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STRENGHTHENING THE ADVANCED MANUFACTURING PIPELINE
Alicia Booker, Starr ShermanCuyahoga Community College
AGENDA
Registration 8:30-9:00 a.m.
Welcome and Introductions 9:00 a.m.
Advanced Manufacturing Convening Recap 9:15-9:35 a.m.
Talent Pipeline Engagement Strategies 9:35-10:00 a.m.
Soft Skills (Fundamental Career Skills) Video 10:00-10:15 a.m.
Roundtable Discussion 10:15-10:30 a.m.
Report Out 10:30-10:50 a.m.
Wrap Up 10:50-11:00 a.m.
ADVANCED MANUFACTURING CONVENING RECAPSummarizing the previous convening, the group focused on three areas for discussion:
1. Aligning Efforts with Shared Resources for Best Strategies
2. Pipeline Shortages
3. Lack of Soft Skills
Progress and Next Steps – Action Plan
(Initiated in response to the issues raised at the convening)
Previous information is available at www.tri-c.edu/employerconvening
STRENGHTHENING THE ADVANCED MANUFACTURING PIPELINE
Nikki Glazer Stoicoiu
Dr. M. Judith CrockerMJ Crocker & Associates
ALIGNING ADVANCED MANUFACTURING PROGRAMS TO ADDRESS SKILL NEEDS:
A STUDY OF THE EMPLOYERS’ ROLE
The New Growth Group, LLC1427 East 36th Street, Suite 2004A 216.471.8228Cleveland, Ohio 44114 www.newgrowthgroup.com
PURPOSE
Identify training programs in advanced manufacturing that results in increased skill and competency levels of existing and new talent to:
“strengthen the regional talent pipeline and close
manufacturing skills gaps” (ATD.org)
SUMMARY OF ACTIVITIES
Information gathered from existing literature and stakeholder insights 37 stakeholders contacted, including SME, educators, and intermediaries
Used 2 key measures to identify programs with high employer engagement Employer Roles – where engagement occurs Depth of engagement – to what extent employers were engaged
FLOW OF ACTIVITIES
Step 2: Asset Map Step 3: Gap Analysis ResultsStep 1: Information
Gathering
Literature Review
Stakeholder Insights
Asset Map of Programs
Qualitative Analysis – Review of Criteria
Quantitative Analysis – Review of
Outcomes
Findings and Recommendations
EMPLOYER ROLES – WHERE ENGAGEMENT OCCURSEmployer Role Definition Example
Oversight
Big picture engagement used to understand industry/occupation trends and employer networks broadly, and how it relates to a given training program
- Advisory boards- Curriculum committees- Networking sessions
Program DesignEngagement specifically utilized to enhance an educational program or career pathway
- Program content feedback- Entrance requirement advice- Material suggestions- General industry updates
Program DeliveryEmployer interventions that occur during program implementation
- Speaking engagements- Mock interviews- Mentorships- On-site training
Recruitment and HiringPost-completion activities that involve businesses and program completers
- Interviewing- Hiring
Financial/In-Kind Resources
Donations of money, materials, etc. to assist with educational training provider sustainability
- Monetary donations- Equipment purchases- Tuition reimbursement
Urban Institute "The Goals and Dimensions of Employer Engagement in Workforce Development Programs"
DEPTH OF ENGAGEMENT
ContinuousStrategic
Mutually ValuableWide-Ranging
ComprehensiveIntensive
EmpoweringInstitutionally Varied
One-TimeSpotty
Single BeneficiarySole Representative
One IssueSuperficial
Strictly Job PlacementOrganizational Disconnect
Low Engagement High Engagement
Jobs For the Future "A Resource Guide to Engaging Employers"
EXAMPLESProgram Oversight
Program Design
Program Delivery
Recruit/Hiring
Financial/ In-Kind
ResourcesCriteria
Right Skills Now(Manufacturing - CNC)
Strategic, Continuous company involvement in all employer roles, from program design to tuition assistance
KY FAME – Federation for Advanced Manufacturing Education(Automotive)
Empowering and wide-ranging employer-led organization with intensive curriculum development and alignment
WCOMC – West Central Ohio Manufacturing Consortium(Advanced Mfg. – CNC; PLC; etc.)
