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Using data to build the world’s best workforce to meet the challenges facing Southwest Minnesota
October 28, 2015
PRESENTATION AT THE REGIONAL WORKFORCE SUMMIT, MARSHALL, MINNESOTA1
Steven Rosenstone, ChancellorMinnesota State Colleges and Universities
Scott Peterson, Executive Vice President and Chief Human Resources OfficerThe Schwan Food Company
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The importance of talent in economic growth and competitiveness – findings from a Brookings Institution report (September 2015)
Three pillars of economic growth
and competitiveness
• Innovation
• Trade
• Talent
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From the Brookings Institution report Pillars of Prosperity
Innovation
Firms and industries at the leading edge of innovation are the fundamental drivers of growth in every regional economy. In Minnesota, industries as diverse as health care, agriculture, and manufacturing are constantly adapting to changing global demand through research and development of products and services. Expanding regional capacity for innovation will keep Minnesota at the forefront of technological change while boosting productivity and creating new markets and opportunities in the process.
– Pillars of Prosperity, 10
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From the Brookings Institution report Pillars of Prosperity
Trade
To grow and prosper, businesses and industries in every region must sell high-quality goods and services to customers outside of the region. This trade with other places brings new resources into the local economy and stimulates complementary growth in local services. With tens of millions of new middle-class consumers emerging each year, [Brazil, China, and India] offer important opportunities for Minnesota, its firms, and its regions.
– Pillars of Prosperity, 11
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From the Brookings Institution report Pillars of Prosperity
Talent
Investing in the talent, skills, and creativity of the workers in each region is an investment in economic development and competitiveness. Across the entire continuum of education, from early childhood to all levels of postsecondary education, a region’s education and training systems have direct impact on the quality of its current and future workforce, the health and competitiveness of its economy, and the prosperity of its people. At the same time, however, regions must also generate the job opportunities and provide the quality of life that will retain and attract talent. Regions that foster greater alignment between education and training and the skill needs of employers will ensure that greater numbers of Minnesotans have clear pathways to solid careers.
– Pillars of Prosperity, 11
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Implications for Southwest Minnesota – Talent/Skills
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Solving the talent puzzle
It is absolutely essential that we work together
to solve the talent puzzle
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This puzzle is challenging and it is going to get even
more challenging.
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Worforce challenges
Baby Boom retirements
With the baby boomers retiring, Minnesota will need to replace more than 600,000 workers over the next decade and about 1.3 million workers over the next 15 years
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Worforce challenges
Dip in the number of high school graduates
The number of high school graduates in Minnesota has declined 8% since 2010 and the dip will continue through 2023
Source: Minnesota State Demographic Center for the Office of Higher Education
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Worforce challenges
Population shifts
Minnesota’s population growth has slowed and will continue to do so over the next two decades to an historically low rate of growth.
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Worforce challenges
Growing diversity
70% of the population growth that will occur in Minnesota over the next 25 years will be among people of color
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Worforce challenges
Achievement gaps
Minnesota has one of the largest achievement gaps in the nation
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Challenge – A workforce prepared for the jobs of the future
Need for an increasingly well-educated workforce
By 2020, 74% of all the jobs in Minnesota will require some higher education
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Challenge – Skills Mismatches
Skills mismatches
• There are 114,000 unemployed people in Minnesota, yet employers cannot find people with the right skills
• Some students graduate from college but don’t have the skills needed to compete for high demand jobs
• Some students don’t enroll in programs that could lead to jobs in high-demand, high-growth sectors
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Worforce challenges Minnesota must address
Baby boom retirements
Dip in number of high school graduates
Population shifts
Growing diversity
Achievement gaps
Need for a well-educated workforce
Skills mismatches
We started this effort to improve workforce alignment by helping workforce stakeholders answer their most pressing questions
Which careers are in demand?
What skills , certs, & education do I need?
Which programs should I consider?
Which employers are hiring where?
How can I help my clients find jobs they want?
What skills, certs, & education will help them land those jobs?
Which employers should I refer them to in which areas?
