO,TheWorkPlace
9:15–10:00am PanelPresentation
GeorgeMitchell,VicePresident,Aircraft&SupportforSikorsky’sDefense
MelissaTurner,Sr.VPHRforBridgeport&GreenwichHospitals,YaleNewHavenSystemC.CP.forTalentAcquisition
JeffHubbard,CT/WesternMA,MarketPresident,KeyBank
10:00–10:15amBreak(coffee,tea,water)
10:15-11:15amBreakoutGroupDiscussions
11:15–11:30amReconveneinEventsCenter
11:30-12:00pmReportsfromGroupDiscussions
12:00-12:30pmClosingRemarks:Connecticut’sDynamicLaborMarketCommissionerScottD.Jackson,ConnecticutDepartmentofLabor
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Joseph Carbone, President & CEOThe WorkPlace
INNOVATE DIVERSITY
VITALITY INTEGRITY
WORKFORCESUMMIT
5
OUR ECONOMY
A declining unemployment rate would imply that wages should be rising at a far stronger pace. However, wage growth is nowhere near its pre-recession rates.
Average hourly earnings in March were up about 2.7% from a year ago. But the economy is still a very long way away from producing the kinds of wage trends that would signal a truly healthy market.
INNOVATE DIVERSITY
VITALITY INTEGRITY
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ECONOMIC TRENDSJune09 Feb16 Dec16 Jan17 Feb17
LaborForce 410,178 406,310 408,395 408,295 408,900Employed 377,843 382,079 392,248 386,007 385,989Unemployed 32,335 24,231 16,147 22,288 22,911UnemploymentRate 7.9% 6.0% 4.0% 5.5% 5.6%
URBAN AREAS SUBURBAN AREAS June09 Feb16 Dec16 Jan17 Feb17
Ansonia 9.5% 8.2% 5.4% 7.4% 7.6%
Stamford 6.8% 5.2% 3.4% 4.7% 4.8%
Norwalk 7.3% 5.5% 3.5% 4.9% 5.1%
Bridgeport 11.9% 9.1% 5.9% 8.2% 8.4%
Jun09 Feb16 Dec16 Jan17 Feb17
Greenwich 5.4% 4.3% 3.0% 4.1% 4.1%
Westport 5.5% 3.9% 3.0% 4.0% 4.0%
Wilton 5.3% 4.2% 3.1% 4.1% 4.2%
Fairfield 6.2% 4.6% 3.4% 4.5% 4.6%7
PERCENT UNEMPLOYED OVER 52 WEEKS
12.1%13.4%
18.4%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
Dec-07 Dec-15 17-Jan
35-44Years 45-54Years 55-64YearsSource: US DOL BLS
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JOBS LOST & RECOVERED
CT Non-Farm Employment Dec. 07’ Feb. 17’ # Change 07’ - 17’
% Change07’ - 17’ Job Multiplier
Retail 190,900 182,600 -8,300 -4.3% .88
Transportation, Warehousing & Utilities
53,200 53,800 600 1.1% 1.73
Education Services 56,200 64,100 7,900 14.1% 1.68
Health Care & Social Assistance 232,900 266,900 34,000 14.6% 1.68
Government 248,800 233,600 -15,200 -6.1% 1.79
Financial Activities 144,300 130,700 -13,600 -9.4% 3.57
Manufacturing 190,600 155,700 -34,900 -18.3% 3.88
Leisure & Hospitality 135,100 155,200 20,100 14.9% 1.44
Professional & Business Services 210,500 218,300 7,800 3.7% 2.09
Construction 68,100 59,200 -8,900 -13.1% 1.54
Information 37,800 31,300 -6,500 -17.2% 1.1110
CT EMPLOYMENT TRENDS IN THOUSANDS
#Change
- 46.2
+ 5.7
+ 12.2
Employmentgrowthhasbeenskewedtowardlower-wageindustries,especiallywhencomparedtojobslostduringtherecession. 11
IN-DEMAND SKILLS1. ACCOUNTANCY & FINANCEManagement Accountants and Commercial Analysts are sought given the continuing focus on analysis, process improvement, cost reduction and increasing efficiencies.
2. HEALTHCAREOrganization, Compassion and Communication are needed for Registered Nurses which are sought by clinics, not-for-profit organizations and private hospitals.
3. INFORMATION TECHNOLOGYCloud computing reduces costs, improves accessibility and increases storage capacity. SystemsEngineers are highly sought after. Demand for Business Analysts will also be high as organizationscontinue to seek process improvement efficiencies and upgrade systems.
4. MANUFACTURING & OPERATIONSHigh level Production Supervisors who can be hands-on while also managing the day-to-day functions of teams are sought.
5. POLICY AND STRATEGYData Analysts with strong statistical skills are sought to aid policy decisions by providing numerical evidence to management. Source:FutureWorks Community AuditSWCT2015 12
LABOR MARKET DEMAND FOR EDUCATED TALENT 1973 - 2020
32%
10% 11% 12%
40%
34% 30% 24%
19%17%
18%
12%
8%10%
12%
9%
19% 21% 24%
7% 10% 11% 11%
0%
50%
100%
1973(91million) 1992(129million) 2010(143million) 2020(164million)
Master'sDegreeorBetter
Bachelor'sDegree
AssociateDegree
SomeCollege
HSDiploma
LessthanHS
Yearand NumberofWorkingPeople
Source:Georgetown Center onEducation andtheWorkforce analysis
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CHANGING NATURE OF WORK1 TECHNOLOGY SHIFTSTechnology is helping to redefine employees’ workplace expectations. Younger workers are interested in contract or freelance work for more flexible hours, the ability to work from home and project variety, as opposed to a full-time salaried job which may not offer such perks.
Employers agree that the gig economy is affecting the workplace: in a recent study nearly two-thirds said the increase of temporary jobs will impact the workplace in the next 3-5 years.
2 RETAINING TOP EMPLOYEES IS A PRIORITYRetention is the top priority among employers. With declining unemployment rates and workers tempted to look for jobs in other states, retention programs can offset the high cost of replacing workers.
3 MULTI-GENERATIONAL WORKFORCEThe workforce itself is transforming. There are four generations working side by side. Employees’ definitions of family are changing and certain demographics, like single women, are on the rise.
SOURCE:BusinessWireApril3,2017report onMetLife’s15thAnnualU.S.EmployeeBenefitTrendsStudy
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HOW DO WE ADJUST?1. PLAY TO OUR STRENGTHSHealthcare careers will continue to support our aging population. 14% job growth since 2007. Find ways to retain young graduates and promote life-long learning to strengthen the workforce.
2. LIFE LONG LEARNINGOur workforce will be judged by what they can do to help employers. Without new skills, abilities and expertise, workers will be relegated to a low-wage future.
3. EXPAND OUR “SERVE THE WHOLE PERSON” APPROACHDevelop more solutions than training to break down barriers to employment. Leverage the benefits of peer to peer, cohort based programs that address the needs of mind, body and spirit.
4. FOCUS ON IMPROVEMENT OF SERVICE DELIVERYOur efforts can not be about self-maintenance but must be about creating measurable improvements in the workforce. We need to invest in becoming better at what we do to meet the needs of our customers.
