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Winning the Talent War: Make It or Take It Atlas Advertising Nashville Area Chamber of Commerce Camoin Associates
Introducing Your Presenters
Guillermo Mazier – Atlas Advertising• Former economic developer and tourism marketer for the Costa Rican Investment and Trade Development
Board• Managed economic development and tourism campaign for Tortugero, CR• Industry speaker, content strategist, and digital marketing specialist
Courtney Ross—Nashville Area Chamber of Commerce• Chief Economic Development Officer
Alex Hughes – Nashville Area Chamber of Commerce• VP, Talent Attraction and Retention
Ian Flatt – Camoin Associates• Economic Development Analyst
Is Workforce Development or Workforce Attraction a
Better Strategy?
Which Strategy Does Your Organization Employ?
Workforce Development—A wide range of activities, policies, and programs utilized by communities to create, sustain, and retain a viable workforce that can support current and future business and industry within a particular region.
Workforce Attraction—Programs, initiatives, and targeted campaigns that assist organizations, employers, and employer associations take timely and direct action to attract and retain workers.
• State of workforce development—Telling the story of training up your workforce– 4 key takeaways for workforce development
• State of workforce attraction—Telling the story of attracting a workforce – 4 key takeaways for workforce attraction
• Strengthening Middle Tennessee workforce case study—A story of a community who is doing both
Today’s Webinar Will Cover
Winning the Talent War: MAKE IT
Presentation by: Camoin Associates
April 28, 2016
New Challenges • Job openings: reached historically high levels (hitting 5.6 million
openings in January 2016
• Labor force participation rate: steadily declining since the late 90s (although it has started increasing again over the past couple of months)
• Youth: 5.5 million youth are considered “disconnected” – remains higher than pre-recession levels
• Persistent “middle skills” gap
New Opportunities
• Workforce Innovation and Opportunity Act (WIOA): places new emphasis on partnerships between workforce development, economic development, and employers
• Cross-sectoral initiatives like TechHire
• Many states rethinking workforce policy and emphasizing an sector-focused approach
Takeaway 1
Identify challenges where is the workforce falling
short?
Key Questions
• What are your top industries? • What skills does your workforce need? • Who are you targeting? • What resources do you have available? • Who needs to be involved?
Crunch data • Identify:
• Leading industries • Top occupations • Key skill/competency requirements • Associated wages
• Skills gaps: are enough people being trained to meet employer demand?
SHARE INFORMATION
Engage stakeholders • Stakeholders:
• Education – all levels • Employers • Workforce development • Economic development • Chambers of Commerce • One Stop Centers • Social service providers
• Engagement Tools: • Interviews • Focus groups • Surveys • Business outreach
partnerships
Takeaway 2
Start Young opportunities for youth
Youth Work Experiences • Develop work experiences
• Learn about careers in targeted industries
• Earn money
• Example: Detroit Summer Youth Employment Program
Career/Technical Education (CTE) • Fell out of favor but undergoing
a resurgence • Focused on manufacturing and
technology-related skills
• Partnerships of K-12, higher education, and local industries
• Example: TEC-SMART (Ballston Spa, NY
Youth-focused Workforce Services • Job fairs
• Workforce centers
• Career services
• Manufacturing/Tech Tours
• Example: Next Generation Zone (Spokane, WA)
Takeaway 3
Engage Employers & Education early, often, and effectively
Employer-driven training & credentials • Early buy-in and engagement
from employers
• Industry training partnerships
• Sector-based partnerships
• Examples: vary broadly depending on region and targeted industries
Franklin-Hampshire (MA) Regional Employment Board
• Raised money to improve local technical high school and train unemployed individuals
• In partnership with employers, developed training curriculum to meet industry needs
• Partnered with local community college to utilize instructors
• Partnered with local workforce center to recruit, screen, and provide other services to participants
• This program has had an 84% job placement rate among graduates
Source: National Skills Coalition
Career Pathways • Partner with employers and
education
• Identify skills/competency education requirements to access higher paying jobs
• Identify gaps in training resources
• Develop plan of stackable, industry-recognized credentials Source:
Shared Vision, Strong Systems: The Alliance for Quality Career Pathways Framework Version 1.0. Center for Law and Social Policy, June 2014.
