UEDA WINTER FORUM 2018

Transcription

1 UEDA WINTER FORUM 2018 A FRAMEWORK FOR DEVELOPING TALENT STRATEGIES March 2018 STRATEGY MATTERS 2018

2 ADY ADVANTAGE AREAS OF EXPERTISE Issues we can help EDOs address.

3 Advisory Services Business Retention & Expansion Advisory Services Enlightened economic development professionals view business retention and expansion (BR E) as their Competitive Intelligence operation. Software Solutions Synchronist CRM Our client relationship management (CRM) tool provides full functionality. One-click reporting of all your work with clients. Manage thousands of contacts with or without BR E interviews. Talent Development Strategy Talent/workforce is the hottest topics in economic development. We spent two decades in economic development addressing these issues at the local and regional level. Synchronist PRIME Primary sector business retention expansion (BR E) module contains industry researched + custom questions, embedded analytics, preformatted reports and more. Vision & Strategy -. Our visioning process forges alignment within a group around aspirational as well as transactional goals. Marketing Planning & Strategy - Marketing is a dynamic process. Success is not how much you spend, it is how you spend the money you have. Speaking, Training & Workshop Facilitation - Blane, Canada has invested the time to create and share the structures that allow economic developers to visualize the connective tissue. Synchronist Talent In depth exploration of current workforce, recruitment and retention strategies, training and future talent needs. Synchronist OpMgr Project management module for managing expansion and attraction opportunities. Synchronist Main Street Your Local Company BR E module with industry researched + custom questions, designed around the economic drivers and risk factors for non-primary sector businesses.

4 MEMBER SURVEY RESULTS UEDA Surveyed Members Completed Not Completed

5 AND, THE SURVEY SAYS Top Issue Responses Top Issue Facing Companies Talent 11 Other Issues

6 TALENT ISSUES IMPACTING EMPLOYERS Available Workers Employee Engagement Qualified Workers Specific Skills Education Foundational Skills Two Levels Communications, Team building, etc. Poor Work Ethic, Drug Addiction

7 UTILITY ENGAGEMENT TALENT ISSUES Most Engaged Finance Data / Research Support Broad State Workforce Efforts Utility Industry Workforce Needs Also Involved Support State Public Policy for Talent Serve on local/regional Boards that help address Talent

8 GENERAL CONCLUSIONS Impacting your clients, therefore, you Not necessarily implementing strategies unless directly impacts you (industry employment needs) Directing time to both broad and specific workforce initiatives Financing research and analysis Top leadership involved in public policy and high profile initiatives STEM, Mfg.

9 A FRAMEWORK FOR ADDRESSING TALENT ISSUES 2018

10 A DATABASE OF TALENT STRATEGY BEST PRACTICES Comprehensive, proprietary database of nearly 100 successful talent strategies from across the country in rural and metropolitan areas. Target Audience Lead on Strategy Budget Impact Partners on Strategy Talent Strategy How Success is Measured Staff Time Impact

11 A FRAMEWORK FOR ADDRESSING TALENT ISSUES Fundamental Types of Talent Strategies RETENTION AND DEVELOPMENT ATTRACTION ALTERNATIVES

12 TALENT AUTOMATION 2018

13 TALENT AUTOMATION A whole new breed of displaced workers: Up to 15% of all hours worked globally could be automated by 2030 using technology that is currently available. Sixty percent of all occupations could be at least partially automated with current tools, though less than 5% are at risk of total automation. The adoption of new tools like machine learning and AI will likely create more jobs than it destroys. Automation cuts across virtually every sector Source: McKinsey Global Institute. Download chart:

14 SETTING TALENT STRATEGIES 2018

15 SETTING TALENT STRATEGIES Lessons Learned 1 Articulate the specific talent issue. Data Five Whys exercise Make sure to include employer input Skate to where the puck will be 2 Bite off one issue at a time to make it manageable and to get some wins under your belt to build momentum. 3 Beware talent recruitment mandates that do not build first on talent retention and talent development. 4 Start by mapping your current talent assets; then craft your vision for talent; third, identify the gaps between where you are at and where you want to go; and finally, draft the plan to get you there.