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WORKFORCESUMMITBREAKOUTGROUPDISCUSSIONS
1. WhatarethemajorworkforcechallengesfacingtheSouthwestConnecticutregion?
2. WhatareexamplesofinitiativesorsolutionsthatareworkingsuccessfullytoresolveworkforcechallengesintheSouthwestConnecticutregion?
3. Whatstrategiescanbepursuedtoaddressworkforcechallenges?Ofthestrategiesidentified,whichmakesthegreatestdifferenceinresolvingtheworkforcechallenges?
A. HowdowerefocuseducationprogramsandofferingstoalignjobseekerskillsandcapabilitieswiththeneedsofemployersintheSouthwestConnecticutregion?(StrategyDescription)
B. Identifynewwaystoaccessneededskillsandcompetencies,especiallyforhard-to-filljobs.(StrategyDescription)
C. HowcanweretaintalentedworkerswhocurrentlyleaveSouthwestConnecticuttoseekopportunitieselsewhereandsupportthosewhostayintheareatoachievetheirfullpotential?(StrategyDescription)
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WORKFORCESUMMITATHOUSATONICCOMMUNITYCOLLEGE
APRIL21,2017
EXECUTIVESUMMARY
TheHousatonicCommunityCollegeWorkforceSummithostedahalf-dayeventonApril21,2017.Theproceedingsandfindingsfrombreakoutsessionsarepresentedinthisdocument.TheSummitwasanopportunityforthecommunitytoidentifyworkforcechallengesandhoweducationandtrainingcanhelpaddressthem.TheobjectivesoftheWorkforceSummitwereto:
• DescribethemajorworkforcechallengesfacingtheSouthwestConnecticutarea.
• Discussingsector-specificinitiativesorsolutionsthatareworkingtoresolveworkforcechallengesintheSouthwestConnecticutarea.
• Identifystrategiesineachofthefollowingsectors(manufacturing,healthcare,education,informationtechnology,business,andgreentechnology)topursueinaddressingthesechallenges.Ofthestrategiesidentified,prioritizethestrategiesinresolvingtheworkforcechallengesfortheSouthwestConnecticutarea.
ThesessionoftheSummitwasapresentationbyMr.JosephCarbone,PresidentandCEO,TheWorkPlace.Hispresentationdescribedeconomictrendsandunemploymentbyeducationallevel.Thiswasfollowedbyapanelpresentationwithrepresentativesfromaerospace,business/banking,andhealthcare.TheaudiencereceivedtwoarticlestoreadduringtheSummitthatfocusontheskillgapsinemployment.Thearticleswere:
“TheIdeathatLaunchedaThousandStrategicPlans”byDanBerrett,TheChronicleofHigherEducation,January22,2017
“Wanted:FactoryWorkers,DegreeRequired”byJefferySelingo,NYTimes,January30,2017
Breakoutgroupdiscussionsfollowedthatcoveredthekeyquestionsof:
1. WhatarethemajorworkforcechallengesfacingtheSouthwestConnecticutregion?
2. WhatareexamplesofinitiativesorsolutionsthatareworkingsuccessfullytoresolveworkforcechallengesintheSouthwestConnecticutregion?
3. Whatstrategiescaneachofthefollowingsectors(manufacturing,healthcare,education,informationtechnology,business,andgreentechnology)pursuetoaddressthesechallenges?
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Afterreportsfromthebreakoutssessionswerepresented,CommissionScottJackson,ConnecticutDepartmentofLabor,providedclosingremarksabouthoweducation,employers,andgovernmentneedtoworktogethertocreateandsustainahealthyworkenvironment.
Aftertheconference,theresponsesfromthebreakoutsessionswerecompiledandreviewed.Fivemajorthemeswereidentified:
1. MatchworkersandskillsetstobestaddresstheworkforceneedsinSouthwesternConnecticut.
2. Partnerwithemployerstoprovideskilledworkforcewithsupportfromtheeducationalsystem,ConnecticutDepartmentofLabor,andthelegislature.
3. Concentrateoncareerreadiness:Developcommunicationchannelsoncareerpotentialsandidentifywhatcompetenciesareneeded.
4. FocusontheeducationalsystemtodevelopprogramsthatmeetworkforceskillsandcompetenciesforConnecticut’seconomyandgrowth.
5. Developasystemtomeetworkforceneedsthroughcollaborationandpartnershipsfromallsectorsoftheeconomy.
ItisrecommendedthatHousatonicCommunityCollegetohostannuallyaWorkforceSummittoaddressworkforceneedsinSouthwesternConnecticut.Futuretopicstoconsiderare:ApprenticeshipPrograms,ResourcesattheDepartmentofLabor,RetirementCliffandItsImpactonWorkforce,andFutureofInformationandGreenTechnology.
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QUESTIONONE:WHATARETHEMAJORWORKFORCECHALLENGESFACINGTHESOUTHWESTCONNECTICUTREGION?
1. Individualsseekingemploymentneedtrainingininterviewpreparationandotherareasofbusinesscommunication.
2. EducationalinstitutionsandbusinessshouldworktogethertofocustheireffortsinmeetingthechallengesfacingSouthwestConnecticut.Thisshouldalsoincludeschoolguidancecounselorsandcareercounselors.
3. Flexibilityineducationandtrainingtomeetthechallenge.
4. Contractingpopulationcoupledwithavailablelaborforcenottrainedadequatelytomatchjobcurrentopenings.Improvingworkpreparednessforcurrentandfuturelaborpools,changingperceptionsofviablecareeroptions,andreachingouttoguidancecounselors/parentstobettereducatethemonthechangingeconomyandavailablecareeroptions.
QUESTION2:WHATAREEXAMPLESOFINITIATIVESORSOLUTIONSTHATAREWORKINGSUCCESSFULLYTORESOLVEWORKFORCECHALLENGESINTHESOUTHWESTCONNECTICUTREGION?
1. Creatingcareerreadinesspathways.
2. Needforstackablecredentialsintheeducationalsystem.
3. Collaborationwithbusinessandnon-profitgroupsforeducationandtraining.
4. AMCandpartnershipwithfundingsourcestohelpemployersbothwithhiringthegraduatesfornewpositions;andskillsdevelopmentforincumbentworkers.On-goingcollaborationsandcommitteesworkingtogethertoidentifyandaddresschallenges.
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QUESTION3:WHATSTRATEGIESCANBEPURSUED?WHICHMAKESTHEGREATESTDIFFERENCEINRESOLVINGTHEWORKFORCECHALLENGES?
1. Growpipelinesintootherprofessions
2. Programsmustbefluidandresponsive.Partnerwithcollegestobuildthecurriculum.
3. Createleadershipdevelopmentandprofessionaldevelopmentprograms.
4. Continuetostrengthencollaborationbetweenemployersfacingworkforceskillgapsandagenciesabletoprovideviablesolutionstoaddressthoseneedsbothlong-termandshort-term(Education&Labor).Encourageandnurtureanenvironmentoflife-longlearningandcareerpaths–identifytransferableskillsacrossmultipleindustriestosharetheburdenandmaximizeresourcesandefforts.
