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Jim Shanahan Shanahan Resources, Inc. September 26, 2014.

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1 Jim Shanahan Shanahan Resources, Inc. September 26, 2014

2 1. Industry leaders come together of their own accord to address a shared problem—especially when they all face difficulty in recruiting talent within the region. This is rare occurrence. Alliance for Working Together manufacturing council in Lake County, Ohio 2. State or regional initiative brings together organizations within the state or region to address industry sector problem. My own role has been in directing two regional initiatives in which the initiating partners are higher education, workforce development and economic development interests. Mahoning Valley Manufacturing Alliance. The northeast Ohio Regional IT Engagement Board Focus today is on Lessons and Advice from my experiences with the second approach 2 Shanahan Resources, Inc.

3 Be Willing to Let Industry Lead 1. From the RITE experience, it is clear that Industry can very effectively lead regional partnerships to address talent gaps…should they develop a shared vision and passion to do so…and if we are willing to let them 2. In preparing to invite industry leads to come together to discuss the value of “forming and sustaining an industry partnership on Career Pathways in IT”, there are several steps that I urge you to take. 3 Shanahan Resources, Inc.

4 In Ohio, we wanted IT employers to better define the talent gap for IT workers: was the gap a matters of numbers or missing skills among the region’s job applicants? And how might higher education and others help improve the supply IT applicants through IT education and training, and workforce development services? This way it is clear who wants to know and why. This is important if employers are to focus their discussions. How well does this mirror your objective? 4 Shanahan Resources, Inc.

5 Ohio Skills Bank Provided the Initiative for Why Now? The Ohio Skills Bank (OSB) was an economic development initiative, sponsored by the Governor of Ohio and Ohio Board of Regents, which aims to reduce “skills gaps” between the available supply of workers and industry needs, now and in the future. 5 Shanahan Resources, Inc.

6 If an IT talent gap exists, solutions seek to improve the supply of qualified job applicants from within the region—its residents and college graduates. In NEO we already had extensive research and information about the demand for IT workers, plus a good deal of data on the supply of IT workers living and/or graduating from NEO colleges. It was important to jump start discussions with employers by sharing what we knew based on available data and have them react to our suppositions. 6 Shanahan Resources, Inc.

7 Problem is we lacked a real understanding of how employers defined IT talent needs or what the region’s applicants were lacking when employers lamented they couldn’t find qualified job applicants… The assumption is that higher education and workforce development organizations inherently know what needs to be done in order to increase and improve the supply of workers… The value-added of engaging industry is to gain actionable insights into just what can be done. 7 Shanahan Resources, Inc.

8 1. Who will lead the outreach to industry? 1. Who else needs to be involved in creating a regional solution? All those who can directly impact supply, and are willing to make it a priority. You know who these organizations are. In the case of RITE it was higher education. 3. Don’t overcomplicate the process by being too inclusive: limit group to those can help affect a solution. 8 Shanahan Resources, Inc.

9 Participants from Higher Education 1. Across our region we began with five institutions: a public university, a private college, and three community colleges. 2. Participation had to come from highest academic leader and all academic leaders of IT programs. 3. By end of the joint session, they were eager to continue engagement with this consortium of employers. 9 Shanahan Resources, Inc.

10 1. The outreach to IT employers was part of Ohio Skills Bank initiative of a new Governor. 2. OSB was originally set to be led by public workforce system; at last minute this was shifted to Ohio Regents’ post secondary education system. 3. Historically, community colleges and career centers and local workforce systems often worked at odds with each other. 4. Personally approached NEO’s six WIBs to join in support of RITE but they declined. 10 Shanahan Resources, Inc.

11 1. Determine which of your industries employ the greatest share of IT professionals in your region. 2. Identify companies that are most involved in the labor market for new IT talent. 3. Identify and aggressively recruit top level people providing leadership and strategic direction over IT functions within these companies. 4. Recruit each person with phone or face-to-face discussion of your objective and why and how their participation is important. 5. Get early commitment from top leaders in large companies which should help in recruiting additional members. 6. Be sure you have a good mix of industry represented and that you have the participation of the most successful IT developer companies in your region. 7. 12 to 15 is about the right size. 11 Shanahan Resources, Inc.

