Skills Gap Solution Task Force

Advanced ManufacturingSkills Gap Analysis Report Findings

1. Majority of positions to be filled require high level of technical skill.

2. Skills Gap Identified:• Lack of practical real-life job experience• Lack of soft skills, communication, team work,

project management, problem solving, presentation skills.

• Lack of leadership skills

Broad Structural Challenges, Not “Cluster Specific”

• Survey did not reveal Cluster Specific challenges that could be met easily outsie th company’s domain.

• Survey found broad, structural challenges across multiple industry clusters

• Requires different approach

Task Force Next Steps

• Adapt or Create new models to address structural challenges identified in the Skills Gap Survey.

• Once the correct models are identified, conducting Resources Inventory to identify what resources can be applied to narrow the skills gap. (Don’t reinvent the wheel.)

New Member Self-Assessment

• All Questions are based on a 1-10 scale. 1=poor or non-existent

10 = Best-in-Class

• “How would you rate your organization’s ability to attract talent?”

• “How would you rate your organization’s ability to develop leaders?”

• “How would you rate the communication and presentation skills of your employees?”

• “How would you rate the critical thinking and problem solving skills of your employees?”

• “How would you rate the ability of your employees to work in a collaborative environment?”

Results of Self-Assessment

• Three Categories: 1-4, 5-7, 8-10

• Create: “Irvine Chamber 90-Day Quick Start Guide”

• Create List of Resources• “Irvine Chamber Business Outreach Resource Guide”

• Create or adapt Robust Model(s) for organizations to follow

• Allows organization to start moving-up quickly.

Robust Models

Adaptation or Creation of Models to follow that address:• Talent Acquisition• Leadership Development• Communication and Presentation Skills• Critical Thinking and Problem Solving• Collaboration

Talent Acquisition

Possible Models:• For Veterans: Structured Externship Program• 30-day “test-drive”• Model adapted from Law Clerkship

• “Boomerang” Model for college students who have gone away and incentivize them to return

• Models Targeting Small and Medium Companies

Leadership Pipeline:Leadership Development Model for Large Organization*

Manage Self

Manage Others

Manage Managers

Functional Manager

Business Manager

Group Manager

Enterprise Manager

Passage One

Passage Two

Passage Three

Passage Four

Passage Five

Passage Six

* The Leadership Pipeline: How to Build the Leadership Powered Company, Ram Charan, et.al., pg. 7

Leadership Pipeline:Leadership Development Small Business Model *

Passage Two

Manage Self

Manage Others

Functional Manager

Business Manager

Passage One

Passage Three

* The Leadership Pipeline: How to Build the Leadership Powered Company, Ram Charan, et.al., pg. 29

Communication and Presentation Skills

Possible Models:• Toastmasters International• Intensive 1 or 2 Day Workshop Models• Series of weekend workshop models• Other Models?

Critical Thinking and Problem Solving

Possible Models:• Scenarios - groups are given Scenarios to develop

Critical Thinking and Problem Solving• Imperfect information given in Scenarios (You

can’t look-up the answer on the Internet!)• Groups must articulate and defend their strategies.• Scenarios would be workshop-based. 1 or 2 day.

Collaboration

Possible Models:• Non-yet identified• Further research is required

Task Force Deliverables

• Identify possible models that can address each structural challenge identified in the Skills Gap Survey.

• Reach Consensus on the models.

• Take inventory of Resources available inside and outside the Irvine Chamber