Institutionally varied, utilizing connections between Rhodes and WCOMC/members, comprehensive pathways programs
SAMP – Southern AZ Manufacturing Partners(Manufacturing - Precision Machining)
Wide-ranging and comprehensive, working with numerous employers to assist with training, internships, and job placement.
MassMEP MACWIC –Manufacturing Advancement Center Workforce Innovation Collaborative(Manufacturing - CNC)
Strategic, plugging in with employers at key points of training. Intensive conversations on competency-based curriculum and soft skills.
GENERAL FINDINGS
A strong relationship between employers, educators, and other stakeholders is critical.
Employers have to be:
Proactive and willing to identify goals and needs and engage with peers and partners to explore challenges and creatively seek solutions.
Committed to the final product (the graduates who have mastered the content and are now candidates for employment and/or promotion).
Actively involved in at least the program design, delivery, and hiring graduates
GENERAL FINDINGS
High engagement of all partners influences program sustainability, strength, and impact.
Tracking program outcomes is a critical factor for success (i.e. enrollments, completions, hiring).
Best practice programs included employers
Engaged throughout the process from conception through placement
Committed to ongoing involvement for continuous improvement.
KEY POINTS FROM PROGRAM ANALYSIS
Soft skills required by all programs Demonstrated upon enrollment or Included in program content
Formal, structured manufacturer-led organizations with workforce as one of the goals were more likely to be involved in all aspects of the program and highly engaged with stakeholders and students Manufacturer-led organizations include MEPs, Consortia, Associations, or other similar
organizations
Programs that offered a wide range of content based on employer needs were more sustainable than those focused on one area
Peer engagement by employers and educators results in more responsive, successful programs and maximizes resources
PROGRAMS THAT EXEMPLIFY BEST PRACTICES
Right Skills NowEmployer involvement from development of content to internship and employment.Program Content on skills needed by participating employers.
KY FAME Manufacturers join organization and commit to Industrial Maintenance program.Provide ongoing input on curriculum content and sequence. Interview program applicants.Provide employment 3 d/wk with increasing responsibility based on student learning 2 d/wk over 5 semesters
PROGRAMS THAT EXEMPLIFY BEST PRACTICES
WCOMCMembership organization managed by Rhodes. Regular general meetings and regional meetings.Employers identify needs. Consortium works with all stakeholders to deliver training. Costs shared by partners as appropriate.
SAMPIndustry-led organization. Partners with educators and other stakeholders.Provides internships, curriculum development, and activities to improve image, grow talent pipeline.Regular meetings to discuss progress and needs.
MassMEP MACWICIndustry-led organization managed by MEP. Partners include regional educational institutions.Advanced manufacturing certification/credentialing system.Ongoing evaluation to match employers with candidates.Regular meetings to continuously update content. Ensure outcomes are meeting needs.
PROGRAMS THAT EXEMPLIFY BEST PRACTICES
RECOMMENDATIONS - EMPLOYERS
Be a true, active partner in the relationship. Invest time and resources.
Join and/or develop manufacturer-led organization with a workforce focus as one of its primary goals.
Support development of a structure for the organization to maintain ongoing interactions, identify staff who could provide support and coordinate a leadership team.
Assume a leadership role and ensure that there are employers willing to: Participate in convening. Facilitate dialogue. Serve on advisory committees.
Participate in regular meetings to assess current program success and explore skill needs emerging as a result of new technologies and changing production processes to develop pipeline of future workers.
RECOMMENDATIONS - EMPLOYERS
RECOMMENDATIONS - EMPLOYERS
Display company logo and materials in labs to increase student awareness of company and promote job opportunities
Be willing to commit time of SME and other key staff as needed to develop and validate content and learning outcomes and assist with instruction.
Commit to OJT, internship experiences and filling vacancies with program graduates.
Establish a competitive wage recognizing the students' investment of time and money and increased value to the company.
Make financial contributions, paid internships, provide scholarships, donate equipment or materials.