12 Recruitment of IT Employers That Led to Formation of RITE Board 1. Identified major IT Developing and IT consuming companies in the region. 2. Used various networks and methods to contact IT executives at the targeted companies and acquire their commitment to participate. 3. Some IT executives contacted us to express desire to participate. 4. Result was panel of 12 IT employers who employ a combined 3,000 IT employees in northeast Ohio; CIO’s, VPs, and Presidents of IT companies, formed the Employer Panel. 12 Shanahan Resources, Inc.

13 1. Focus on the dynamics of demand for IT workers which they have in common 2. The gap in supply is a regional problem faced by all employers 3. Important they reach agreement on the demand for IT workers within the region and limitations they encounter in hiring new workers from within the region. 4. This will take at least three working sessions to complete. 13 Shanahan Resources, Inc.

14 Process plan for Skills Panel 1. Four sessions were designed to address the objectives of OSB; three hours per session. 2. Each successive meeting was designed to build on the previous meeting. The same process was conducted with Educators on the same days as the employers met. This allowed for nearly real-time feedback to the Educator skills panel on discussions had by the Employer Panel in the morning sessions. 3. The final session (#4) for the first time brought together educator and employer skills panels, and was facilitated by Roy Church, President of LCCC. At this session 11 recommendations were made by the employer panel for how they would like to work with the institutions. 14 Shanahan Resources, Inc.

15 A Systemic Look At the Supply Pipeline Shanahan Resources, Inc. 15

16 Problem: The total demand for IT workers within the region exceeds by far the total supply of qualified job applicants from those living within the region. A gap that often continues to widen over time. The lack of qualified applicants has three sources: 1. Too few potential applicants in the region with prior IT experience or that recently graduated from IT programs—good indicators are 1. number of unemployed IT workers; 2. number of employed IT workers, some of whom seek new positions; and 3. number of graduates annually from IT college programs within region. 2. IT recruiters say that skills mix of applicants are not the right fit for job openings 3. Those with jobs and those seeking jobs experience barriers in finding each other in real time. 16 Shanahan Resources, Inc.

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18 RITE Center Measurable Results Continuum Awareness Enrollment Experiential Learning Graduation Career Placement Impact: 1000 Impact: 100 Impact: 50 Impact: 35 The RITE Board will improve placement in NEO’s IT jobs by quantity and quality of IT: Awareness Qualification for and enrollment in in training programs Experiential/work-based learning Progress to completion/ graduation Career placement These goals align with the RITE board’s current committee structure Community Outreach (Awareness, Qualification for Enrollment) Academic Engagement (Progress to Completion, Graduation) Opportunity and Placement (Experiential Learning, Career Placement) Qualification Progress to Completion 18 Shanahan Resources, Inc.

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20 The problem is a regional problem…and should become the focus of discussions to create solutions for the region. It is problem shared by employers of IT talent—in order to meet hiring quotas, they fill openings with workers living outside the region. The lack of ability for employers to hire from within the region’s talent pool mostly means that hiring costs go up as they recruit elsewhere and hiring time frames are extended This is a problem shared by the region’s workers—they are missing out on a sector of employment offering quality jobs and better than average compensation, and clear pathways to advancement (Career Pathways). These opportunity losses are important to the region’s unemployed and college students. 20 Shanahan Resources, Inc.

21 Employers should be able to fill more of their positions for interns and new hires from within northeast Ohio…and avoid the need and greater expense to recruit so many from outside the region and Ohio. The corollary to this is: We should be able to hire more from the college graduates and transitioning workers that live within the region. These ideas drive the actions taken over the last five years. What they haven’t rallied around: the idea that they should satisfy more of their hires from the—what we now call—the long term unemployed; a significant share of which have prior IT work experience. 21 Shanahan Resources, Inc.