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FEEDBACKFROMBREAKOUTGROUPSATWORKFORCESUMMIT
QUESTIONONE:WHATARETHEMAJORWORKFORCECHALLENGESFACINGTHESOUTHWESTCONNECTICUTREGION?
FindingSkilledandExperiencedTalent
Notgettingenoughapplicants
Budgetandsalarycompetition
Fieldservicetechniciansneeded
Skilledmachinistsneeded
Needskilledpeoplewhocanassembleequipment
Lackofmanualunskilledlabor
Lackofengineeringtalent
Varietyoftechnicalpositionsneeded
ITstaffingacquisitions
Cybersecurityandbigdata-greaterneedsinbanking5-6yearsofexperience
• Analytics
• Datavisualizationandmanagement
o Statistics
o Systemsanalysis
Needexperiencednurses(homehealthcare)
Needbehavioralhealthprofessionals,psychiatrists,etc.
H16Visagappotential–challengestrategy
MeetingtheSkillsGap:Training
Manylong-term,highlyskilledemployeeswhoareclosetoretirement-noonetoreplacethem
Difficulttotrainandretrainlongtermemployees
Limitedtimeformentorship
Encouragecompaniestosetuptrainingprogramsforjunioremployees
Applicantsneedtoknowhowtofocusonorapproachjobsearch
Expectationgap:Lackoflearning“agility”(adaptability)
Needtorepurposepeople
Lackofmulti-skilltraining(e.g.,mechatronics)
Automation
Workonsoftskills–thementalhealthcomponent
Provideon-linetrainingopportunitiesaswellascontinuingeducation
Morehandsontrainingsopeopleunderstandrealworldapplication
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Pre-apprenticeshipprograms
• Statematchingfundsofmanufacturingtraining
• Platformtoemploymentprogram
• CTapprenticeshiptraining
• Mandatoryfieldworkprograms
Trainingfortempagenciesonworkforceneeds
Trainingfornursinginhomeandlongtermhealthcare
Certifiednursingassistanttraining
LackofworkforcelevelEnglishasSecondLanguage(ESL)trainingattheworkplace
Difficultieswithjobshadowinginhealthcare,onlyallowableifindividualsarepossiblejobcandidate.ThereareissueswithHIPAAandjobshadowing
Incentiveprogramsforapprenticeships,butitishardtofindcandidates
Trainingfortempagencies
MeetingtheSkillsGap:Education
Needtodevelopneweducationalmodels
Collegesandbusinessesneedtoworktogethertofocusefforts
Schoolsneedtocultivaterelationshipswithbusinesscommunity,chambers,etc.
Weneedtocreateshorterandbetterpathwaystocareers
Workwithschoolguidancecounselors
• Fosterachangeinperceptionofmanufacturingjobs
• Matchtoday’sreality–highpay,highskill,hightech
Workwithcareercounselorstohelpmeettheneedsofdifferentstudentsbyencouragingcertifiedprograms,associatedegrees,four-yearcollegedegrees
Companies,education,peopleneedtogetcomfortablewithchange
Schoolsneedtocultivaterelationshipswithbusinesscommunity,chambers,etc.
Partnerwitheducationfor“lifelonglearning”
Studentsneedtrainingininterviewpreparationandotherareasofbusinesscommunication
• Writingskills(i.e.,memos,resumes,jobapplicationprocess)
• Interviewingskillsandprocess
• Beabletoworkinteams
• Professionalpresentation
• Howtohire–whattheylookat–phonescreen
• Keywords-forresume,forjobdescriptions
• Millennial-doresearchoncompany
• Socialskills-howtonetworkandinteractwithothersinaprofessionalsetting
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• Developworkethic
CommunityBarriers
Inconsistencyofpublictransportation
• Limitedbusroutesinremotelocations,gapinroutes
• Costfortrains,bus,etc.(somecompanieshelpwithshuttle)
• Mightlimithiringbasedonwherecandidatelives
• Parkingavailability
• Transportation–(Intermodal)
• Can’tgettocertainlocations-tooexpensive(Ansonia,Monroe,evenNorwalk)
CostofLiving
Lowerstatetaxes
PromoteCTlifestyle,events,andnightlife
Perceptionsofmanufacturing
Requiresintelligence,butnotperceivedthatway
Stigmatizedaslowerleveljobs(notjustthat,butitsseenasmenialworkthatmanypeopledon’twanttodo)
Lackofshopclassinschools
“Lowpaying”,butstudentsdon’tunderstandsalaryranges(e.g.,McDonaldsversusmanufacturing)
Education/trainingneedstobefluid,responsive,abilityto“breakrules”andbeleadbyindustry
Can’ttake18monthsforprogramtochange,can’tacceptunionworkrulesandbumpingoflessthantopnotchtalentteachingourfutureemployees
EmploymentBarriers
Unionsrootcauseoftheproblembyresistingchange,protectingthosewhoarenotthebest,andlosingtalentduetobumping
Leadershipisneeded:Toomuchturfandinfightingatstatelevelinthepast
Flexibility–owners,educators–oldrulesandrulesinseveral(sic)don’tworkanymore–understandthemillennials
QUESTION2:WHATAREEXAMPLESOFINITIATIVESORSOLUTIONSTHATAREWORKINGSUCCESSFULLYTORESOLVEWORKFORCECHALLENGESINTHESOUTHWESTCONNECTICUTREGION?
FindingSkilledandExperiencedTalent
GraduatesfromAdvancedManufacturingprogramsaroundthestate
Thrive-networkingorganizationsthatconnectemployerswithworkers
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Creatingcareerreadinesspathways
Careerpathcollaborationswithcompaniesthatprovidetuitionreimbursement
Manufacturing:EmmettO’BrienHighSchool,HousatonicCommunityCollege,andPlattTechnicalHighSchool
BullardHavenHighSchoolanotherresource(forevery$1spentget$0.50back)
Theworkplace“CareerReadiness”
StatelockingupSikorskyuntil2032
T/TAC(TrainingandTechnicalAssistanceCenter)leadstogreaterconnectionswithindustryandindustryadvisorygroup
MeetingtheSkillsGap:Training
PlatformtoemploymentatTheWorkPlaceisamodelprogram
PartnershipswithHCCandPlattHighSchoolforincumbentworkertraining(Copy+expandwhatworks–i.e.PlattTech’sprogram,AsnutuckCC,HCC)
Needstackablecredentials(e.g.,CNA,EKG,phlebotomy,patientcaretechnicianorCompTIAA+,Network,andSecurity)
LeverageinfrastructurewithConnecticutDepartmentofLabor,communitycolleges,highschools,andemployers
Trainingprogramsneedup-to-dateequipmenttopreventemployersinvestinginworksitetraining
MicroboardProcessingInc.,apprenticeprogram’slowturnoverrate
MedtronicDavinciaRobotics
MeetingtheSkillsGap:Education
Educationalprogramneedup-to-dateequipment(e.g.,CNCmachining)
Non-profitsupportforeducationandtraining(communitytrusts)
Commitmentofresources,timetoemployeesofsmalltomidsizecompanies
QUESTION3:WHATSTRATEGIESCANBEPURSUED?WHICHMAKESTHEGREATESTDIFFERENCEINRESOLVINGTHEWORKFORCECHALLENGES?