Provide data to document successful student outcomes regarding employment, retention, and advancement.
RECOMMENDATIONS - EMPLOYERS
RECOMMENDATIONS - STAKEHOLDERS
Identify key staff person/office to be single point of contact and lead the team.
Commit to participating as a partner with companies to listen to needs, assess current environment, and consider future projected needs.
Engage all stakeholders, i.e. public workforce system, K-12, universities, and CBO's to support students while participating in training.
Introduce models and research findings that may impact program development and student outcomes.
Engage peer institutions as part of the conversation to help employers access existing training content to quickly respond to needs.
Assist with job description review and job analysis to ensure knowledge and skills are clearly identified in program outcomes.
RECOMMENDATIONS - STAKEHOLDERS
RECOMMENDATIONS - STAKEHOLDERS
Explore new content, delivery modes, etc. to meet employer needs.
Facilitate employer meetings and discussions.
Work with individual employers to customize training, or connect smaller companies with similar needs and challenges.
Guide employers in identifying future workforce skill needs and developing program content to address these needs.
WHERE ARE THEY NOW? Soft Skills
FUNDAMENTAL CAREER SKILLS VIDEO
FUNDAMENTAL CAREER SKILLS A.K.A. SOFT SKILLS
The term “soft skills” refers to skills like collaboration, problem solving, conflict resolution, and communication.
Work ethic is the most important trait for employee success to most employers.
What should a manager do with employees lacking these skills?
How much time is dedicated to teaching these behaviors?
If you want employees to work hard and collaborate with each other, you need to show them how first.
You cannot hire around the soft skills gap — build soft skills into your on-boarding process
BALANCING HARD AND SOFT SKILLS
Soft Skills Matter: Can They Be Taught?By Nicole Fallon, Business News Daily Managing Editor
"The hard skills required for a company's success are ever-changing, while the most critical soft skills remain constant,"
-Davis Bell, Corporate Markets V. P. of Instructure
You don’t need a formal training program to help employees build their soft skills.
ON-BOARDING
Improve employee's safety and soft skills with leading by example.
Having employees set skill-related goals for themselves (as part of the on-boarding process)
Company mentorship programs are a great way to align new employees with more experienced workers whose behaviors you want the new employee to emulate.“
Offer safety incentive programs: points are rewarded to accumulate to a larger reward
ON-BOARDING PROGRAMS
REINFORCING SKILLS“Squeaky wheel gets the oil”
Recognizing employees whose behavior and work ethic is what you want emulated.
Pay close attention to the employees who really get it — as they are likely the ones who might stay and build careers in your organization.
Bridging the gap: 5 tips for managers to help build young employees’ soft skills By: Bruce Tulgan Founder and CEO, RainmakerThinking Inc., and RainmakerThinking.Training
MILLENNIALS, GEN Y’ERS AND Z’ERS
Despite their reputation as unmotivated and entitled
They are willing to work hard, if put in the right environment.
The challenge will become evident when cross-generational teams members have different communication styles culture climates
BENEFITS OF GENERATIONAL DIFFERENCES IN THE 2020 WORKFORCE
ROUNDTABLE DISCUSSIONS
1. What does success look like for your organization (in terms of the pipeline challenges)?
2. What are the high priority soft skills in your organization? How could you incorporate these soft skills into your onboarding process for new employees?
3. What does your ideal “model of collaboration” look like for engaging all the partners (community based organizations, workforce boards, colleges, industry, etc.)?
4. What does an effective talent pipeline structure look like for your organization?
5. As an employer, how would you prefer to be engaged in finding a solution for these challenges?
REPORT OUT/WRAP UP
www.tri-c.edu/employerconvening
Soft skills and other Tri-C brochures available
Utilize the researched strategies presented
Collaborate with other organizations for untapped resources
Executive summary available within first quarter of 2018• Posted on our website
QUESTIONS??Starr [email protected]
Workforce Community & Economic DevelopmentManufacturing Technology Center, 2415 Woodland Ave., Cleveland, Ohio 44115
www.tri-c.edu/employerconvening