16 TALENT RETENTION AND DEVELOPMENT STRATEGIES 2018

17 TALENT RETENTION AND DEVELOPMENT STRATEGIES 1 Remove Barriers of Employment for Underemployed/Unemployed Community Members Hire ex-offenders. Pay for English as a Second Language courses. Provide subsidized transportation to work (like a bus service). Provide soft skills courses. Greater Praise Church of God in Christ, in Milwaukee, WI, connects black Milwaukeeans with job opportunities outside of the city in Sheboygan County, and provides subsidized transportation to the employment locations daily. Photo Milwaukee Journal Sentinel

18 TALENT RETENTION AND DEVELOPMENT STRATEGIES 2 Create a Sense of Belonging in Community and/or Workplace Facilitate talent s participation in volunteer groups. Inform talent of community events. Assign a buddy at work.

19 TALENT RETENTION AND DEVELOPMENT STRATEGIES 3 Provide Educational Opportunities Provide apprenticeship programs. Pay for career related courses at local community colleges. Provide on-the-job training. Assign a mentor at work. Siemens AG, of Charlotte, NC, provides an apprenticeship program where apprentices split their time between working and taking related training courses at a nearby community college, which is paid for by Siemens AG. Photo: US Department of Labor

20 TALENT ATTRACTION STRATEGIES 2018

21 TALENT ATTRACTION STRATEGIES 1 Improve Quality of Place Provide amenities in parks (basketball courts, tennis courts, etc.) Plant greenery throughout the community. Eliminate litter. Paint murals on public buildings. Mural located in Łódź, Poland by artist Arthur Rubinstein

22 TALENT ATTRACTION STRATEGIES 2 Remove Relocation Barriers Facilitate spouse employment. Help talent apply for Visas. Pay for student loans (in part, to aid in the cost of moving). Purchase an apartment building and provide free housing to talent.

23 TALENT ATTRACTION STRATEGIES An Aerospace Jam event with the Milwaukee Bucks was held to help connect top STEM students with the aerospace industry. 3 Build Marketing and Awareness Host events showcasing the high quality jobs available in manufacturing. Host career fairs. Create a website showing the livability of a community/region/state. Create a website showing available jobs throughout the state.

24 TALENT ATTRACTION STRATEGIES 4 Think Non-Traditionally Open a health care clinic for employees. Create a start-up accelerator. Move to a region with a high under-employment rate (not unemployment rate). Have creative job postings. The NSA posted a job opening for a cryptographer (a code breaker) in an encrypted tweet. The Wall Street Journal ran a story about recruiting prospective employees from Puerto Rico.

25 TALENT IMPLICATIONS 2018

26 ASSESSING THE TALENT LANDSCAPE 3X3 APPROACH Three Step Approach Engagement of Tier One Organizations Compare Reality Vs. Framework Enable Automation Tier One Players Workforce Development Organizations Economic Development/Chamber K-12 & Higher Education

27 TIER ONE ORGANIZATIONS DATA & COMPANY FOCUS

28 REALITY VS. FRAMEWORK

29 ENABLE AUTOMATION

30 PARTING THOUGHTS 2018

31 PARTING THOUGHTS What we d like to impart upon you. 1. The talent conundrum wasn t created overnight, and it won t be solved overnight. 2. There is not a silver bullet for all of today s talent issues. 3. That said, although it s a complex issue, it doesn t lend itself to complex solutions. The way to eat an elephant is one bite at a time. 4. To get started, look at labor data, discuss goals, identify gaps, and then plan. 5. Whatever the barrier to attracting talent is in your area whether it s lack of housing, perceptions of your community, the safety of downtown, or the lack of commuter transportation it is now an economic development issue.

32 THANK YOU Janet Ady Joe Raso x701 Jason Vangalis Blog and newsletter at Newsletter at