CareerReadiness
• Identifycareerreadinesscompetencies
• Needtoaddressareasthatprepareworkersforcareers:
• Appearance–coloredhair,earrings,“Knowyouraudience”
• Dresscode
• Teachbusinessetiquette
• Teachacourseortwoonbusinesswritingskills(i.e.,emails,memos,useoftextmessaging,etc.
• Customerservice-teachbasiccommunicationskills
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• Studythedifferencebetweenmanagersandworkers
• Timing–can’tgettoclass(orwork)ontime–thereareconsequence
• Riskmanagement-contactemployerandaskwhatisneeded…whatisneededonresume
Inviteparentstocareerfairsandexplainimportanceoftheseevents
Hardtogetparentbuyin,stillwanttheirstudenttogotocollege
YoungerinterventionforSTEM
EmployertrainingforNIMS(MFG.certification)
Pre-Apprenticeoption
• Notasstringentrequirements
• Maynothavetoofferbenefits
• Noobligationtohire
• Subsidizeseniorpersontotrain
MeetingtheSkillsGap:Training
Retiredmachinists
• Needpooloftalenttheywouldbewillingtotrain
• Couldstateorganizelist?
Unionpathways
Grantsforapprenticeprograms
Highlyskilledpeopleareburntoutanddon’thavetimetotrainresultinginemployerpayingovertimeandlosingprofits
HCCGraduateswillbestrongerintheirfieldbutneedmorepatiencetobuildskills
• Ex:4-5yearsformachinists
• Companieshopethatretentionoccurs,socandidateshavechancetoberealmachinist
Blendoftrainingoptions
• Weekends/nights
• Online
• Industrygrouping/incumbentworkers
• Agegrouping
• Flexibilityofschedule
Inspectors/mechatronics
• 8-yearholes
• Needflexibilitytoinspectdifferentproducts,notjust1
ExpandApprenticeprograms
StrategyExample:Hartfordinsurance
§ Givecompany$3500fortuition
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§ Growpipelinesintootherprofessions(ex:paralegalHFleisure+hospitals)
§ Classroom+onlinejobtrainingforoneyear
§ Newpeopleorretraining
§ State/employercollaboration
§ Ctapprenticeship.com
§ CCpartnerships–pipeline
§ Familybusinessrestrictions
StrategyExample:ExamineGermanapprenticeshipprograms
§ 3years11-12gradesstart
Rotationbetweendepartments
§ Pushapprenticeshipsintot15
StrategyExample:CTHires–laborexchange
• Createspoolofemployeestomatchwithemployers
• Manufacturingjobagency
• GoodsourceswithIndeedformachinists
MeetingtheSkillsGap:Education
Celebratesuccessesandsharewithyoungerstudents
Shopclassinmiddleschool
Internvs.apprenticeprogram(Paidvs.nonpaid)
Collegegraduatestarget,butneedflexibletraining
SummerprogramsforyoungerstudentsthatcouldbehousedatCCoversummer
Teachershortage–don’tneedmaster’sdegreetobeatechteachermentoring(usealternativecredentialtomeetaccreditationstandardsinhigheducation).
InHealthcare,needIT,Telemedicine,monitoringathome(laggingbehind)
Healthcareinformatics
Softwarebasis
Businessmodels-greaterepicattheirtrainingfacility(Wisconsin)
Credentialedtrainer
Radiologyinepic–analyst,otherpositions
Crosstrainininformaticsandclinicalfield(HER)
RoboticsTraining
• LordChamberlin&ST.V’sforhealthsciencesathighschools-FullyearlabforA+P
• SheltonH.S.–Careerpathways
• EastHaven–Healthsciences
Openpathwaysforhighschoolspartnershipstoofferfornewhires
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• CentralH.S.=CNAsprogram
• Collaborate–H.S.&collegesi.e.,St.V’s&BassickandCANcollaboration
• EHR->communications->Diff.typesoffacilities
Breaktherules
Don’thave18monthstoadapt/changeprograms
Pushunionsforflexibility–bumpingisaproblem
Programsmustbefluid+responsive
Attracttop-notchtalent–legislationtochangerequirements
Continuingeducationforemployeesandforeducators
ClosingtheSkillGap:RecruitmentandRetentionofTalent
StrategyExample:CreateastatewideTalentManagementOffice
• Focusgroups
• Surveys
• Recognitions
• Benefits
• Tuition
Strategies:HardtoFillJobs
Stepupprogramdefrayscost/risk
Usemoneytopaynewhiresmore
Morehandson–allwayupthroughengineeringdegrees
Fasterpromotionpathvs.oldslow,samepathforeveryone
ApprenticeshipofferOn-the-JobTraining(OJT),classes+mentoring
Partnerwithcommunitycollegestobuildthecurriculum
Workatdevelopingcoreskills,evengettingDepartmentofLaborgrantstodothis
Developarelationshipwithvocationalhighschools
Shareteachingtalent
Scholarshipstosupportadditionaleducation
Workwithworkforceboards
Looktonotforprofitstodevelopworkforcepartnerships(e.g.,UnitedWay,GoodWill,SalvationArmy)
BIP–BridgeportInnovationProgram
LookatwaystocollaboratewiththeCityofBridgeport
Flexiblescheduling/THsharing
PromoteCTlifestyle,events,andnightlife
Facilitators/Trainerscontractorson-site,soskilledworkflownotinterrupted
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Marketing&promotingsuppliersvs.biggeremployers
Tuitionreimbursement
• Givescholarships
• Tuitionremission
Recognizeandawardemployees
• Signonbonus
• Allocateandforlongevitybonus–incentivize
• Employerreferral–bonus
• Alwayslooktodevelopeveryonetohisorherfullpotential
• Identifyjobsatisfiers
• Createcareerpaths
WorkerRetention
• CompetitiveSalaries
• NetworkingGroups
• EmployeeRecognition
• CompanyBrand/CorporateCulture
RelationshipbetweenCompanyandCollege
Onlinecourses
Moreavailabilityofadvancedcoursework
Incumbentworkertrainingprogramflexibility
Examinewageandbenefitsstructure
Leadershipdevelopmentandprofessionaldevelopmentprograms
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EVALUATIONFORM
Please read each statement and check mark your rating from Strongly Agree (1), Agree (2), Disagree (3), and Strongly Disagree (4)
Program Average STDEV N
Overall Workforce Summit 1.38 .50 34
Presentation by Mr. Joe Carbone 1.30 .46 33
Panel Presentation: Industry Needs 1.50 .67 32
Breakout Sessions 1.38 .61 34
Closing Remarks: Commissioner Jackson 1.30 .47 33
WHATWASTHEMOSTIMPORTANTPARTOFTHEWORKFORCESUMMIT?
All was very informative. Breakout sessions were excellent
Break out session
Networking, finding resources
Breakout sessions
Breakout sessions were very informative
the panel was so informative
Group discussions ✓+
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Collaboration of ideas
Breakout sessions specific to each discipline and opportunity for discussion for networking
Engaging education and employers
Listen and check off that other employers are in a similar set of issues
Joe Carbone's Data
The most important part was the information shared by Joe Carbone
Small group discussions
Learning about HCC manufacturing program. Connecting with employers
Learn more about resources available. Advanced manufacturing DOL, etc.