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23 23 IT is a broad field and is heavily used in IT and other Industries Broad definition of IT: Information technology (IT) is the study, design, development, implementation, support and management of computer-based information systems. Examples include hardware and software applications that enable information acquisition, processing, and transmission. How firms use IT: Information Technology is used by firms to produce an end product (e.g. designing business software) AND/OR to enable the effectiveness of what they do (e.g. e-marketing of products). IT workers and tasks are vital in most industries.

24 …a Diversified Power Management Company …Customers in more than 150 countries …More than 70,000 employees worldwide Supported by 1400 IT workers; 550 based in Cleveland. What they do… 24 Shanahan Resources, Inc.

25 * Work in practically any part of the world * Manage multi-million dollar budgets * Deploy ERP systems in our global plants * Learn engineering processes and deploy PLM * Develop solutions in our EDW * Build and deploy web based applications an content management solutions * Customer, suppliers, and internal employees * Support and develop corporate applications in the areas of tax, legal, finance, HR, etc. * Enable business intelligence, portal, or applications integration layers * Manage a UNIX, AS400, or Mainframe environments supporting thousands of consumers * Support networks, desktops, wintel servers, telephony, and exchange environments * Drive common ITIL processes for incident, change, problem, project management, and supplier mgmt * Manage a service desk with 35,000 calls per mo * Manager security of our edge and client environments What Types of Roles Exist in Eaton IT? 25 Shanahan Resources, Inc.

26 What are Employers Saying They Want When Posting Online Job Ads Shanahan Resources, Inc. 26

27 27 What does Your Region Offer in Way of IT Career Employment for Residents? Can unemployed skilled workers; and high school and college graduates from (insert your region) pursue careers in IT without leaving the region? Are there entry-level jobs for this pool of IT talent from your region, and opportunities for advancement? What are the jobs in the region that demand strong IT or Digital Media Skills, how strong is demand, and who has these jobs? What of these job requirements are lacking in the region’s pool of workers and college graduates. What do transitions adult workers and high school and college students need to master as skills most in demand by employers? What are employers saying in job ads about college majors when seeking job applicants, and how does this differ across the different IT career Pathways? These questions are empirically investigated primarily using Burning Glass Technology’s Labor/Insight online resource that tracks and analyzes online job posting data from over 20,000 websites nationally. Shanahan Resources, Inc.

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35 * At a minimum, employers prefer a Bachelor’s Degree from applicants responding to online IT postings—73% say so. * If the number of new hires annually is 1,500 within the 9-region area, then employers prefer that 1,099of them to have completed a Bachelor’s Degree. * The higher education system within the 9-region area likely is significantly under-supplying regional employers with recent graduates. In NEO, we found that even If all the region’s graduates with a 4-yr. degree were hired, this would only satisfy half of the new hires by employers as they grow the size of the IT workforce by nearly 800 workers per year. 35 Shanahan Resources, Inc.

36 Table Discussion for Next 20 Minutes: 1. Is there a talent gap of IT workers in your region? Why act now? 2. What is the possible options for combining regions in approaching industry? 3. Who is most likely to lead in approaching industry? Shanahan Resources, Inc. 36

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38 Overview of the Ohio Skills Bank Process The Ohio Skills Bank (OSB) was an economic development initiative, sponsored by the Governor of Ohio and Ohio Board of Regents, which aims to reduce “skills gaps” between the available supply of workers and industry needs, now and in the future. 38 Shanahan Resources, Inc.

39 1. Define the size and nature of the skills gap within the IT sector in NEO 2. Initiate prescriptive changes in the educational sector that will increase the availability of workers to fill currently available jobs, and 3. Create a process that will enable the educators to respond to workforce needs – therefore preventing skills gaps in the future. 39 Shanahan Resources, Inc.

40 1. Conduct analyses based on currently available data and resources to help define the NEO IT skills gap, and 2. Convene and facilitate a Skills Panel by bringing together large employers of IT talent in NEO to directly discuss the skills gap based on their experiences. 3. The Skills Panel process took place during the summer of 2009 via four half-day sessions commencing on June 16 th and concluding on August 25 th, 2009. 40 Shanahan Resources, Inc.

