Creating Competitive Businesses, Workers & Communities

Transcription

1 Creating Competitive Businesses, Workers & Communities Forum for Excellence Normal / September 19, 2017 Michael Baker Manager Strategic Planning & Innovation Office of Employment & Training Illinois Department of Commerce Some slides based on Illinois Sector Partnership Regional Training presented by Lindsey Woolsey, The Woolsey Group & Emily Lesh, Colorado Workforce Development Council, Maher & Maher and the US Chamber of Commerce Foundation

2 KEY STAKEHOLDERS Education Business Economic Dev Workforce 2

3 Workforce Innovation & Opportunity Act Education, Economic & Workforce Development Sector Strategies Business Engagement 3

4 WHAT S THE UNIFYING COMMON GOAL? ECONOMIC PROSPERITY 4 Improved competitive position via access to skilled workers Improved lives via access to good paying, career pathway jobs

5 Workforce Innovation & Opportunity Act The Illinois Vision: Business driven talent solutions that integrate education, workforce and economic development resources across systems to provide businesses, individuals, and communities with the opportunity to prosper and contribute to growing the state s economy. 5

6 WIOA Unified State Plan Core Principles 6

7 WIOA Unified State Plan Key Goals 7

8 WIOA Unified State Plan Goals Aligned Career Pathways & Public-Private Sector Partnerships Employer-led Regional Sector Partnerships Align K-12 Higher Ed. Demand skills & industryrecognized credentials Better Data to Support Alignment: Eco Dev Workforce Education 8

9 Common vision common goals Educational Systems Economic Development Workforce System Targeted Demand Sectors 9

10 The OLD Talent Pipeline Agriculture Education, Training & Support Services Healthcare Manufacturing Based on a slide by Maher & Maher, 2015 Transportation Distribution Logistics

11 The OLD Talent Pipeline No Priority Train & Pray Agriculture Education, Training & Support Services Healthcare Manufacturing Based on a slide by Maher & Maher, 2015 Transportation Distribution Logistics

12 Improving the Talent Pipeline Push vs. Pull Supply Side vs. Demand Side Healthcare Education, Training & Support Services Manufacturing Transportation Distribution Logistics Agriculture Based on a slide by Maher & Maher, 2015

13 Q: What does business engagement mean to public workforce & education partners? 13

14 Q: What does public sector engagement mean to business? 14

15 15

16 Will Rogers, Jr. I don t make jokes. I just watch the government and report the facts. Milton Friedman The government solution to a problem is usually as bad as the problem. Sen. Daniel Patrick Moynihan The single most exciting thing you encounter in government is competence, because it s so rare. Ronald Reagan 16 The nine most terrifying words in the English language are, I m from the government and I m here to help.

17 Program Silos

18 Program Silos

19 FROM THIS CHAOS Hello. I m from the GOVERNMENT and

20 TO THIS STREAMLINED APPROACH Sector Partnership 1 voice Many Employers Greater Leverage for Change

21 This slide created by Collaborative Economics, Inc.

22 WHAT WORKS WELL OPTIONS TO ACHIEVE WELLNESS EMPLOYER-LED SECTOR PARTNERSHIPS CAREER PATHWAYS 22

23 EMPLOYER-LED SECTOR PARTNERSHIPS 23

24 EMPLOYER-LED SECTOR PARTNERSHIPS Act as a coordinating body Create customized responses to industry needs Focus on opportunities facing the industry Refine industry-driven career pathways 24

25 Career Pathways Over a Dozen Career Clusters Each with its own pathways & Programs of Study Agriculture, Food & Nat. Resources Architecture & Construction Arts, A/V Tech & Communications Business Administration Finance Health Science (diagram) Hospitality & Tourism Human Services Information Technology Manufacturing Transportation/Distribution / Logistics and more 25

26 Flexible Pathways

27 Flexible, Customized Pathways SUPPORT SERVICES WORK EXPERIENCES TRAINING EDUCATION

28 Businesses-Led Partnerships Agents of Change

29 2015 Maher & Maher

30 Sector Strategies Guiding Principles Cluster of companies in same industry Common issues / perspectives Employers from Stakeholders to Stockholders Shared agenda is opportunity for growth and improved competitiveness Priorities & activities Business-driven & community supported Civic entrepreneurs are key It s about people and relationships 30 Dynamic evolution vs. one right model Mix of Science & Art - Regions lead and own their partnership NO political boundaries