Roundtable
Panel Presentations
#1 Breakfast Sessions #2all presentations
Networking, getting to meet some people who I had spoken with on the phone or email in person
Panel + Breakout
Sharing of info @ breakout sessions
Networking and meeting industry leaders
Breakout sessions
Breakout sessions
That HCC & attendees are looking for answers & changes
Breakout sessions
All of it
Getting people together to talk
Bringing local leaders together
All of it was informative
HOWCOULDTHECONTENTANDFORMATOFTHESUMMITBEIMPROVED?
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Include tours of Housatonic Community College (e.g., Advanced Manufacturing Program)
Share breakout session outcomes with attendees
No recommendations
Microphone for questions
Continue industry speakers
Prior material sent out
We could have quarterly Summits
focus more on the strategies that we can put into place
Leave a little time for breakout session leaders to compile info
More employer input
Nice flow, moved along quickly. Keep similar format
I think it was great. Perhaps not having quite as many groups since the reporting got a little long
Little more focus for breakout session
one additional small group activity
Take all of the key overlapping key points and Strategies on how to implement them.
It was very well presented
More varied fields for work groups
Panel wasn't too helpful
Unable to hear questions from audience - traveling mic would be good
More attendance - more business participation
The breakout sessions need to have more people from the industries indicated. There was only one IT firm in the technology breakout.
WOULDYOURECOMMENDASPEAKERORTOPICFORAFUTUREWORKFORCESUMMIT?
Dave Kelly - NPI very knowledgeable/great resource
Retirement cliffs (aging workforce)
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The Mayor of the region
Commissioner Jackson as a keynote
Maybe the option to obtain a little more detail about some of the Department of Labor services
Bring back Mr. Jackson with a progress report.
Report back progress made from suggestions from previous Summits
New technology firms in the CT area
Past apprentices
Stories of overcoming competitive challenging in workforce development
Yes - discuss positivity of CT - Bill Purcell of Valley Chamber. Too much "CT Bashing" not enough encouragement
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LISTOFPARTICIPANTS
Alexander Dacey Amodex Products Alissa Hamilton Bausch + Stroebel Machine Company Anisha Thomas Housatonic Community College Anna Champagne Subway World Headquarters Arian Pagán Housatonic Community College Bernard Krieger Cober, Inc. Betty Ann Griffin St. Vincent's College Beverlee Dacey Amodex Products Inc Bob Allard CONNSTEP Inc. Bob Allard CONNSTEP Chris Aronson EDR Christopher Clouet Shelton Public Schools Cynthia Lyon The Business Council of Fairfield County Dave Kelly NPI/Medical David Marsh People's United Bank David Tuttle Platt Technical High School Dawn Hatchette Life Bridge Community Services Debbie Anderson Emmett O'Brien Debra Perazzella Disanto Technology Diane Christiano Stratford Public Schools Diane Monagan Northeast Laser Dr. Paul Maloney Fairfield University Erika Trimarchi PTA Plastics Eryn Bingle Congressman Jim Himes Glenn C. McCue The Beta Shim Company Griffin Burrows Fairfield Guest Gateway Community College Guest CT. Department of Labor Guest WCHN Guest Lindy Lee Gold State of CT Department of Economic and Community
Development Jacqueline Godbout NPI/Medical Janice Corvino Subway World Headquarters Jerry Clupper New Haven Manufacturing Association Jerry Russo Prime Resources Corp Jim Heun Butler Aerospace & Defense Jo Bennett Gartner Joe Carbone The WorkPlace John Boanno EDR John Bonaguro HCC
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John Namnoum Circuit Breaker Sales NE Inc Joseph A. Duhaime Sr Housatonic Community College Joseph Jenecaro Housatonic Community College Karen DelVecchio Bridgeport Regional Business Council Kate Donahue Hampford Research, Inc. Kathy Saint Schwerdtle Technologies Kelley Johnson Doors to Explore Inc. Kenneth Saranich Shelton Public Schools Kimberly Wood Housatonic Community College Kris Lorch Alloy Engineering Kurt Westby CT Dept. of Labor lauren DEBENEDICTIS PRESTIGE INDUSTRIAL FINISHING CO. Laurie LeBouthillier Emmett O'Brien THS Lesley Mara CSCU Lori De Leo ASML Lori Sanchez Valley Regional Adult Education Lori-lynn Chatlos Connecticut Department of Labor Ludwig Spinelli Optimus Health Care, Inc. Marcy Minnick Excello Tool Maribel Morgan CONNSTEP Maricel Pathammavong CT Department of Labor Office of Apprenticeship Training Marilyn Caraballo Prime Resources Corp Mark A. Stankiewicz Connecticut Department of Labor Mary Beth Nelsen The Right Resource Mary Ellen Cody Gateway Community College Matt Gasper Monroe Staffing Meredith C Ferraro Southwestern AHEC, Inc. Merilee Roussat Gateway Community College Michael Proto Prestige Industrial Finishing Mickey Herbert Bridgeport Regional Business Council Mike Iassogna Tier ONE Machining & Assembly Monika Gibek ASML Nicole Russo MPI Pamela Pirog HOusatonic Community College Paul Zepp Farrel Corporation Paula F. Chapla HCC Phil Dante HCC Richard DuPont HCC Robert Colapietro CONNSTEP, Inc. RSEProName Organization Scott Zito Platt Tech/ CTHSS Stan Montefusco Tier ONE, LLC Stephanie De Ment Electri-Cable Assemblies Suzanne Cincotta Goodwill Western & Northern CT Tom Barrett Disanto Technology
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Tony Troiano Tier ONE, LLC Tracy Ariel CSCU Vicki Bozzuto Gateway Community College Victor Fuda CT Department of Labor William Witecki ProFlow inc
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BIOGRAPHIESOFSPEAKERS
JosephM.Carbone,PresidentandChiefExecutiveOfficer,TheWorkPlace
JoeCarbonehasbeenPresidentandChiefExecutiveOfficerofTheWorkPlacesince1996.DuringJoe’stenure,TheWorkPlacehasevolvedintoanationallyrecognizedleaderincreatinginnovativeworkforceprograms.TheWorkPlace’sentrepreneurialapproachtoworkforcedevelopmenthasexpandedtheagency’scapacitytoassistunderservedpopulations,includingworkerswithdisabilities,atriskyouthandveterans.Inresponsetothedevastatingimpactsoftherecession,TheWorkPlacelaunchedPlatformtoEmploymenttoassistthelong-termunemployedreturntowork.Theprogram’ssuccesshasbeencoveredbynationalmedia,including“60Minutes”andreplicatedinmorethanadozenstatesacrossthecountry.
JoehasbrandedTheWorkPlaceasacompetitivebusinessratherthanatraditionalnonprofit.TheWorkPlace’saggressivepursuitoffee-for-serviceventuresandcompetitivegrantsfrombothgovernmentandprivatefoundationsenablestheorganizationtoprovidelife-changingassistancetothousandsofpeopleeachyearinConnecticut.TheregionalbusinesscommunityhasrecognizedJoewiththeWalterH.Wheeler,Jr.LeadershipAward,namedafterthevisionaryPitneyBowesleader,forJoe’sdistinctionasanon-profitexecutiveandcommitmenttoensurethatallindividualscanmakeacontributionintheworkforce.