41 41 * Day 1: Set Foundation for the Skills Panel Process & Share What we about Region’s Market for IT Professionals * Day 2: Facilitate Employer Discussion on IT Competencies and What they seek from workers * Day 3: Facilitate Employer Discussion on the region’s colleges and talent pool emerging from them; and on a set of recommendations for colleges that better aligns with industry demand * Day 4: Have Employers’ present recommendations to IT leaders from higher education. Shanahan Resources, Inc.

42 Recommendation #1: Align or augment curricula with current business/job market needs * Understand the difference between market segments, i.e. “producers” vs. “consumers” of IT, and their required skills sets Recommendation #2: Develop systemic efficiencies among regional educational providers * Share “non-competitive” content organizations, thereby reducing redundant efforts. Virtual learning is an option. Recommendation #3: Increase work-based learning experiences by requiring co-ops and/or internships * Work-based learning experiences are a leading factor when deciding who to hire * 1 year of full-time experience is best-practice: this offers substantially more value than part-time or off-site experiences Recommendations # 4, 5, 6: Other educational effectiveness priorities * Collect/improve student success metrics that include career placement * Increase the velocity of curriculum change 42

43 Objective: Identify the “skills gaps” that students currently have, and make recommendations on how to eliminate those gaps Recommendation # 7: Improve the teaching and/or assessment of foundational competencies * The DOL competency model, Tiers 1-3, are believed to be the most important competency sets for long-term success in IT * They are also perceived to be the biggest skills gap * Of particular importance are: Personal drive and ambition Willingness to be a life-long learner Communications skills Flexibility Problem-solving capabilities Ability to work well in a team 43

44 Shanahan Resources, Inc. 44 Objective: Increase and/or improve the pipeline quantity and quality of students pursuing Information Technology careers Recommendation # 8: Raise awareness of IT careers, vs. jobs * Re-brand IT career marketing materials: * Increase interaction between practitioners and students: Recommendation # 9: Increase outreach efforts * Host an annual “IT Week” * Create an “IT Roadshow” document Recommendation # 10: Work through influencers – Improve guidance and assessment efforts * Provide realistic information to parents * Work with guidance and career counselors: * Create improved pre-screening/assessment * Proposed Action and Recommendation #11: Create and leverage a better Advisory Board system

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46 Current Members and Partners 46 Shanahan Resources, Inc.

47 NEO IT talent is highly skilled, industry-responsive workforce and an economic driver to business growth, retention and attraction for regional companies, including those that produce, consume, and provide IT products and services. Vision Through dynamic industry, educator, and community collaboration, the RITE Board champions IT career development by proactively attracting, preparing and placing IT talent. 47 Shanahan Resources, Inc.

48 * 2009: Ohio Skills Bank IT initiative led by Lorain County Community College. 11 recommendations to solve the problem. * 2009/2010: Employer participants agree to form the Regional IT Engagement Board, in an effort to collaborate with educators to reach goals that are mutually beneficial. * 2010-2011: Awarded a $287,000 grant from the State of Ohio’s Workforce Innovations Solutions program. * 2011-2012: Awarded $50,000 from the NEO Fund for our Economic Future to strengthen the collaboration and drive continued action; matched 1:1+ by dues from companies! How do we drive continued action, strengthen the collaboration and scale the results? 48 Shanahan Resources, Inc.

49 A shared agenda by industry members in collaboration with shared purpose of higher education members Collective Action  Shared Vision  Shared Measures  Repeatable and Scalable Methodologies Regional Independent, Mutually Reinforcing Institutional Endeavors 49 Shanahan Resources, Inc.

50 P LACE – Connect the Talent Link NEO students to regional IT employers through experiential learning, career development, job search and employment opportunities. A TTRACT – Build the Pipeline Impact the career choice of students and job seekers through promotion of the availability and advantages of information technology careers. P REPARE– Develop the Talent Strengthen regional IT educational and experiential programs at all levels to ensure world-class preparation for today’s IT roles. 50 Shanahan Resources, Inc.

