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CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of McKinsey & Company or the Itasca Project is strictly prohibited Overview:

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Presentation on theme: "CONFIDENTIAL AND PROPRIETARY Any use of this material without specific permission of McKinsey & Company or the Itasca Project is strictly prohibited Overview:"— Presentation transcript:

1 CONFIDENTIAL AND PROPRIETARY Any 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 Development March 13, 2013

2 Doc ID Last Modified 3/10/2014 10:16 AM Central Standard Time Printed 3/6/2014 4:42 PM Central Standard Time 1 Steering committee SC Task force developed priorities TF Higher education has been a focus of Itasca’s work since late 2011 Task force gathered facts TF Implementation teams Implementation teams 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

3 Doc ID Last Modified 3/10/2014 10:16 AM Central Standard Time Printed 3/6/2014 4:42 PM Central Standard Time 2 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 ranging from certificates to graduate / professional degrees prepare them not only for a good and fulfilling career hat meet the states future workforce needs Research, innovation and graduate / professional education foster economic development, 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 Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution

4 Doc ID Last Modified 3/10/2014 10:16 AM Central Standard Time Printed 3/6/2014 4:42 PM Central Standard Time 3 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. Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution

5 Doc ID Last Modified 3/10/2014 10:16 AM Central Standard Time Printed 3/6/2014 4:42 PM Central Standard Time 4 4 The Workforce Alignment Team is made of leaders from the employer, higher education, foundation, government, & nonprofit sectors Name OrganizationRole Steve RosenstoneChancellorMinnesota State Colleges and Universities Scott PetersonExec. VP & Chief HR OfficerSchwan’s Mary NicholsDean, College of Continuing EdUniversity of Minnesota Michelle ChevalierDirector Graduate Business Career CenterUniversity of Minnesota Paul PribbenowPresidentAugsburg College Jeanne Herrmann COOGlobe University Judy WerthauserVP, Human ResourcesTarget Susan BiesVice President, Human ResourcesCargill Ann GibsonVP, Federal Relations and WorkforceMinnesota Hospital Association Collin BarrPresidentRyan Companies Traci TapaniCo-PresidentWyoming Machine Kathy GaalswykPresidentInitiative Foundation Frank ForsbergVP, Community ImpactGreater Twin Cities United Way Andrea FerstanDirector of Income StrategiesGreater Twin Cities United Way Kathy SchmidlkoferChief Operating OfficerGreater MSP Bill BlazarSr. VP, Business Development & Public AffairsMinnesota Chamber of Commerce Amy WalstienDirector, Education & Workforce Development PolicyMinnesota Chamber of Commerce Robin SternbergDirector, Job Creation InitiativeDEED Cynthia BauerlyDeputy of Workforce DevelopmentDEED Deb SerumSupervisor, Analysis & Evaluation OfficeDEED Kevin WaldCEOSpecSys Inez WildwoodChairGovernor’s WDC Mary RothchildDirector for Strategic Partnerships & Workforce DevelopmentMinnesota State Colleges and Universities Deb BelfryCareer Development DirectorBloomington Public Schools Lynn PlaschkoHR Director, HR Solutions Development and Shared ServicesGeneral Mills Coralea ClineVP, Human ResourcesPentair Business Education Chairs Govern- ment & Community Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution

6 Doc ID Last Modified 3/10/2014 10:16 AM Central Standard Time Printed 3/6/2014 4:42 PM Central Standard Time 5 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 Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution

7 Doc ID Last Modified 3/10/2014 10:16 AM Central Standard Time Printed 3/6/2014 4:42 PM Central Standard Time 6 Progress to date has been informed and shaped by leaders from the employer, higher education, foundation, government, & nonprofit sectors Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution

8 Doc ID Last Modified 3/10/2014 10:16 AM Central Standard Time Printed 3/6/2014 4:42 PM Central Standard Time 7 600+ stakeholders provided valuable insights about challenges employers, academic leaders and career counselors face in addressing workforce alignment Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution 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”

9 Doc ID Last Modified 3/10/2014 10:16 AM Central Standard Time Printed 3/6/2014 4:42 PM Central Standard Time 8 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 Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution

10 Doc ID Last Modified 3/10/2014 10:16 AM Central Standard Time Printed 3/6/2014 4:42 PM Central Standard Time 9 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 InformationToolsEnablers Higher Education, career counseling and workforce training Students & job seekers Employers Better decisions Better decisions Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution

11 Doc ID Last Modified 3/10/2014 10:16 AM Central Standard Time Printed 3/6/2014 4:42 PM Central Standard Time 10 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 Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution

12 Doc ID Last Modified 3/10/2014 10:16 AM Central Standard Time Printed 3/6/2014 4:42 PM Central Standard Time 11 The pilots involve hundreds of academic, employer and career counseling stakeholders across the state Anoka Hennepin Ramsey Wash- ington Dakota Scott MnSCU colleges Workforce Centers MnSCU universities University 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

13 Doc ID Last Modified 3/10/2014 10:16 AM Central Standard Time Printed 3/6/2014 4:42 PM Central Standard Time 12 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 Source: Itasca workforce alignment team - Confidential and preliminary – not for distribution


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