Building Top Tier Talent for the Greater Oklahoma City Region. Prepared for Greater Oklahoma City Chamber of Commerce October 2016

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2 Building Top Tier Talent for the Greater Oklahoma City Region Prepared for Greater Oklahoma City Chamber of Commerce October 2016

3 Purpose Examine the dynamics of talent issues in the region Determine how the Chamber can help address key talent challenges

4 Top three talent take-aways Talent is the number one issue to business growth and health with significant economic impact. The pace of change (technology, markets, workplace, etc.) has fundamentally altered how we define and train for skills. Education alone cannot solve the problem.

5 Significant Economic Impact According to a national survey, employers report talent gaps result in the inability to: Meet customer/market demands (measures to increase revenues): 82% Implement new technologies and increase productivity (measures to reduce costs): 78% Provide effective customer service: 69% Innovate and develop new products: 62% Expand internationally: 48%

6 Trends Affecting Talent Convergence of electrical, mechanical and software; smart devices, advanced materials and additive manufacturing Technology driving commerce: big data, internet of things (IoT/IIoT) Knowledge doubling in less than two years (as compared to every 25 years at the end of WWII) Increased connections within organizations and to customers/suppliers; new forms of user interface Workplace changes; more remote employees and contingent workforce Retirement of baby boomers a reality; risk of losing institutional knowledge

7 Therefore. More technology jobs embedded in non-tech sectors (2/3 of IT jobs in OKC region); more technology skills needed in non-tech occupations New hybrid jobs in business operations, engineering, skilled production Significant bubbles of replacement jobs in key middle-skill occupations Low unemployment rates = little availability or slack of workers; stealing from each other pushes up wages without productivity gains THE NEED: Talent that requires on-demand, as needed training

8 The future is poised to be much more dynamic: agility, responsiveness, and scalability become key business and talent factors.

9 Evaluation of Regional Occupations Analyzed 348 professional and technician level occupations that paid at least $17/hour Rated them on multiple factors: growth rate annual projected openings critical mass of existing employment retirement exposure share of national growth projection Compared top-ranked occupations to national projections and trends

10 High demand, high growth professional jobs Occupational Cluster 2015 Jobs Annual Growth Rate Systems analysts/architects, IT security, Systems developers, electrical engineers Computer programmers, web developers Annual Openings 2, % 97* 1, % 51* 5, % 162* Data and network administration 6, % 164 Business analysts, market research, 10, % 294 operations specialists Auditors, accountants, compliance officers 9, % 425

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12 High demand, hard to fill middle skill jobs Occupational Cluster 2015 Jobs Skilled Trades: electricians, welders, plumbers Annual Growth Rate Annual Openings 11, % 395 Industrial mechanics/maintenance 3, % 185 Machinists, CNC operators, Tool & die makers First line supervisors of trades, production and maintenance workers 5, % 244 9, % 256 High rates of retirement; inadequate pipeline of new workers entering these fields

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14 Health Care An aging population, big data, changing regulations and delivery models are especially impacting the demand for Primary Care: Physician assistants, nurse practitioners, specialty nursing Mental and Behavioral Health Counselors Rehabilitation Specialists: Physical, occupational, respiratory therapists and assistants Data and records management: IT, cyber security and medical records

15 So What?

16 Key Challenges: Starting Points for Occupations Regions that can train for IT skills at all levels will have an advantage (e.g. data analytics and cybersecurity, as well as software engineers). Targeting high-demand middle-skill jobs will be essential for economic growth. 55% of all jobs in Oklahoma 8 of 10 require significant technology skills

17 Key Challenges: Starting Points for Methods Most workers needed in 2026 are ALREADY in the workforce A focus on new entrants/graduates will not be adequate; incumbent worker training is essential. Immediate bubbles will require recruitment from outside the region. Enhanced efforts to build a pipeline of middleskill workers is imperative.

18 The Chamber s High Value Focus Priority given to high demand occupations that cut across multiple industries Industry-led and supported efforts that augment and complement traditional postsecondary/higher education programs Building capacity for groups of employers to work together (Discourage one-off programs)

19 Elements of the Strategy Immediate Intermediate Long-term Employer training collaboratives Rapid retooling Competency-based training Work-based learning Talent support efforts Recruitment support Middle-skill Pipeline Development Expanded Advocacy

20 Employer Collaboratives: Shared Training Models Short-term/rapid retooling efforts to help workers keep up to speed on high demand skills. Examples: BioCatalyst, Nanodegree Upskilling and competency-based training with credentials that are recognized across employers. Examples: Nationally recognized badges and credentialing; Customized industry models Work-based and apprentice-style education where applied learning is essential. Examples: SmarTalent, KY Federation for Advanced Manufacturing Education (FAME)

21 Employer Collaboratives: Chamber s Role Host best practice forums to examine different models. Convene groups of employers to identify specific skill and training needs. Facilitate development and broker training resources required for implementation. Assist with aggregating demand to build regional training capacity.

22 Talent Recruitment Packaging and distributing information on the region s economy and quality of life. Nearly all focus group participants requested Chamber assistance in this area. Customizable collateral materials needed. Aligns with existing expertise and publications.

23 Talent Pipeline for Middle Skill Jobs Provide information through the workplace. Provide information and training sessions for school counselors and teachers. Develop a structured career exploration opportunities for youth and young adults, including hands-on camps. Develop a mentoring and internship initiative for students in selected CareerTech programs. Help adults (including Veterans) enter or upgrade careers.

24 The Voice and Champion for Talent Issues Create and maintain a Regional Talent Assessment that acts as the base document for the Chamber s talent strategy. Make presentations and publish opinion pieces about talent trends and their impact on the Greater Oklahoma City Region. Maintain and share a database of best practices; host best practice forums. Advocate for resources and policies that sustain best practices.

25 Next Steps Hire Talent Director. Form two employer collaboratives (one for IT and one for technician-based middle-skill jobs). Identify specific occupations or skills; examine training modalities to explore; determine pilot project; implement and evaluate pilot. Establish a working group to help develop middle skill pipeline effort. Identify key occupations to pilot; assist with design of outreach and career exploration activities; determine long-term industry participation. Provide input and feedback for recruitment support activities.

26 QUESTIONS & DISCUSSION

27 Talent Strategy Breakout Groups A. Recruitment Support: Providing marketing support for recruitment of hard to fill positions B. Employer-led and collaborative training models: Focused on IT, Cyber and Data Analytics skills for IT and non- IT jobs. C. Employer-led and collaborative training models: Focused on technician level jobs in manufacturing, aviation/aero, energy and logistics D. Middle-Skill Pipeline Development: Raising awareness and filling the education and training pipeline for key middleskill jobs

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