Executive Director Real-Time Talent

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1 Position Profile Executive Director Real-Time Talent June 2016 Page 1

2 Real-Time Talent is focused on helping a wide variety of decision makers use real-time job posting data to help find solutions to our state's greatest workforce challenges. By providing access to data, training, and research support, Real-Time Talent takes part in the following work: Employer associations and chambers of commerce who support employers in meeting their talent needs Academic leaders that choose which programs to start, stop, scale up, or scale down to meet the needs of their students and the economy Academic, nonprofit, and workforce center counselors who guide students and job seekers in choosing educational investments and securing employment Government agencies, foundations, and policy makers that monitor the current job market and prepare for the state's future workforce needs To read more about the work of Real Time Talent, please visit RealTimeTalentMN.org Page 2

3 POSITION OVERVIEW The Executive Director will provide strong leadership to stimulate collaboration across higher education, the workforce system and employer groups to ensure decision makers are more market-oriented and demand-driven in their decision making and improve collaboration between employers and higher education and workforce institutions. This effort has the potential to impact thousands of individual decisions across the workforce ecosystem and cumulatively impact the effectiveness and efficiency of the labor market across the state. The Executive Director will provide thought leadership in work force development and will be expected to focus on the following priorities in order to increase market orientation and improve decision making in higher education and workforce institutions: Build out the Real Time Talent Strategy and Organization Infrastructure: Work closely with Real Time Talent Board of Directors to define critical strategic imperatives & metrics for the organization that will enable it to focus on differentiating workforce development levers that will drive systemic change in labor markets across the state to accelerate economic growth & development; identify optimal organization design that best leverages internal and external resources to maximize impact, while staffing a lean internal structure with great talent Use strong leadership and process change to drive utilization: Identify and support strong advocates or change champions within regions/sectors/institutions of key workforce stakeholders; require data-driven program planning and curriculum alignment processes Create sustaining funding model for organization: Develop funding/business model for the organization that enables delivery of strategic priorities, and raises funds as necessary to support sustainability of the organization and its programs, while still maintaining objectivity and independence in its approach Build training system/process that results in skill development support and ensures tools are used to increase market orientation and inform decisions: Ensure training system and trained experts provide well-designed training on best data tools, functions and capabilities; provide technical support structures for institutions and organizations so they can scale skill development with work force analytics Provide access to leading-edge tools and real-time job and skill data: Provide access to Wanted Analytics to higher education and workforce centers in Minnesota; implement Digerati/Work Fountain pilot program as well as other potential pilot programs that enable Real-Time Talent to be a leader in adoption of leading-edge workforce analytic tools Substantial change is expected across the state of Minnesota as workforce decisions become increasingly market-oriented and data-informed. For example: Student and job seeker decisions more students and job seekers interested in high demand/low supply occupations Page 3

4 Resource allocation decisions increased investment of resources (time, money, etc) in programs that address shortage areas, leading to more qualified candidates to fill these roles; potentially less resources invested in those areas diminishing in value to the Minnesota workforce ecosystem Course content decisions graduates with skills employers need in the short and long term that would be comprised of both technical and softer skills Employer engagement decisions right voices at the table leading to actions to address near- and long-term shortages developed through improved long-term strategic workforce planning with employers playing the central role in defining the demand side needs of the future work force Employer advisory collaboration more informed advice and decisions leading to programs with right content and qualified candidates to build most qualified talent pipeline in the world Employer talent strategy decisions employers fill spots faster with great talent and decide best source of candidates is within state of Minnesota ORGANIZATIONAL STRUCTURE The Executive Director will be employed by The Saint Paul Foundation, an affiliate of Minnesota Philanthropy Partners, and report to the Vice President of Community Impact. The Executive Director will take guidance from and report progress to the Real-Time Talent Board of Directors, with frequent contact with the Real-Time Talent Board Chair. The Board of Directors includes members of the original project team that provide project history and context, provide operational guidance, and serve as key resources and connectors to leaders in higher education and the workforce system. The Executive Director will be expected to provide strong leadership to the Board and be expected to operate much like a Chief Executive Officer where the Board is sought out for guidance and support, not operational decision making. The internal structure will be determined by the Executive Director within the approved operating budget and is expected to comprise a mix of internal and external (in-kind or contracted) support. The organization currently is comprised of a Research Strategist and in-kind support from MNSCU for communications/support. Page 4