51  Continue to Develop and Disseminate Get IT Here Resources  Foster and Sponsor High School/STEM Engagement Initiatives and Programs  Implement Targeted Higher Education Enrollment Strategies  Host Get IT Here Summits to Connect IT Talent Development Ecosystem 51 Shanahan Resources, Inc.

52  Understand Critical IT Roles, Demand from Employers and Job Requirements  Provide Professional Development Programs for Faculty and Educators  Produce and Track Regional IT Student Success Metrics: Retention, Completion and Career Placement  Inspire Career Development and Curriculum Innovations 52 Shanahan Resources, Inc.

53  Advocate Best Practices in IT Internships and Other Experiential Learning  Model a RITE Hires Process  Link Students to Career Development Professionals  Provide Professional Development for Career Services Staff, Advisors and Counselors 53 Shanahan Resources, Inc.

54 Attracting and supporting significant growth in IT enrollment Continuous improvement in IT programs which prepare students with a competitive edge for the best internships and jobs. OR Up-to-date education programs designed to meet competencies employers want. Expanded experiential and work-based learning opportunities for students that accelerate job placement Increased completion rates Increased job placement rates and career pathways

55 How do you know what you do makes a difference ? Shanahan Resources, Inc. 55

56 RITE APP Outcome Goals NEO Talent Pool (Quality and Quantity) to Better Meet Regional Demand: Measuring Outputs Outcome Goal: Increased enrollment in IT programs among students making better informed decisions If we increase the IT pipeline entering our institutions with students who used RITE resources and services to improve their decisions, then we address the first step toward increasing supply of prepared graduates for the regional labor market. * Targeted programs to be determined. Outcome Goal: Employers Increasingly Satisfy Hiring Needs from Increased Pool of IT Students from region’s institutions, as students or employees If we improve the ways in which employers and students get to know each other in real- time for employers and students, and successfully connect with more employers who buy into the value of accessing more of our students and graduates, then we will increase the number of placements into work base learning and employment. Outcome Goal: Increased # of completers with qualities sought by employers and in “RITE” areas of preparation If we improve the programs offered students to address employer preferences which includes but is not limited to expanded experiential learning and professional development of 21th Century Skills, and use CbD-type interventions to improve retention and completion, then we will graduate more and better prepared students as they enter the labor market. 56 Shanahan Resources, Inc.

57 RITE PREPARE Outcome Goals NEO Talent Pool (Quality and Quantity) to Better Meet Regional Demand: Measuring Outputs Outcome Goal: Increased and Sustained Commitment of employers and institution to improve student education experience that results in better fit with regional job requirements All institutions establish RITE Councils and Action Plans that address RITE Strategies for PREPARE Bandwidth of RITE Board Expanded across the region # IT programs reviewed by Council # IT programs enhanced with increased enrollment to better fit demand * Targeted programs to be determined. Inputs Outputs Outcomes Outcome Goal: Increased % of IT students who seek and are prepared for work base learning experiences #s of IT students completing ‘job shadowing’ Develop Internship Toolkit as student resource Greater involvement of faculty in promoting and supporting efforts to attract students to internships Outcome Goal: Increased % of IT students earn certifications and degrees. Services to ensure students academic success and progress to program completion Improved retention and completion rates Increased #s students graduated in programs with value to IT employers 57 Shanahan Resources, Inc.

58 RITE PREPARE Outcome Goals NEO Talent Pool (Quality and Quantity) to Better Meet Regional Demand: Measuring Outputs Outcome Goal: An agreed-upon Roadmap toward IT careers that employers, institutions, and students use to determine the region’s breadth and depth of IT careers that start with entry-level and pathways to advancement. A career planning resources system that institutions use to inform and advise new and undecided students on career choices New job profiles Agreement on appropriate individual assessments that validate competencies and gaps * Targeted programs to be determined. Inputs Outputs Outcomes Outcome Goal: Faculty and Staff Commitment to RITE goals and initiatives and to their role in students career opportunities as they transition from college to career employment Launching the Annual Summit Attendance and participation in Annual Summit New awareness and understanding among faculty regarding importance of better prepared students and their role in making this happen Outcome Goal: Increased % of student completers progressing deeper into hiring process of IT employers in region Employers actively engaged with institutions in identifying shortcomings and proposing solutions Revised and new IT programs or curriculum aligned with job profiles. Employers reporting greater satisfaction with students from region’s institutions 58 Shanahan Resources, Inc.