Which skills & certs, & occupations are in demand now? What changes should I make based on this?
Which employers should I have on my advisory committee and at my career fair (who’s hiring)?
How difficult will this role be to fill? Who else is looking for the same talent?
What other employers want the same skills as me & how can we work together to partner w/ higher ed to meet our needs?
Students & job seekers
Career counselors Academic leaders and training organizations
Associations & Employers
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This work is different from many other efforts underway – deliberately working with and understanding the needs of a broad set of workforce and education stakeholders with private sector leadership
NOT EXHAUSTIVE
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What is this effort all about?
This effort is about creating more informed, market-oriented decisions, not just rolling out tools
The more informed the decisions, the more aligned the workforce, the more candidates we will have with the skills needed for our economy to grow
Creating more informed decisions will require new tools PLUS strong change management, leadership support, incentives, metrics, etc.
This is just the beginning -- Long term we aspire to focus more on the future of “where the puck is going to be”
Our progress to date and success going forward will depend on everyone collaborating and staying actively engaged – we must work together in new ways
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What has happened up until now?
Increasing market orientation and informed decision-making can help us meet Minnesota’s talent needs and build the world’s best work force to stimulate economic growth
Over the past two years, we’ve taken a data driven approach to understand what stakeholders need to improve decision making and improve workforce alignment:• Conducted large scale diagnostic to identify opportunities• Launched pilots to test potential tools, enablers and demonstrated that real time
data can be the “right tools & information” to improve decision making
We have just launched Real Time Talent and its Advisory Board , this effort is scaling our pilot learnings and “wakes up every day” thinking about ways to create more informed talent-related decisions• Bringing together employer associations, DEED, Higher Ed to own next steps• Raised $180,000 + from board members and $300,000 from MJSP
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Itasca Project launched a set of pilots from January – June 2014 that involved hundreds of academic, employer and career counseling stakeholders across the state
Workforce Centers MnSCU universities
MnSCU colleges University of Minnesota
Private, includes for-profit
• 20+ Higher Education institutions:
– University of Minnesota
– 16 MnSCU colleges
– 3 MnSCU universities
– Augsburg College
– Globe/ MN School of Business
• 5 Workforce Centers including adults and youths/ high schools
• Employer Advisory Boards for the following programs:
– First line supervisors of production workers
– Mobile application development
– Business Analyst
– Operations Management
– Strommen Center for Meaningful Work
– Automotive technician
– Numerous manufacturing programs (CNC, welding, mechatronics, others)
– Health informatics
– Many other advisory boards at pilot schools!
`
Anoka
Hennepin
RamseyWash-ington
DakotaScott
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
Wanted Analytics allows decision makers to analyze which employers, jobs, skills, certifications, and locations are hot as of today & over the last 4 years – Opportunity to work from a common platform
Most popular features1. Filtering job postings by:
1. Location2. Industry3. Occupation4. Experience Level5. Education Level6. Specific skills7. Specific certifications8. Job type
2. Candidate / hiring trend analysis:1. Hiring scale – difficulty to hire2. Heat maps relative to other markets3. Candidate rolodex 4. Candidate supply
3. Job posting trends over time4. Cut & paste resume matching5. Employer data & contacts6. Access to actual job postings7. Much more
Real time job posting data for analytics
• Aggregates and de-duplicates online job posting information
• Pulls job postings from:
– Company websites
– Job boards (e.g., indeed.com)
– Craigslist
– Staffing agencies
• Aggregates other data sources:
– Candidate supply from Occupational employment survey
– Candidates on LinkedIn, social networks
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Total monthly postings for information security analysts in Minnesota
Number of unique online job postings between 3/15/2015 and 7/13/2015 in Minnesota
Real-time data can help employers demonstrate the growth rate of a particular job category…….
