Itasca Project - Presentation (Power Point)

Report
Overview: Workforce Alignment
Senate Higher Education and Workforce Development
March 13, 2013
CONFIDENTIAL AND PROPRIETARY
Any use of this material without specific permission of McKinsey & Company or the Itasca Project
is strictly prohibited
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Higher education has been a focus of Itasca’s work since late 2011
TF
Task force
developed
priorities
SC
Steering committee
Report “Higher
Education
Partnerships for
Prosperity” issued
July 2012
Taskforce launched
October 2011
•
Taskforce developed
priorities
•
Focused on
understanding and
scoping issue in first
~3 months
•
Consulted with Advisory
Group of ~40
stakeholders statewide to
refine and vet priorities
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
Implementation
teams
•
Implementation teams
launched against 3
priorities
•
Taskforce converted to
a steering committee
to provide guidance to
implementation teams
Printed 3/6/2014 4:42 PM Central Standard Time
•
Last Modified 3/10/2014 10:16 AM Central Standard Time
TF
Task force
gathered facts
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Minnesota can be a globally competitive center of talent and innovation if
business and higher education unite around four strategic priorities
Outputs from state higher education will increase in
value and relevance to Minnesota’s economy
Business communicates workforce needs to higher
education, and the two work hand-in-hand to see
that occupational and foundational skills
students gain through programs ranging
from certificates to graduate / professional
degrees prepare them not only for a
good and fulfilling career
hat meet the states future
workforce needs
Form new collaborations across higher ed. to optimize
system-wide intellectual assets and efficiency
Higher education strengthens Minnesota’s world-class
position in core industries by leveraging unique
program strengths across institutions to create
a sum greater than its parts, and by pursuing
system-wide operational efficiencies that
help moderate costs born by students
and increase return on investments
Research, innovation and graduate /
professional education foster economic
development, create new knowledge and
enhance learning; institutions partner with business
to pursue common lines of inquiry, translate research,
disseminate cutting-edge knowledge, and solve realworld problems
Graduate more students, and
demonstrate their capabilities
Institutions of higher education have
higher student persistence and completion
rates, and provide objective measures of
learning outcomes to better ensure graduates’
development of capabilities and communicate these
to potential employers
Minnesota will drive long-term economic prosperity with a higher education ecosystem that brings educators
and employers together to create world-class clusters of talent and innovation
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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Printed 3/6/2014 4:42 PM Central Standard Time
Foster an ecosystem of
research and innovation
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Align academic offerings with workforce needs
Inputs to state higher education will be used with
greater efficacy and efficiency
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PRELIMINARY
Strategy: Workforce Alignment
Align academic offerings with workforce needs
Last Modified 3/10/2014 10:16 AM Central Standard Time
Over the past 18 months, this taskforce has worked
with employers, students, career centers and higher
ed institutions across the state to identify tools /
information sources that could facilitate
engagement and collaboration to meet
future workforce needs. These tools are
being piloted around the state, with
findings expected mid-summer.
Printed 3/6/2014 4:42 PM Central Standard Time
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
3
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The Workforce Alignment Team is made of leaders from the employer,
higher education, foundation, government, & nonprofit sectors
Name
Role
Organization
Chancellor
Exec. VP & Chief HR Officer
Minnesota State Colleges and Universities
Schwan’s
Education
Deb Belfry
Michelle Chevalier
Jeanne Herrmann
Mary Nichols
Paul Pribbenow
Mary Rothchild
Career Development Director
Director Graduate Business Career Center
COO
Dean, College of Continuing Ed
President
Director for Strategic Partnerships & Workforce Development
Bloomington Public Schools
University of Minnesota
Globe University
University of Minnesota
Augsburg College
Minnesota State Colleges and Universities
Business
Collin Barr
Bill Blazar
Susan Bies
Coralea Cline
Lynn Plaschko
Kathy Schmidlkofer
Traci Tapani
Kevin Wald
Amy Walstien
Judy Werthauser
President
Sr. VP, Business Development & Public Affairs
Vice President, Human Resources
VP, Human Resources
HR Director, HR Solutions Development and Shared Services
Chief Operating Officer
Co-President
CEO
Director, Education & Workforce Development Policy
VP, Human Resources
Ryan Companies
Minnesota Chamber of Commerce
Cargill
Pentair
General Mills
Greater MSP
Wyoming Machine
SpecSys
Minnesota Chamber of Commerce
Target
Government &
Community
Cynthia Bauerly
Andrea Ferstan
Frank Forsberg
Kathy Gaalswyk
Ann Gibson
Deb Serum
Robin Sternberg
Inez Wildwood
Deputy of Workforce Development
Director of Income Strategies
VP, Community Impact
President
VP, Federal Relations and Workforce
Supervisor, Analysis & Evaluation Office
Director, Job Creation Initiative
Chair
DEED
Greater Twin Cities United Way
Greater Twin Cities United Way
Initiative Foundation
Minnesota Hospital Association
DEED
DEED
Governor’s WDC
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
Printed 3/6/2014 4:42 PM Central Standard Time
Steve Rosenstone
Scott Peterson
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Chairs
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The Workforce Alignment effort is focused on ensuring we have the rightDoc ID
number of graduates and job seekers with the right capabilities needed to
meet Minnesota’s future workforce needs
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Students &
job seekers
Higher Education,
career counseling
and workforce
training
Employers
Printed 3/6/2014 4:42 PM Central Standard Time
GOAL:
Workforce demand = workforce supply
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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Progress to date has been informed and shaped by leaders from the
employer, higher education, foundation, government, & nonprofit sectors
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Printed 3/6/2014 4:42 PM Central Standard Time
