Overview: Workforce Alignment

CONFIDENTIAL AND PROPRIETARYAny use of this material without specific permission of McKinsey & Company or the Itasca Project is strictly prohibited

Overview: Workforce Alignment

Senate Higher Education and Workforce DevelopmentMarch 13, 2013

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odified 3/10/2014 10:16 AM Central Standard Tim

ePrinted 3/6/2014 4:42 PM

Central Standard Time

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Steering committeeSCTask force developed priorities

TF

Higher education has been a focus of Itasca’s work since late 2011

Task force gathered facts

TF

Implementationteams

• Taskforce launched October 2011

• Focused on understanding and scoping issue in first ~3 months

• Taskforce developed priorities

• Consulted with Advisory Group of ~40 stakeholders statewide to refine and vet priorities

• Implementation teams launched against 3 priorities

• Taskforce converted to a steering committee to provide guidance to implementation teams

Report “Higher Education

Partnerships for Prosperity” issued

July 2012

Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution

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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

Align academic offerings with workforce needs

Foster an ecosystem of research and innovation

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 rangingfrom certificates to graduate / professional degrees prepare them not only for a good and fulfilling careerhat meet the states future workforce needs

Research, innovation and graduate / professional education foster economicdevelopment, create new knowledge and enhance learning; institutions partner with business to pursue common lines of inquiry, translate research, disseminate cutting-edge knowledge, and solve real-world problems

Outputs from state higher education will increase in value and relevance to Minnesota’s economy

Inputs to state higher education will be used with greater efficacy and efficiency

Form new collaborations across higher ed. to optimize system-wide intellectual assets and efficiency

Graduate more students, and demonstrate their capabilities

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

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


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Align academic offerings with workforce needs

Strategy: Workforce Alignment

PRELIMINARY

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.


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The Workforce Alignment Team is made of leaders from the employer, higher education, foundation, government, & nonprofit sectors

Name OrganizationRole

Steve Rosenstone Chancellor Minnesota State Colleges and UniversitiesScott Peterson Exec. VP & Chief HR Officer Schwan’s

Mary Nichols Dean, College of Continuing Ed University of Minnesota

Michelle Chevalier Director Graduate Business Career Center University of Minnesota

Paul Pribbenow President Augsburg College

Jeanne Herrmann COO Globe University

Judy Werthauser VP, Human Resources Target

Susan Bies Vice President, Human Resources Cargill

Ann Gibson VP, Federal Relations and Workforce Minnesota Hospital Association

Collin Barr President Ryan Companies

Traci Tapani Co-President Wyoming Machine

Kathy Gaalswyk President Initiative FoundationFrank Forsberg VP, Community Impact Greater Twin Cities United WayAndrea Ferstan Director of Income Strategies Greater Twin Cities United Way

Kathy Schmidlkofer Chief Operating Officer Greater MSP

Bill Blazar Sr. VP, Business Development & Public Affairs Minnesota Chamber of Commerce

Amy Walstien Director, Education & Workforce Development Policy Minnesota Chamber of Commerce

Robin Sternberg Director, Job Creation Initiative DEED

Cynthia Bauerly Deputy of Workforce Development DEED

Deb Serum Supervisor, Analysis & Evaluation Office DEED

Kevin Wald CEO SpecSys

Inez Wildwood Chair Governor’s WDC

Mary Rothchild Director for Strategic Partnerships & Workforce Development Minnesota State Colleges and Universities

Deb Belfry Career Development Director Bloomington Public Schools

Lynn Plaschko HR Director, HR Solutions Development and Shared Services General MillsCoralea Cline VP, Human Resources Pentair

Business

Education

Chairs

Govern-ment & Community


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Higher Education, career counseling and

workforce training

GOAL: Workforce demand = workforce supply

The Workforce Alignment effort is focused on ensuring we have the right number of graduates and job seekers with the right capabilities needed to meet Minnesota’s future workforce needs

Students & job seekers

Employers


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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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600+ stakeholders provided valuable insights about challenges employers, academic leaders and career counselors face in addressing workforce alignment


NOT EXHAUSTIVE

Academic leaders…

“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”

“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”

“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”

Career counselors…

“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”

“Knowing the top employers and skills in

each industry and occupation in real time

will make a HUGE difference”

“Accessing real time data will help, but our counselors are completely under-resourced and spend most of their time dealing with non-counseling

activities”

Employers…

“I’m tired of being asked about my needs – I want to see things

CHANGE.”

“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”

“I don’t have as much trouble finding fresh college grads – I need help finding

people with specific experience or technical

skills”

“I need help finding which schools have the

candidates I need”

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We used stakeholder feedback to define success for Workforce Alignment in the state of Minnesota

From… To…

▪ Shortened hiring times – more students and job-seekers informed regarding job demand on educational paths to fill in demand jobs

▪ Not enough candidates – long times to fill open positions

▪ Candidates with missing skills – difficulty finding candidates with the right skills or experiences to meet changing employer needs

▪ Candidates possess the needed foundational and technical skills – leading to enhanced business and community growth driven by talent advantage

▪ Unclear where to turn for help – difficulty identifying academic institutions that can serve as partners to meet talent needs

▪ Efficient and strategic coordination between academic institutions, candidates and employers – easy for employers to partner and connect with relevant institutions

▪ Appearance of lack of responsiveness – limited visibility of actions taken by academic institutions based on employer feedback

▪ Collaborative partnerships between employers and higher ed – fact-based decision making focused on faster response time to labor market changes

Goal: We have the right number of graduates and job seekers with the right capabilities needed to meet Minnesota’s future workforce needs


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To address this opportunity, the Workforce Alignment team is piloting tools to bring information and enablers to improve decision making and transparency between stakeholders

Goal:▪ We have the right number of graduates and job seekers with the right capabilities

needed to meet Minnesota’s future workforce needs

Information Tools Enablers

Higher Education, career counseling and

workforce training

Students & job seekers Employers

Better decisions

Better decisions


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A set of pilots are testing the impact of new data tools and employer engagement approaches

Pilots are testing…

… impact of new data tools and approaches on new program decisions

… impact of real time job data & “cloud-based” employer feedback tools on curriculum alignment decisions

… impact of real time job data and career/ed data on student & job seeker decisions

… impact of new data tools and engagement approaches on employer advisory boards and decisions

IT programs planning at RCTC

Operations management degree at the University of MN

Post-secondary advisory with area high schools with the NE Career Edventure program

Shaping a new advisory board at Augsburg College

ExamplePilot

Academic planning process pilot

Curriculum alignment process pilot

Career planning process pilot

Employer advisory process pilot


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The pilots involve hundreds of academic, employer and career counseling stakeholders across the state

Anoka

HennepinRamsey

Wash-ington

DakotaScott

MnSCU collegesWorkforce Centers

MnSCU universitiesUniversity of Minnesota

Private, includes for-profit`

• 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 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!Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution

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Next steps for our team

Learn from the pilots

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

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


Documents

Overview: Workforce Alignment