0
50
100
150
200
250
300
350
June 2012 2013 2014 2015 June
Source: Wanted Analytics
Monthly new postings up almost 3x
from June 2011
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Top 20 skills and certifications for information security analysts in MN
# of times skill mentioned in job posting
…as well as detail on the hard & soft skills required and who is actively hiring for these roles. Can also identify compensation data
0 1,000 2,000Hard & Soft Skills
Information security
Oral and written communication skills
Firewall
Risk Management
Cyber security
Linux
UNIX
Network Security
Integrity
Security Information & Event Management
Project Management
Intrusion prevention system
Self-starting / Self-motivated
Problem solving
NIST
Penetration testing
Application security
Security architecture
Intrusion detection
Application development
Mentions
1,073
518
510
441
344
315
305
301
285
259
245
227
226
222
221
212
207
197
190
189
0 200 400Certifications
Unitedhealth Group
Optum Technology
Target Corporation
Splunk
U.S. Bancorp
Wells Fargo
Oracle Corporation
Deloitte
Best Buy
Ameriprise Financial, Inc.
Alliant Techsystems
SUPERVALU INC.
DELL
PricewaterhouseCoopers
Orbital ATK
Prime Therapeutics LLC
Mayo Clinic
IBM
CliftonLarsonAllen
3M COMPANY
Mentions
218
68
63
59
57
45
33
28
25
21
20
19
19
19
16
16
16
15
14
12
Top 20 employers actively hiring in the past 4 months in MN
# of unique job postings in past 4 months
Source: Wanted Analytics
2525
The third party evaluation revealed that Wanted Analytics was valuable to workforce decision making and yielded real impact in only 6 months
• Skills data revealed that blueprint reading was a key need for employers in a school’s area; started continuing ed program & are marketing it to area employers
• Supported joint faculty and employer advisory discussion on choosing the next health program to launch at a 4yr school
• Tested with employer advisors and identified tweaks to existing curriculum to position two project management courses as electives for a four year school
• Enabled college to deepen partnership with an employer, prioritizing pathway opportunities for 2 yr degrees into jobs with this employer
• Helped students and job seekers build targeted educational plans to meet market needs
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EXAMPLES FROM PILOT SITES
Our 3rd party evaluator strongly recommended providing more users access to Wanted Analytics based on solid stakeholder feedback
…of academic leaders said Wanted Analytics was valuable in helping them to make effective decisions related to academic planning
…of employers felt the new data improved their counsel and guidance when used as part of an employer advisory board meeting
…of WFC counselors said Wanted Analytics was effective in supporting client decision making
…of job seekers agreed that the tool improved their decisions about their education, career, or job search
86%
90%
90%
74%
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We officially launched this effort as Real Time Talent in late August and partners have committed to fund for three years and support implementation
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Greater Twin Cities United Way/ City of Minneapolis Minnesota Career College Association Minnesota Job Skills Partnership (DEED) Minnesota Private College Council Minnesota State Colleges and Universities University of Minnesota
Higher Education and Workforce Organizations
AgriGrowth Council Financial Services Collaborative Itasca Project LifeScience Alley Minnesota Chamber of Commerce Minnesota High Tech Association Minnesota Precision Manufacturing Association TCHRA (Society of Human Resource Managers of Minnesota)
Employer –based organizations
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In addition, we learned that there was incredible potential for employer associations to create value using real time data
• Inform talent projects:– Supported development of first annual salary survey for association– Supported communications to elevate awareness of MN as a hub for industry and highlight
what a great place Minnesota is for employers and/or job seekers
• Benchmarking and reporting: – Identify fast growing/hiring employers to ensure they are supported by Assoc. – Track data for changes over time, growth, emerging trends, etc.