Recently,JoewasappointedbytheFederalReserveBankofNewYorktoserveontheirCommunityAdvisoryGroup,composedofleadersofnonprofitandcommunityorganizationsfromthroughouttheFederalReserve’sSecondDistrict.MemberswillprovidetheNewYorkFedareal-timeviewoftheissuesfacedbythediversecommunitiesacrosstheregion.
Joeisaseasonedadministratorwithprivatesectorexperience,havingmanagedgovernmentrelationsforTextronandtheAlliedSignalCorporations.Asaleader,Joe’sstyleemphasizesentrepreneurship,inclusion,cooperation,andaccountability.
JeffL.Hubbard,MarketPresident,CommercialSalesLeader,ConnecticutandWesternMassachusettsMarket,KeyBank
JeffL.HubbardservesasPresidentandCommercialSalesLeaderforKeyBank’sConnecticutandWesternMassachusettsmarket.Inthisrole,heleadsthebank’sregionaleconomicandcommunitydevelopmentefforts,andoverseesthesaleseffortfordeliveringafullrangeoflendingandfinancialservicesofferedtocommercialclients.Heisalsoaccountablefordrivingcollaborationandcoordinationofactivitiesandresourcestogeneraterevenuegrowthandincreasemarketshare,andservesastheexternalfaceandvoiceofKeyBankintheConnecticutandWesternMassachusettscommunities.JeffisalsothePresidentoftheKeyServingCompany.
PriortotheacquisitionofFirstNiagaraBankbyKeyBankin2016,HubbardservedasNewEnglandRegionalPresidentforFirstNiagara.HejoinedFirstNiagarain2015fromTDBank,N.A.,whereheservedforsixyears,mostrecentlyasRegionalVicePresident,CommercialBankingresponsibleformanagingthedailybusinessactivitiesfor
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thebankintheHartfordregionofConnecticut,aswellasexpandedresponsibilityforleadingthebank’scommercial,middlemarketandsmallbusinesslendingactivitiesstatewide.
PriortoTDBank,HubbardservedasSeniorRiskOfficerforBankofAmericawithresponsibilityforevaluatingcreditapprovalsincollaborationwithmarketobjectives.From2002to2009,hewasSeniorVicePresidentandManagerforWebsterBank,withresponsibilitiesinConnecticut,Massachusetts,NewYorkandRhodeIsland.Inadditiontoleadingateamofmorethanadozenbankers,duringhisseven-yeartenureheoversawthelaunchoffourmajorinitiativesforthebank.From1993to2002,HubbardwasbasedinNewHaven,CTservinginseniormanagementpositionswithFleetBankandMerrillLynch.
HubbardearnedhisBachelorofSciencedegreeinBusinessAdministrationfromPlymouthStateUniversityinPlymouthNewHampshire,aMasteryCertificatefromtheUniversityofConnecticutBusinessSchoolandisgraduatingfromtheStonierGraduateSchoolofBankingatWhartonUniversityinJuneofthisyear.He’sanactivememberofthecommunity,servingontheExecutiveboardsoftheConnecticutBusiness&IndustryCouncilandtheConnecticutBankersAssociation.JeffhasboardrolesonUnitedWayofCentralandNortheasternConnecticut,GreaterNewHavenUnitedWay,GreaterHartfordYMCA,CAPA/ShubertNewHaven,andHEDCOInc.andMarketNewHaven.HeisaformerboardmemberoftheCommunityInvestmentCorporation,Connecticut.
ScottD.Jackson,Commissioner,ConnecticutDepartmentofLabor
ScottD.JacksonwasappointedCommissioneroftheConnecticutDepartmentofLaborinFebruary2016.AgraduateofCornellUniversity,fromwhichheholdsaBachelor’sdegreeinGovernment,CommissionerJacksonservedassecretaryoftheCornellCivilLibertiesUnionandwasontheeditorialstaffoftheCornellPoliticalForum.WhileatCornellhewasawardedaMellonFoundationFellowshiptostudydemographictrendsinmunicipalgovernmentatYaleUniversity,andreceivedoneoftwoMinorityStudentAchievementAwardsfromtheCornellUniversityCollegeofArtsandSciences.
From1993to2000,CommissionerJacksonwasamemberofU.S.SenatorJosephLieberman’sstaffinHartford,wherehehandledcitizenoutreachandcaseworkdutiesandservedasSystemsAdministrator.HeleftSenatorLieberman'sofficein2000toserveasProjectManagerandTechnicalDirectorfortheConnecticutPolicyandEconomicCouncil,anentrepreneurialnon-profitdedicatedtoimprovingthedeliveryofgovernmentservices.
In2003,ScottreturnedtoSenatorLieberman'sofficeasDeputyStateDirectorforConstituentServices.HealsobecameamemberoftheTownofHamden'sCommunityDevelopmentAdvisoryCommission.Ayearlater,hewasappointedtomanagethetown'sOfficeofHousingandNeighborhoodDevelopment,whichwaschargedwithoverseeingtheCommunityDevelopmentBlockGrant.In2005,hewasappointedChiefAdministrativeOfficerfortheTownofHamden.HewaselectedMayorofHamdenin2009,leavingtheofficein2015tobecomeConnecticut’sUndersecretaryforIntergovernmentalPolicy.
In2014,CommissionerJacksonwasappointedbyGovernorDannelP.Malloytoserveon–andwaschairmanof–theGovernor’sSandyHookAdvisoryCommission.Aschair,heutilizedhisserviceonstatewideboardsandcommissionstoguidethe16-memberpanelasitinvestigatedthe2013tragedyatSandyHookElementarySchool.
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GeorgeMitchell,VicePresident,OperationsProductCenters,Sikorsky,aLockheedMartinCompany
GeorgeMitchellisVicePresident,OperationsProductCentersforSikorsky,aLockheedMartinCorporation.Inthiscapacity,heisresponsibleforleadingthebusinessandmanufacturingoperationsforAerostructures,Avionics,Blades,DynamicComponents,andtheSikorskyMaintenance,Repair&Overhaulunits.
TheProductCentersmanufacturethecomponentsandassembliesusedtobuildhelicoptersforourcustomersinAssemblyandFlightOperations,andtoserviceaftermarketcustomers.George’sadditionalresponsibilitiesincludetheSales,Inventory&OperationsPlanningprocess,EnterpriseAssetManagement,MaterialLogistics,andsubcontractormanagement.TheProductCentershave2,700employeeslocatedinsevendomesticandinternationallocations.
Previously,GeorgewasVicePresidentofAircraftandSupport,responsibleforallaspectsoffieldserviceoperationsandplatformmanagementacrosstheenterprise.HewasalsotheVicePresidentofourSASMilitaryCustomerSupportgroupinwhichheandhisteamwereaccountablefor$1.3bofU.S.GovernmentandForeignMilitaryaftermarketsalesandproductsupport.