Takeaway 4
Wraparound Services getting a job is just the beginning
Wraparound Services • Transportation • Childcare
• Healthcare
• Basic education (ESL, adult education, literacy)
• Example: Richmond Office of Community Wealth Building
Conclusion • Workforce programs will (and SHOULD) look different in
every community • Develop broad coalitions • Share information • Sell workforce development!
Questions?
Sources & Resources:
• List of workforce of resources from Camoin • Free economic/workforce data tools
• National Skills Coalition
• Opportunity Index (socioeconomic, economic and workforce data)
• Career Pathways Toolkit (US DOL)
WHAT IS TALENT? HOW DO YOU FIND IT & HOW DO YOU ATTRACT IT?
UNEMPLOYMENT RATE BY EDUCATION
FOR THE SHARE OF THE LABOR FORCE OVER 25
WITHOUT A 4-YEAR DEGREE
5.4% UNEMPLOYMENT RATE
2.5% UNEMPLOYMENT RATE Source: US Bureau of Labor Statistics (Current Population Survey)
FOR THE SHARE OF THE LABOR FORCE OVER 25
WITH A BACHELOR’S DEGREE +
• Economic development now is as much about attracting, growing and retaining qualified workers as it is about attracting, growing and retaining employers.
• If your community can successfully attract, grow and retain workers, then employers will be forced to follow. The business of developing comprehensive workforce development strategies as an integrated part of economic development is in its infancy.
State of Workforce Attraction
Source: http://www.marklautman.com
1. Get a baseline from your own talent – Do research. Engage your business
community early2. Know your target audience 3. Attract attention to attract talent4. Create a targeted creative and marketing
campaign – Build online communities for talent attraction
4 Key Takeaways for
Workforce Attraction
If a city could provide this info and assist in it, they could attract Digital Nomads (DNs). Further, if a city had a dedicated concierge service for DNs that would be a huge draw. ‘We will help you find a place to live, work, secure visas, and even provide tourist information.'” - Jonathan Wagner, Co-founder 52stairs.com
• Job opportunities • Housing • Safety • Proximity to family and
friends • Dining, events and
entertainment
• Culture and arts • Outdoor activities • Public transit • Shopping • K-12 schools
Source: Atlas Atlas Advertising 2015
Numbering 77 million, millennials referred to going forward as “Young Professions” (those aged 25-34 ) make up one-fourth of the U.S. population. These young professionals are drawn to big cities like NYC, San Francisco, LA, DC and Chicago by jobs; nightlife and good food, but often find they can’t afford to live there.
Young workers (21- 40 years old) are the recipient/benefit generation of the greatest possible transfer of wealth in American history. This cohort enjoys working with different people and champion the idea of diversity in culture in the way that they live, work and play.