• Support individual employer conversations– Help individual employers experiencing hiring difficulty understand hiring activity in their
market – Who else is hiring these roles? What skills are they requiring?– Identify employers with the same skill needs to work together to partner w/ training or
education organizations– Study an employer’s talent needs in preparation for an initial meeting
EXAMPLES FROM EMPLOYER ASSOCIATION TESTING
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Overview of RTT Advisory Board
The purpose of Real Time Talent is to help create more informed, market oriented decisions throughout the Minnesota workforce and education ecosystem to ensure the Minnesota economy has the talent it needs to
help Minnesotans prepare for and find careers they want
NOTE: See Memorandum of Understanding for more details
Each RTT Collaborative Member commits the following resources to this initiative:
• Authorized senior executive representative participation in quarterly RTTAdvisory Board meetings to provide overall guidance, strategic direction, and assurance of accountability to desired outcomes;
• Support the implementation RTT strategies within their own organization. This includes identifying and supporting ways to ensure effective use of Wanted Analytics or other tools to drive more market oriented and informed decision making, connecting stakeholders to RTT as appropriate; and
• Financial contributions or membership assessments
With the funds lined up, we are building a lean team to support the ongoing change management and scale pilot learningsacross the state
Executive Director
Analyst support
Training/ Comms
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution 30
Cross sector Governing Board (Private sector chair)
Institutional support provided by partners (MnSCU, DEED, UofM, Chamber, etc.) Roll out pilot learnings – provide access to Wanted Analytics (real time labor market data to more
than 300 users throughout the state, support training, communications and leadership to drive utilization. Users in Southwest Minnesota include DEED offices in Marshall and Wilmar, the Soutwest Minnesota Private Industry Council, Ridgewater College, and Southwest Minnesota State University
Drive change management – establish and track metrics, cultivate institutional champions, convene stakeholders to support ongoing collaboration
Support continuous improvement – identify future innovations, tools, approaches to further workforce alignment
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Employers drive this system by:
• Integrating long range work force planning into company’s strategic planning process• Posting all hiring needs online (company website or job board)
• Partnering with Real Time Talent once we “go live”• Engaging with higher ed institutions through advisory boards to influence program and
curriculum design• Demanding data, not anecdotes, in any advisory meetings• Augmenting real time data with forward looking perspective
Employers & Associations
Students & Job Seekers
Academic Leaders
Career Counselors
New Entity:
Real-Time Talent
Creating more informed, market-oriented decisions in order to meet Minnesota’s talent needs & build the world’s best work force to stimulate economic growth
32
MnSCU colleges
Workforce Centers MnSCU universities
University of Minnesota
Private, includes for-profit`
Anoka
Hennepin
Ramsey
Wash-
ington
DakotaScott
APPROXIMATE LOCATIONS
• Recruit participants
– 290 users launched so far at 74 organizations
– 44 superusers identified and trained
• Build skills
– Schedule & host sponsor webinars (2 complete)
– Schedule & deliver in-person and virtual training (In Person: 2 done, 6 labs scheduled Virtual – 1 complete, 6 monthly scheduled)
– Provide customized customer service and weekly user communication
• Promote utilization
– Utilize Wanted Analytics usage data to target outreach & support
– Maintain and update collaboration site http://www.realtimetalentmn.org/
– Capture and share use cases
Real Time Talent has focused its efforts in three areas to continue building momentum around more informed, market-oriented decision making
ADDITIONAL LOCATIONS PENDING
`
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Real Time Talent is driving early impact with many examples of more market-oriented and informed decisions due to Wanted Analytics
• Press Response - University of MN and Albert Lea WFC
• Targeted Job Search Assistance– PPL, International Institute, DEED, Washington County, MCTC
• Data Driven/ Client Focused Funding Approvals – Dislocated Worker Programs
• Identifying Unpredicted Labor Market Shifts during Grant Research –MCTC
• Occupation, Skill, and Credential Survey to Determine Metro Education Capacity – Minneapolis and Metro WSA’s
• Ongoing Programmatic and Structural Changes – St. Paul College, MCTC
Milestones and activities for the next 12 months
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June 2016Today
Timeline, milestones and key activities
End of 2015
Board established
Budget and funding
partners identified
Phase 1 roll out
complete
Key activities
Deliverables
Complete fundraising
Identify and hire key staff
or contractors (analysts)
Catalogue and share data
on key decisions, impact
Training and
communications roll out
Identify new interventions
Establish score card and
metrics
Continue communications
and change management
to increase data driven /
market –oriented decisions
80% of users value &
recommend tool
Evaluation approach
in place
2016-2017 funding in
place for tool access
Long term funding in
place to access data &
service
Next decision making
intervention identified
FOR DISCUSSION