Priortotheseroles,GeorgeservedasGeneralManagerofMilitaryAircraftCenter,DirectorofMaintenance,Repair&Overhaul;andProductionOperationsManager-TransmissionManufacturing.HewasalsotheChiefManufacturingEngineerontheS92andComancheprograms.Georgehasexperienceinallphasesofmanagement,includingoperations,sales,andsupplychain.Healsohasextensiveexperienceinthedevelopmentofnewproductsandmanufacturingprocesses.
GeorgehasfourU.S.patentsassociatedwiththemanufactureandtoolingofaerospacetransmissioncomponents.HehasbeenpublishedbytheAmericanHelicopterSociety,andhasreceivedseveralcustomer,company,andcommunityserviceawards.HeistheBoardChairmanfortheGreatValleyChamberofCommerceandaCorporatorfortheValleyUnitedWayandLowerNaugatuckBoyandGirlsClub.
HeholdsaB.S.inIndustrialTechnology,ManufacturingandanM.S.inOrganizationalManagementfromCentralConnecticutStateUniversity.
MelissaTurner,Sr.VPHRforBridgeport&GreenwichHospitals,YaleNewHavenSystem,VPTalentAcquisitionYaleNewHavenHealthSystem
MelissaistheSeniorVicePresidentofHumanResourcesatbothGreenwichandBridgeportHospitalsandVicePresidentTalentAcquisitionforYaleNewHavenHealthSystem.SheholdsaBachelor’sdegreefromtheUniversityofKansasandcompletedtheWhartonSchoolofBusiness,ExecutiveEducationProgramforLeadershipDevelopment.
Priortohealthcare,MelissaheldseniorHumanResourceleadershippositionswithintheconsumerproductsandtechnologyindustries.
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STEERINGCOMMITTEEMEMBERS
JohnA.BonaguroChairpersonAssociateDeanContinuingandProfessionalEducationHousatonicCommunityCollege900LafayetteBlvdBridgeport,CT06604
Lori-lynnChatlosBusinessServicesSpecialistConnecticutDepartmentofLabor2LafayetteSquareBridgeport,CT06604
AmyH.CunninghamExecutiveDirectorConnecticutHealthCouncil31PrattStreet,5thFloorHartford,CT06103
KateHampfordDonahuePresident&CEOHampfordResearch,Inc.54VeteransBlvd.Stratford,CT06615
MichaelGarganoPresident/CEOSt.Vincent'sCollege2800MainStreetBridgeport,CT06606
BettyGriffinAssistantDirectorContinuingandProfessionalStudiesSt.Vincent'sCollege2800MainStreetBridgeport,CT06606
MickeyHerbertPresidentandCEOBRCC10MiddleStreet,14thFloorBridgeport,CT06604
JoeJenecaroCoordinator,ContinuingEducationHousatonicCommunityCollege900LafayetteBlvdBridgeport,CT06604
NicoleRussoPresident,CEOMPI36CogwheelLaneSeymour,CT06483
KathySaintPresidentSchwerdtle41BenhamAvenueBridgeport,CT06605
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NYTimes
Wanted:FactoryWorkers,DegreeRequired
ByJEFFREYJ.SELINGOJANUARY30,2017
WhentheGermanengineeringcompanySiemensEnergyopenedagasturbineproductionplantinCharlotte,N.C.,some10,000peopleshowedupatajobfairfor800positions.Butfewerthan15percentoftheapplicantswereabletopassareading,writingandmathscreeningtestgearedtowardaninth-gradeeducation.
“Inourfactories,there’sacomputeraboutevery20or30feet,”saidEricSpiegel,whorecentlyretiredaspresidentandchiefexecutiveofSiemensU.S.A.“Peopleontheplantfloorneedtobemuchmoreskilledthantheywereinthepast.TherearenojobsforhighschoolgraduatesatSiemenstoday.”
DittoatJohnDeeredealerships,whichrepairmillion-dollarfarmingmachineryfilledwithseveraldozencomputers.Fixingtractorsandgrainharvestersnowrequiresadvancedmathandcomprehensionskillsandtheabilitytosolveproblemsonthefly.“Thetoolboxisnowacomputer,”saidAndyWinnett,whodirectsthecompany’sagriculturalprogramatWallaWallaCommunityCollegeinWashington.
Thesearethetypesofgood-payingjobsthatPresidentTrump,blamingtradedealsforthedeclineinmanufacturing,haspromisedtobringbacktoworking-classcommunities.ButaccordingtoastudybyBallStateUniversity,nearlyninein10jobsthatdisappearedsince2000werelosttoautomationinthedecades-longmarchtoaninformation-driveneconomy,nottoworkersinothercountries.
Evenifthosejobsreturned,ahighschooldiplomaissimplynolongergoodenoughtofillthem.Yetrarelydiscussedinthepoliticaldebateoverlostjobsaretheacademicskillsneededfortoday’sfactory-floorpositions,andthepathwaysthrougheducationthatleadtothem.
ManybelievethatthesolutionisformoreAmericanstogotocollege.Butthecollege-for-allmovement,whichgotitsstartinthe1970sasAmericanmanufacturingbeganitsdecline,isoftenconflatedwithearningabachelor’sdegree.
Manyhighschoolstudentsrushofftofour-yearcampusesnotreadyfortheacademicworkornotsurewhytheyarethere.Governmentdatashowthat44percentofnewgraduatesenrolldirectlyinafour-yearcollege,butbasedonrecenttrends,lessthanhalfofthemwillearnadegreewithinfouryears.Andthoughtwo-yearcollegeshavelongbeenidentifiedastheinstitutionsthatfillthejob-trainingrole,some80percentofcommunitycollegestudentssaytheyintendtogoonforabachelor’sdegree,ortheyleavewithgenericassociatedegreesthatareoflittlevalueinthejobmarket.
StudentsintheUnitedStatesareofferedfewfeasibleroutestomiddle-skillcareers—jobsthatrequiremoreeducationthanahighschooldiplomabuttypicallynotabachelor’sdegree.TheNationalSkillsCoalition,anonprofitorganization,calculatesthatmiddle-skilljobs—incomputertechnology,healthcare,construction,high-skill
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manufacturingandotherfields—accountfor54percentofthelabormarket,butonly44percentofworkersaresufficientlytrained.
“Thebachelor’sdegreeisthegoldstandard,butthehighereducationsystemhastocreatewaysforstudentstochoosetrainingandeducationintheirowntimeandsequence,”saidAnthonyP.Carnevale,thedirectoroftheCenteronEducationandtheWorkforceatGeorgetownUniversity.“Highered,”hesaid,“needstorespectthedignityoflabor.”
Facedwithaskillsgap,employersareincreasinglyworkingwithcommunitycollegestoprovidestudentswithboththeacademiceducationneededtosucceedintoday’sworkforceandthespecifichands-onskillstogetajobintheircompanies.JohnDeere,forexample,hasdesignedacurriculumanddonatedfarmequipmenttoseveralcommunitycollegestotraintechniciansforitsdealernetwork.About15to20studentscomethroughtheprogramatWallaWallaeachsemester.BecausetheyaresponsoredbyaJohnDeeredealership,wherethestudentsworkforhalftheprogram,mostgraduateintwoyearswithajobinhand.Techniciansstartatsalariesjustshyof$40,000,onaverage.
