1. Skills Gap Solution Task Force

2. Advanced Manufacturing Skills 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

3. 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

4. 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.)

5. 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?”

6. 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.

7. 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

8. 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

9. 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

10. 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

11. Communication and Presentation Skills Possible Models: Toastmasters International Intensive 1 or 2 Day Workshop Models Series of weekend workshop models Other Models?

12. 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.

13. Collaboration Possible Models: Non-yet identified Further research is required

14. 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