Bringing Talent Back to Diverse Dallas Suburb:
Richardson, TX
We know from multiple sources that at least 80% of individuals and companies seeking information for possible relocation review relevant websites in target communities to improve their decisions
Bringing Talent Back to a Diverse Dallas Suburb
N A S H V I L L E A R E A C H A M B E R O F C O M M E R C E
ECONOMIC DEVELOPMENT
PARTNERSHIP 2020
First plan developed in 1990 by business leaders, led by Nashville Chamber
A public/ private regional strategy for economic development in Nashville region Since 1990: • 880+ new companies relocated • 370,000+ new jobs created • 150% increase in per capita
income • Population growth of more
than 156%
95.2 cost of living index (100 = U.S. average) 930,000+ labor force 1.8 million population (2.03% annual growth) $45,759 per capita income 3.5% unemployment rate (Feb. 2016)
NASHVILLE ECONOMIC SNAPSHOT
NASHVILLE ECONOMIC REGION
1.8 million population
RESULTS July 2015 - present
82 business relocations and expansions 7,471 new announced jobs $1.5B capital investment 4.56M+ square feet
JOB GROWTH
Ranking based on U.S. Metros with over 1M in Population. Source: Bureau of Labor Statistics February 2016
Richmond Orlando
Austin San Jose Nashville
Raleigh Phoenix
Riverside Dallas
San Francisco
4.3% 4.2% 4.2% 3.8% 3.6% 3.6% 3.5% 3.5% 3.5% 3.4%
#5
L a s t 1 2 M o n t h s
P2020 STRATEGIC DRIVERS
Corporate Recruitment & Relocation Business Retention & Expansion Target Sector Development International Business Growth Small Business Support Entrepreneurship
Skilled Talent Attraction & Retention Talent Supply & Demand Alignment Pre K-12 Education Focus Post Secondary Attainment Gains Young Professional Engagement
Regional Transit Solutions Business Advocacy Global Connectivity Affordability Public Asset Development Cost-of-Living Advantages
NASHVILLE HAS TALENT
Spotlight on Talent• Customized workforce plans
• Staff dedicated to talent
Talent initiatives• Attracting and retaining talent
• Aligning supply and demand
• Addressing skills gaps
• Young professionals engagement
Challenges Ahead
FOCUS ON TALENT
TALENT PIPELINE
12 four-year colleges and universities in the region
117,000 enrolled students and 17,000 annual graduates with 60% remaining in the region
131,000+ with graduate or professional degrees
6 community and technical colleges in the region
TALENT PIPELINE
v
v
v
v
v
v
v
v
v
v
v
v
v
v
v
Technology• WorkIT Nashville• We Build Tech• Accelerated Training
Drive to 55
• Tennessee Promise• Middle TN Reconnect• LEAP Grant
Military and Veteran Talent
Livability Campaign
TALENT IN IT IATIVES
WORKIT NASHVILLE
WE BUILD TECH
LIVABILITY CAMPAIGN
YP NETWORK
• 50+ YP Nashville Partner Organizations
• Nashville Emerging Leader Awards
• CEO Conversations• Networking/ education events• Digital communications• Political forums
TALENT MIGRATION Number 2 metro for percent change in the number of college graduates since 2000.
*Source: Forbes and Statista. U.S. Census Bureau 2000-2012.
TALENT RECRUITMENT Nashville MSA ranked 6th for growth from in-migration in 2015.
Tampa Orlando
Jacksonville Las Vegas Charlotte Nashville
Miami Austin
Raleigh Portland
94.0% 80.1% 77.7% 71.9% 71.5% 71.5% 71.0% 70.9% 69.4% 68.7%
2.03% annual growth
36,435 new residents
26,062 moved to Nashville
71 people moving per day on average
71.5% of increase in population due to in-migration
2015 *Ranking based on U.S. Metros with over 1M in Population. Source: U.S. Census Bureau, July 2014-2015.
WORKFORCE Top driver in site selection decisions.
• 120,000 -140,000 individuals leaving the workforce
• 8,000 - 12,000 unemployed return to work
• 90,000 -115,000 high school and college graduates enter local workforce
• 40,000 - 50,000 persons new to labor market (migration) with a majority having prior experience
Supply and Demand
Next 5 Years
Out of the Workforce
Into the Workforce
WORKFORCE Next 5 Years – Educational Requirements.
0% 5% 10% 15% 20% 25% 30% 35% 40%
Master's degree
Doctoral or professional degree
Bachelor's degree
Associate degree
Some college, no degree
Postsecondary non-degree award
High school diploma
Less than high school
2015 Jobs
2015-2020 Jobs
“We knew this was a city with the talent capable of helping us grow and a community that understands the
importance of investing in a skilled, trained and educated workforce.”
- Wanda Lyle, Managing Director, Nashville Business
Solutions Center, UBS
57
Guillermo Mazier 303.292.3300 x 232929 Broadway, Denver, CO 80203 [email protected]
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