Dr.Carnevale’sresearchhasfoundthat40percentofmiddle-skillsjobspaymorethan$55,000ayear;some14percentpaymorethan$80,000(bycomparison,themediansalaryforyoungadultswithabachelor’sdegreeis$50,000).
JobsliketheonesJohnDeereoffersarestillassociatedinpeople’smindswithstudentswhoperformedpoorlyinhighschool,thoseconsidered“notcollegematerial.”ButtosucceedinprogramslikethoseatWallaWalla,studentsneedtotakeadvancedmathandwritinginhighschool,academicstypicallyencouragedonlyforthosegoingontofour-yearcolleges.
Persuadingstudentsandtheirparentstoconsidertheapprenticeshiptrackisatoughsell,especiallybecausecompanieswantstudentswhohaveastrongacademicbackground.
StrugglingtofilljobsintheCharlotteplant,Siemensin2011createdanapprenticeshipprogramforseniorsatlocalhighschoolsthatcombinesfouryearsofon-the-jobtrainingwithanassociatedegreeinmechatronicsfromnearbyCentralPiedmontCommunityCollege.Whentheyfinish,graduateshavenostudentloansandearnmorethan$50,000ayear.
“Thesearenotpositionsforunderachievers,”saidRogerCollins,whorecruitsapprenticesforSiemensat15Charlotte-areahighschools.
ChadRobinsonwasoneofthosestudents.Rankedinthetop10ofhishighschool’sseniorclass,witha3.75grade-pointaverage,hehadalreadybeenacceptedtotheengineeringschoolattheUniversityofNorthCarolinaatCharlottewhenhetoldhisparentshewantedtoshiftcourseandapplyfortheSiemensapprenticeship.
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“Theywereveryagainstit,”hesaid,untiltheywenttotheopenhouse.“Alotofmyfriendswhomajoredinengineeringincollegetoldmetheywishtheyhaddonetheapprenticeshipbecausemyworkexperiencewillputmeaheadofeveryoneelse.”
ITisnotuncommontofindexecutivesinEuropewhogottheirstartinapprenticeships,whichareseenasarespectedpathtoaprofessioninavarietyoffields,fromhospitalitytohealthcare,retailtobanking.
IntheUnitedStates,ontheotherhand,apprenticeshipshavelongbeenassociatedwiththeconstructiontradesandlaborunions.ThatcanbetracedtoaDepression-eralaborshortagethatledCongresstopasstheNationalApprenticeshipAct.TheactformalizedstandardsandempoweredtheLaborDepartmenttocertifytraining,whichwasmostlyinmanuallaboroccupations.Unionstookonthetask,tightlycontrollingapprenticeshipopportunitiesandpassingthemdownthroughthegenerations.
InthedecadesafterWorldWarII,registeredprogramsexpandedinnumberandtype,withtheadditionoffieldslikefirefightingandmedicaltechnician.Butapprenticeshipsnevercaughton,relegatedtoasecond-classcareertrackascollegeenrollmentballoonedinthe1960sand’70s,andmorerecentlymirroringthefalloffintheinfluenceandmembershipoflaborunions.
TheDepartmentofLabor’sregistrynowlists21,000programswithabout500,000apprentices,whichsoundsimpressivebutrepresentsonly1.5percentof18-to24-year-oldsinthiscountryandisfarshortofdemand.Still,participationisup35percentandthenumberofprogramsby11percentsince2013.
Apprenticeshipsaremakingacomebackthanksinparttobipartisansupportamonglawmakers.Inthelasttwoyears,Washingtonhasallocated$265milliontospurprograms.PresidentObama’ssecretaryoflabor,ThomasE.Perez,astrongproponent,attemptedtorebrandapprenticeshipstoappealtoeducatorsandparents.Duringhistenure,thedepartmentestablishedapartnershipbetweenregisteredcommunitycollegesandsponsorsthatallowedon-the-job-trainingtocountasacademiccredittowardadegree.
“Apprenticeshipistheothercollege,exceptwithoutthedebt,”saidMr.Perez,whohadagoalofdoublingthenumberby2018.AdvocatesarehopefulthatthetrendwillcontinuewithnewleadershipinWashington,givenPresidentTrump’sfamiliaritywithconstruction.
Whilethebuildingtradesstilldominate,thetypesofoccupationsofferinginternshipshaveexpandedtoincludejobslikepharmacytechnician,I.T.projectmanagerandinsuranceadjuster.Aon,theinsuranceandfinancialservicescompany,lastmonthannouncedaprograminChicagoinwhichhighschoolgraduatesgettraininginaccountmanagement,humanresources,financialanalysisandinformationtechnologywhileearninganassociatedegreefromHaroldWashingtonCollegeorHarperCollege.
Gov.JohnHickenlooperofColoradowantstomakeapprenticeshipsubiquitousinhighschoolsaroundhisstate.Laterthisyear,backedby$9.5millionfromBloombergPhilanthropiesandJPMorganChase,Coloradowillbeginofferinghands-ontraining,startinginhighschool,infinancialservices,informationtechnologyandhealthcareaswellas
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manufacturing.Thegoalistomaketheprogramavailabletosome20,000studentsatallacademicandincomelevelswithinthenextdecade.
“ApprenticeshipscanstartwithajobandendwithaPh.D.,”saidNoelGinsburg,whoheadsuptheprogramandispresidentandfounderofIntertechPlasticsinDenver.TheinitiativewasinspiredbyavisitthatMr.GinsburganddozensofpoliticiansandbusinessandeducationleadersmadetoSwitzerlandin2015.AlthoughGermanapprenticeshipsareoftenheldupasthemodel,Mr.GinsburgpreferredtheSwissapproach,whichinvolvesawiderrangeoffields.
InSwitzerland,compulsoryeducationendsafterninthgrade,whenstudentscanchooseeitheranacademicoravocationalpath.Between20percentand30percentofstudentschoosetheacademictrack,whichfocusesonthefewprofessions,suchasmedicineandlaw,thatrequireauniversityeducation;nearly70percentchoosethevocationaltrack,withprogramsforabout230occupations.
Beginningin10thgrade,studentsrotateamongemployers,industryorganizationsandschoolforthreetofouryearsoftrainingandmentoring.Learningishands-on,andtheyarepaid.Switzerland’sunemploymentratefortheyoungisthelowestinEuropeandaboutaquarterthatoftheUnitedStates’.
HereintheUnitedStates,moststudentsareofferedachoicebetweencollegeoradeadend.Thecollege-for-allmovement,itseems,hasclosedoffratherthanopenedupcareeroptions.Forworking-classvoterswhofeelleftoutinthiseconomytobeabletosecuremeaningfuljobs,educationalpathwaysmustbeexpandedandlegitimized—intheprocessredefiningandbroadeningwhatismeantbyhighereducation.
“Thesilverbulletcomesbyaddingmoretrainingopportunitiesduringandafterhighschool,”saidDr.Carnevale.“Andwhateveryoudowithtraining,youneedtocallitcollege.Youwanttomakepeoplefeelgoodaboutthepaththeychoose.”
JeffreyJ.Selingoisauthorof“ThereIsLifeAfterCollege:WhatParentsandStudentsShouldKnowAboutNavigatingSchooltoPreparefortheJobsofTomorrow.”
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