5 SCOPE AND RESPONSIBILITIES The Executive Director will be responsible for leading, developing and implementing a strategy to effectively scale the pilot recommendations while building out capabilities and effectiveness of the Real-Time Talent organization. Clarify, Improve and Implement the Real-Time Talent (RTT) Strategy Lead: Provide strong leadership and gain input from RTT Board to define a two- to fiveyear strategy for creating more informed workforce-related decisions in Minnesota with a clear-logic model linking RTT s work to improvements in the match between talent supply and demand Build RTT: Secure talent, funding, capabilities, stakeholder support and other resources needed to grow RTT as needed to implement strategy; assess current structure and determine optimal design/staffing in the context of agreed upon longterm strategy Define Metrics: Define clear scorecard and methods for capturing data required to populate it; then manage process of reviewing and acting on data at both an operational (within the RTT team) and strategic (Board) level Ensure People Use Tools Leadership: Ensure every site that receives a Wanted Analytics (WA) license has an influential, committed leader serving as champion of the effort, along with buy-in from highest ranking leader at the site Lead new pilots: Assuming Governor Dayton approves pending legislation, lead Student & Employer Connection Information System(Digerati/Work Fountain) pilot program that creates web-based job and intern-seeking software tool that blind matches needs of employers located in Minnesota with individual profiles of Minnesota high school/post secondary students; comply with legislative reporting requirements and identify broader deployment based on pilot learnings Training: Build training and development model that results in customized WA training sessions and similar workforce analytic tools (build custom examples and scenarios, etc.) Build Monitoring system: Monitor utilization of licenses using weekly or monthly reports from WA; when users aren t using tool, check in to determine if they are just busy, don t value the tool, have a technical challenge, or something else; if they no longer want the license, manage process of re-assigning it to next user on waiting list Coaching and Tech Support: Ensure system is in place to help license users answer simple questions and address whatever purpose they are using tool for; if site change leader cannot resolve an issue, escalate it to WA and/or Itasca team Build A Movement Incubator of Innovation in Workforce Development/Best Practices: Monitor best practices globally with respect to workforce development strategies and innovative tools that can accelerate RTT s impact to key stakeholders across the state; regularly Page 5

6 capture and document new and impactful ways of using new tool and/or challenges identified (new reports, insights, bugs, etc.); partner with workforce development innovators in co-developing new tools that enable Minnesota to be on leading edge of work force development Build single collaborative operating model for regions/sectors. Develop changeleadership architecture that enables local/regional ownership but provides common language/approach to collaboration that fosters cross-stakeholder collaboration to drive those workforce development strategies that are most relavent to the region/sector; periodically participate in monthly calls and meetings with change leaders from other participating institutions to share best practices, address challenges, and learn from each other Strategic Thought Leadership: Ensure RTT is out in front with respect to workforce development and provide strategic thought leadership to identify next big thing RTT will focus on to continue creating more informed workforce decisions in Minnesota Communication and Awareness of Real Time Talent: Ensure mission and strategies of RTT are communicated broadly across all key constituencies statewide to build broad- based commitment to improving work force development; build awareness of role RTT can play in workforce development to build understanding on how key stakeholders can connect with effort as part of building the movement EXPERIENCE REQUIRED Executive-level experience leading organizations with a compelling mission, breakthrough market-driven strategies, and an operational model/structure that ensures strong execution Experience working collaboratively across multiple sectors or industries with some level of private sector experience required Professional experience with demonstrated influencing ability to work independently and drive results in matrix organization; lead teams and use data to drive results; track record of developing and driving major strategy improvement initiatives in complex environments Hands-on experience with change management principles and methodologies (example: McKinsey 7-S) Familiarity with project management approaches, tools and phases (example: Lean, Six Sigma, PMI) Experienced at fundraising with philanthrophic organizations as means to support organization s underlying business/funding model; aligned with view that part of RTT s strength is in maintaining an appropriate level of independence from public sector, and ensures fundraising approach with funders/donors reflects this philosophy Familiarity with how labor markets operate; aligned philosophically with belief that markets operate best when decision makers have facts and information to achieve respective desired outcomes Skilled at linking workforce development with economic development; recognizes importance of private sector in driving economic growth; understands importance of talent pipeline to retain and attract employers to region; knowledgeable of labor market Page 6

7 information and workforce ecosystem; understanding of economic modeling and micro/macro-economic impact PROFESSIONAL ATTRIBUTES Strong leader with self confidence to lean in to drive systemic change in status quo Passion for workforce and commitment to improving Minnesota's economic future Recognized thought leader and practitioner Agent of change Strong cognitive/conceptual thinking with ability to envision workforce system of the future Strong executive presence through collaboration and influencing Cross-cultural awareness and recognition that workforce of the future in Minnesota will increasingly rely on immigrant/diverse populations Strong strategic, analytical and decision making abilities Ability to work effectively at all levels in an organization Team player able to work with and through others with ability to influence and move toward common vision or goal, while also being decisive and not subject to lowest common denominator thinking Excellent active listening skills Problem solving and root cause identification skills Exceptional written and verbal communication skills EDUCATION Bachelor s degree required; advanced degree preferred To learn more about this position or to submit a resume, contact: Steve Westrum South Bay Consulting swestrum@comcast.net Page 7

8 Minnesota Philanthropy Partners is a network of foundations, funds and organizations that share knowledge and services to make charitable giving thrive and benefit all Minnesotans. We are guided by staff with decades of expertise and experience in working with nonprofits and the public and private sectors. MN Partners supports more than 2,000 charitable organizations and donor funds across Minnesota, including The Saint Paul Foundation, Minnesota Community Foundation, F. R. Bigelow Foundation, and Mardag Foundation. Together, we create one powerful philanthropic force. Together, we are making a difference in the lives of Minnesotans from the Arrowhead to the Twin Cities to the Southern Plains. Together we thrive. Minnesota Philanthropy Partners SHARED VISION Minnesota... where all communities and people thrive Page 8

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