Industry Partnership Metrics: 5 Considerations1. The Audience: Who cares about the outcomes of a sector

partnership?2. The Need for Customization: Sector partnerships are all

different. How do we build in flexibility?3. Comparing Partnerships: How do we fairly compare

outcomes of sector partnerships? 4. Phases of Maturity: What can be measured at each stage of

partnership development? 5. Process vs. Impact: Both types of metrics matter.

• Employers – shared cost, a place to solve major talent issues, a single table at which to work with public entities

• Educators – venue for faster understanding of changing industry needs; play out of educational career pathways

• Workforce Developers – strategic focusing of time and resources for high leverage with key industries while meeting worker needs

• Economic Developers – place for focused work with key industries on talent questions; can be major tool in retention and growth strategies

• States and Governors – more strategic use of public resources; improved services to industry and jobseekers

All Partners want to know the WIIFM

Across all categories we know that what we measure can change depending on . . .

• The Industry (its culture, size of companies, etc)• The region (its culture, its geography, it’s jobseekers)• The original reasons a sector partnership came together, and

why it stays together

• Ideally sector partnerships solve one problem and move onto the next – it’s goals therefore change regularly.

• Individual Sector Partnerships need flexibility to name and track outcomes that are right for them.

• States can offer guidance, tools and help aggregate data.

Is There One Formula for Evaluation?Can we fairly compare outcomes? Consider . . .

• Over 1,000 entry-level healthcare service workers trained every year by a metropolitan sector partnership

• About 130 students per year trained and placed in solar installation employment by renewable energy sector partnership

• 3 Journeyman apprentices supplied to Grand Coulee Dam as a result of a Power Generation partnership

Do we assume training outcomes? Consider . . .

• A small manufacturing sector partnership that focuses on career awareness

• Or an energy partnership that develops skills standards (that can be used to develop training) but that primarily is valuable to align titles and HR selection criteria across employers

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No single formula, but there are templates to capture some consistent data across partnerships.

Phases of Performance(Emerging) Early Evidence of Progress• a workplan or roadmap• employer engagement

(Active) Actual Outputs/Products• skills standards• career awareness campaigns• training programs for groups of employers• industry-driven networking• tackling non-workforce issues together

(Advanced) Impact• employment for job seekers• advancement for workers• reduced vacancy rates for employers• reduced time to hire• job creation• savings to public programs

Industry Partnerships: Metrics

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Industry Partnerships: Metrics

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Industry Partnerships: Metrics

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One State’s Approach to Industry Partnership-driven Career Pathways Metrics

Career Pathway Metrics

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Career Pathway Metrics

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Reflections?

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• New jobs--and whole new industries--are emerging

• Workers change jobs more often

• Work is more knowledge-based

• Changing demographics and labor pool

• Skill demands are escalating:• foundation skills• technical skills

• More Work Experience needed across most industries

• Need for continuous learning

Understanding Demand: Engaging employers in a conversation about their real skills needs-- why do it?

1. When and how often? 2. What’s the depth and level of conversation

needed? 3. When are we asking too much of

employers? When are we holding back? 4. What are the right steps to deep dives? 5. What are the products?

The “Deep Dive” Conversation

Power Generation Skill Panel, WA

“The Power Generation Skill Panel has effectively met the needs of employers, workers, and the training system through collaboration and focused work on critical issues. By meeting the demand driven skills needs of industry we are all more competitive.” --Bob Guenther, IBEW Local 77

•Convened by the Centralia Community College•Involves major power generation plants (coal, hydro, and wind), plus major public utilities around the state•Key partners are Labor, community colleges, workforce Boards, and industry experts•Products include:

• 17 articulated “skills standards”manuals for key occupations

• Revised Energy Technician credentials• Shared purchase of OJT key curriculum• Revised apprenticeship program• Creation of hands-on training facility at an un-

used nuclear power plant

There is a Process

• Identify the critical occupations in the target sector using LMI: current employment, past/projected, wages

• Roughly categorize them by type of occupation (Production? Management? Sales?)

• Test this list out with a core group of employers (1 hour)• Are these your most critical? How do you define

critical?• Tell me about a qualified applicant for each critical

occupation.• Tell me about the advancement in your company from

one critical occupation to the next?

Next Steps• Go back to the data. Find out more. Ask or search for job

descriptions. Search through O*NET. • Create a straw man template of core work functions, and

key activities or tasks within each one.

Next Steps

• Hold your first focus group: Hiring Authorities

• A skilled and neutral facilitator• A clear, set agenda built around the core work functions

and key activities of a set of critical occupations (target: 1-3 occupations)

• Fast paced, interactive discussion • Questions: 1) How do you know when this function is

performed well? 2) Are these the right tasks needed to perform this function well? What’s missing? 4) How would you weigh these tasks in importance? 5) What are the key skills, knowledge and abilities to perform each task?

Next Steps • Hold your 2nd Focus Group: Workers (the real experts)

• Create a draft “skills profile” – an in-depth description of functions and tasks for the critical occupation.

• Target: 10-12 Experienced Workers in the target occupation• Review and discuss function by function, task by task:

• Is this true based on what you do on a daily basis? • What is not emphasized enough? What is over-emphasized? • What is missing? • How do you know you’ve performed this task well?

• Review, refine, add, delete the skills profile or standards manual.

Make sure this gets used!

• Employers can immediately use Skills Standards for recruiting, hiring, training and advancing employees

• Educators and Trainers can immediately use Skills Standards to refine, refresh or develop new curriculum and credentials

Your Experience?

Role of State Leadership: To create the right conditions for industry partnerships to effectively serve industry and jobseekers

1. Shared vision and goals2. Good industry data and analysis3. Performance metrics tools4. Training and capacity building5. Communication and awareness6. Changes to administrative policies7. Changes to legislative policies8. Funding and investments9. Shared promising practices and success stories10. State-Regional communication

Your Ideas?