31 Workforce & Education Service Shift From: Business services are localized, single-agency, and focused on labor exchange Training investments are applicant-driven and not aligned to growth sectors Credential attainment not linked to target sector needs Career Center organization and service delivery not tied to career opportunities and pathways in target sectors Job placement as goal and service end point 31 To: Business services are regionalized and coordinated among partners to deliver diverse solutions Training is driven by industry and business needs (Demand-Driven) 2015 Maher & Maher Credential attainment aligned to identified industry needs and targets Sector focus reflected in Career Center organization, partnerships, customer flow, and service planning and delivery Long-term career development along clear career pathways in targeted industry sectors

32 Can Government Keep Up? 32

33 Moving to a Supply Chain Approach: Talent Pipeline Management Need a strategy for our time, not one designed to meet the needs of the past Need for demand-driven, employer-led solutions Employers can close the skills gap by applying lessons learned from supply chain management (SCM) to their education and workforce partners Lessons learned from SCM create shared value for all stakeholders

34 The Talent Supply Chain Employer and Supplier Roles in the TPM Value Stream

35 35

36 Lessons Learned from Supply Chain Management Principles Supply Chain Management Talent Pipeline Management 1. Supply chains drive competitive advantage, they are not a cost of doing business 2. Supply chain networks create shared value and competitiveness across all partners 3. End-to-end metrics and aligned incentives improve performance across the supply chain 1. Connect your talent strategy to your business strategy to improve competitiveness 2. Organize and manage flexible and responsive partnerships with preferred providers to create shared value 3. Shared measures and aligned incentives improve performance of education and workforce partners

37 37

38 Talent Pipeline Management Strategies

39 Why Employer-Led Sector Partnerships? By business, for business...organized by sector, capability, or supply chain Value Added Results for Business Stronger brand recognition when recruiting talent Improved leverage when engaging providers and public-sector partners Clearer communication around talent needs and requirements Easier management of business risks with preferred partners Shared capacity building around new talent management practices

40 TALENT FLOW ANALYSIS: From where do the best candidates originate? 40

41 TALENT FLOW ANALYSIS: Example of analysis for one key position 41

42 TALENT FLOW ANALYSIS: How it can impact the pipeline 42

43

44 3 VITAL Topics for Sector CEOs to Consider 90 Minute Launch Meeting 3-50 Sector Businesses 1. IDENTIFY SECTOR OPPORTUNITIES What s going on in our industry, particularly in this region? What are the big opportunities for growth in our companies right now? 2. IDENTIFY PRE-COMPETITIVE ISSUES What do we ALL need to ensure our companies stay competitive? How are we going to hang together and organize for real outcomes? 3. ESTABLISH A GAME PLAN What are we going to do together?

45 Stakeholders to STOCKholders Sectors Regional Sector Partnerships Agriculture Healthcare Service Strategies Aligned to Sector-Based Career Opportunities Manufacturing Transportation Distribution Logistics Based on a slide by Maher & Maher, 2015

46 46

47 Government Designed 47

48 DOs U.S. Department of Labor, Employment and Training Administration 9/22/2017 when engaging business 48

49 DO: Your Homework Become a Familiar Face Get past the Gatekeeper Ask relevant??s then LISTEN Get known as valuable partner Make it Easy Regular Care & Feeding 49 What do they do? How do they do it? US/Global trends for their sector & industry? Where are they in the supply chain? Go to Them Speak & network at THEIR meetings Leverage mutual relationships, networks & sector partnerships Get to highest ranking person Validate homework Identify the root cause(s) of any issues Find a way to improve their profitability Get the Paul Harvey Get written endorsements from businesses you ve helped Reduce Red Tape to the Nth Degree Use Lean Principles Talk in PLAIN ENGLISH Follow Up w/o Pestering Be prepared to invest adequate resources

50 U.S. Department of Labor, Employment and Training Administration 9/22/2017 DON Ts when engaging business 50

51 DON T: Waste Their Time Rely on 1 strategy Stay in your silo Delay Over Promise Take the relationship 51 for granted Only purposeful meetings as needed Don t ignore input No 1-size-fits-all Every business and situation is unique Be mindful of all resources that can help Cross-program collaboration Avoid data wars, government jargon & acronyms Provide options -Be ready when THEY are ready MOVE AS FAST AS POSSIBLE Manage expectations Make sure you re speaking the same dialect Don t go through the motions Cultivate multiple long-term contacts

52 Communicate Collaborate Align Integrate