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61 61 1. Gathered information from RITE Companies * Reviewed IT jobs and current job descriptions * Identified IT “job buckets”  Infrastructure, Software Development/Engineering, Internet Services, Software Testing and Consulting * Identified one critical entry level job from each “bucket”  IT Services, Software Developer, Web Designer/Developer, Quality Assurance Analyst and IT Business Analyst  Conducted job profiles on the 5 jobs using subject matter experts across multiple companies to better understand the job and requirements 2. Assessed current students against the identified attributes 3. Provided feedback to students and connected them with Campus Career Services Dept. & IT Academic Dept. 4. Analyzed results and shared with stakeholders Shanahan Resources, Inc.

62 Starting May 2011, utilized a professional, proven process from SHL engaging subject matter experts across multiple RITE companies to better understand the job and requirements 62 At least 5 Subject Matter Experts (SMEs) {people who do the job or supervise the job} participated in a 4 hour focus group session for each job and came to consensus on:  The main purpose of the job & job objectives  Sorting 32 task category cards and choosing the top 8-10  Rating the tasks in terms of amount of time and importance related to accomplishing objectives  Ranking tasks  Job context (i.e., education, experience, physical requirements, working hours, etc.)  Identifying knowledge, skills, and certifications 62 Shanahan Resources, Inc.

63 Consulting IT Business Analyst Software Testing Quality Assurance Analyst Software Development/Engineering Software Developer Internet Services Web Designer/Developer Infrastructure Desktop Support Specialist Jr. Network Engineer/ Network Engineer I * In early 2011, gathered and categorized IT job descriptions from RITE Companies 63 Identified IT “job buckets” and critical entry level job(s) from each “bucket” Shanahan Resources, Inc.

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66 RITE IT Roles at Entry Level Based on Employer Consensus Web Designer/Developer Job Purpose To design and build websites and web applications utilizing web design principles and tools. Job Objectives To analyze business objectives to recommend appropriate solutions for accomplishing business goals. To demonstrate proficiency with scripting (HTML, CSS), and design tools (e.g., Adobe) to fulfill business objectives. To demonstrate knowledge of web technologies (Javascript, jQuery) to collaborate effectively with the web development team. To demonstrate proficiency with web architecture, site structure, SEO, accessibility, and usability. To keep business aligned with current technologies by staying up to date with web knowledge and skills. To demonstrate proficiency of design concepts and principles. 66 Shanahan Resources, Inc.

67 The MAXXattain report is a tool that helps students, Career Services staff, Faculty, and employers. It identifies development gaps and assists in creating a “road map” to close those gaps. 67 Baldwin Wallace University, Cleveland State University, Lorain County Community College, Stark State College, University of Akron engaged students to complete an online work style assessment that measured three domains: thinking style, relationships with people and feelings/emotions to identify gaps from job profiling results 87 Students completed the Occupational Personality Questionnaire (OPQ) assessment and chose up to 3 jobs to compare their results to Generated Person /Job Match Reports Created a development plan for students and/or assisted with career exploration via feedback sessions and through Career Services Departments Shanahan Resources, Inc.

68 IT Business Analyst 29 Total Students Web Designer/Developer 24 Total Students Persuasive Controlling Outspoken Outgoing Affiliative Socially Confident Democratic Behavioral Variety Seeking Adaptable Optimistic Trusting Persuasive Outspoken Independent Minded Outgoing Affiliative Socially Confident Democratic Data Rational Conceptual Innovative Adaptable Detail Conscious Worrying Trusting 68 Human attributes identified as having the largest gaps based on job profiling data 68 Shanahan Resources, Inc.