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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600+ stakeholders provided valuable insights about challenges employers,
academic leaders and career counselors face in addressing workforce alignment
“I need help finding
which schools have the
candidates I need”
Academic
leaders…
“We truly value our employer
program advisory meetings,
but we need to find a way to
make them more engaging
and data driven so the
conversation isn’t always
focused on the loudest voice in
the room”
“Working through career
counselors and academic
advisors is a great way to help a
large # of students & job
seekers know what skills & jobs
are in demand”
“Accessing real time data will
help, but our counselors are
completely under-resourced
and spend most of their time
dealing with non-counseling
activities”
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
NOT EXHAUSTIVE
“I don’t have as much
trouble finding fresh college
grads – I need help finding
people with specific
experience or technical
skills”
“We need employer
feedback to make sure we
are teaching the right
content, but it is incredibly
difficult to get the right
people in the room to make
that happen”
“Knowing the top
employers and skills in
each industry and
occupation in real time
will make a HUGE
difference”
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Printed 3/6/2014 4:42 PM Central Standard Time
Career
counselors…
“We are extremely focused
on understanding &
meeting the needs of
employers, but we need
real time data and better
employer engagement to
make that happen”
“Some schools use
advisory meetings more
to brag and network than
to really seek guidance. I
think we need more data
and less opinions in the
room”
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Employers…
“I’m tired of being asked about
my needs – I want to see things
CHANGE.”
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We used stakeholder feedback to define success for Workforce Alignment
in the state of Minnesota
Goal: We have the right number of graduates and job seekers with the right capabilities
needed to meet Minnesota’s future workforce needs
To…
▪ Not enough candidates – long
▪ Shortened hiring times – more students
times to fill open positions
▪ Candidates with missing skills –
difficulty finding candidates with the
right skills or experiences to meet
changing employer needs
– difficulty identifying academic
institutions that can serve as
partners to meet talent needs
▪ Appearance of lack of
responsiveness – limited visibility of
actions taken by academic institutions
based on employer feedback
and job-seekers informed regarding job
demand on educational paths to fill in
demand jobs
▪ Candidates possess the needed
foundational and technical skills –
leading to enhanced business and
community growth driven by talent
advantage
Printed 3/6/2014 4:42 PM Central Standard Time
▪ Unclear where to turn for help
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From…
▪ Efficient and strategic coordination
between academic institutions,
candidates and employers – easy for
employers to partner and connect with
relevant institutions
▪ Collaborative partnerships between
employers and higher ed – fact-based
decision making focused on faster
response time to labor market changes
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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To address this opportunity, the Workforce Alignment team is piloting tools to bringDoc ID
information and enablers to improve decision making and transparency between
stakeholders
Students &
job seekers
Information
Tools
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
Employers
Better
decisions
Printed 3/6/2014 4:42 PM Central Standard Time
Better
decisions
Higher Education,
career counseling
and workforce
training
Last Modified 3/10/2014 10:16 AM Central Standard Time
Goal:
▪ We have the right number of graduates and job seekers with the right capabilities
needed to meet Minnesota’s future workforce needs
Enablers
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A set of pilots are testing the impact of new data tools and employer
engagement approaches
Example
Academic
planning
process pilot
… impact of new data tools
and approaches on new
program decisions
IT programs
planning at RCTC
Curriculum
alignment
process pilot
… impact of real time job
data & “cloud-based”
employer feedback tools on
curriculum alignment
decisions
Operations
management
degree at the
University of MN
Employer
advisory
process pilot
… impact of new data tools
and engagement approaches
on employer advisory boards
and decisions
Shaping a new
advisory board at
Augsburg College
… impact of real time job
data and career/ed data on
student & job seeker
decisions
Post-secondary
advisory with area
high schools with the
NE Career Edventure
program
Career
planning
process pilot
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
Printed 3/6/2014 4:42 PM Central Standard Time
Pilots are testing…
Last Modified 3/10/2014 10:16 AM Central Standard Time
Pilot
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The pilots involve hundreds of academic, employer and career counseling
stakeholders across the state
Workforce Centers
MnSCU colleges
MnSCU universities
University of Minnesota
Private, includes for-profit
•
Ramsey
Hennepin
Washington
`
Scott
Dakota
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
youths/ high schools
Employer Advisory Boards for the
following programs:
– Strommen Center for Meaningful
Work
– First line supervisors of production
workers
– Mobile application development
– Business Analyst
– Operations Management
– Automotive technician
– Numerous manufacturing programs
(CNC, welding, mechatronics, others)
– Health informatics
– Many other advisory boards at pilot
schools!
Printed 3/6/2014 4:42 PM Central Standard Time
Anoka
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• 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
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Next steps for our team
Learn from the pilots
Last Modified 3/10/2014 10:16 AM Central Standard Time
 Identify which tools and processes have the greatest impact on
improving information, engagement and decisions
 Identify barriers to change, key enablers for success and capture case
studies to build momentum
 Codify and share pilot results in Q2:2014
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Make the effort sustainable
 Develop approach to ensure ongoing employer – higher ed engagement
 Scale most effective tools & approaches
 Transition work to long-term owner to ensure momentum and
sustainability
Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution
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