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70 70 IT Career Cluster Digital Media and Internet Database AdminNetwork and Tech Support Software and Applications Dev Technical Track Senior Level Mid Level Entry Level Core technical skills should be identified for each Career Cluster, as well as a base level of communications and business skills – complemented with internship experience Positions that require additional breadth and depth of technical skills, as well as med-level business and communications skills (Database admin, MIS manager Positions that begin to prioritize business and management skills equally with technical knowledge (Project management, business analyst, etc) Senior-level management within technical departments- likely in large organizations or tech- oriented companies Management and leadership that heavily prioritize strategic leadership and development, with a base of technical understanding (Division manager, CIO, etc) Business Track Shanahan Resources, Inc.

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78 1. The RITE Board includes a high ranking person within the employer organization to provide strategic leadership while reaching down into middle management to bring IT recruiters, internship coordinators, trainers and managers, etc. together to act as the functional thought- leaders to explore how to address specific problems and challenges. 1. IT leaders work well together; are willing to work by consensus; financially support the work of the partnership with modest contributions from their own budgets; and have a passion and determination to make a difference. 1. The partnership is one of personal commitments…not corporate commitments on anyone’s part—industry, higher education or public workforce system. 2. Collaboration and trust is built on interpersonal relationships…not formal contracts. As a result it must withstand the turnover of individuals. For five years, RITE has the same individuals in their original leadership positions despite the ebb and flow of their corporate workloads and schedules. 3. The Backbone support from Lorain has not waivered despite deep budget crises; Roy Church as president of Lorain maintains commitment to RITE on behalf of all institutions. 78 Shanahan Resources, Inc.

79 1. They need to rally around a single purpose for the benefit of the region…not their individual companies as employers. They need to see that the whole (regional economy) is more than the sum of the parts (individual companies and industries with the region. 2. Evidence of authentic engagement also means that employers are forthcoming with hard data about job descriptions, intentions to hire interns and fill entry-level positions and outcomes in terms of hires and institutions from which their selections attended. 3. This level of commitment takes time to develop; you have to commit to the long haul. 4. This is about transformation of how we as regions work with industry to shape the pool of talent needed to drive economic growth and prosperity for the region. It is not about short term job training to meet immediate needs. 79 Shanahan Resources, Inc.

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81 Shanahan Resources, Inc. 81 * Employers coalesced early on around a single mission: to reduce the gap between supply and demand for IT workers in NEO through leadership and engagement with higher education to yield greater numbers of qualified IT talent. As a consortium, these employers believe that a greater portion of the region’s demand for IT talent can and should be met by students and graduates of the higher education system within the region.

82 Shanahan Resources, Inc. 82 1. Being Industry-led Means Attracting the Right IT Industry Leaders. 1. Being Industry-led Means Finding Agreement on What to Do. 2. Being Industry-led Does Not Mean You Have No Influence Over What They Choose to Do. 1. If Industry Leads, it is Not Enough for Employers to help colleges to change; employers need to consider what changes in their hiring processes and outcomes are needed to realize the goal of more tapping of the region’s talent pool.

83 Shanahan Resources, Inc. 83 1. Commitment of Higher Education Means Leadership Engaged from Leadership to Invested Faculty 1. Important that higher education participation included endorsement from the chief academic officer as well as a deep engagement of faculty. 1. In addition, the involvement of student support services was important to effecting real institutional change.

84 Shanahan Resources, Inc. 84 1. Focused on issues that cut across individual institutions resulting in both internal and external cooperation and resource sharing. 1. Identified faculty and student services teams who would work within the institution as well as with other institutions to effect change and improvements.

85 Shanahan Resources, Inc. 85 1. Serve in a leadership role in facilitating the engagement process and be invested in the completion of the mission related to that process. 2. In addition, that entity must be trusted by all of the collaborative partners and work in the interest of all of those partners. 3. Very important when multiple colleges and/or multiple WIBs are in the Partnership.

86 Prepared by Jim Shanahan, Ph.D. Shanahan Resources, Inc. Teaming Industry with Higher Education & Workforce Development System to Shape Tomorrow’s Workforce 727-631-8262

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