1. Sectoral Strategies for Workforce Development Overview of Demand-Based Initiative sponsored by New Jersey State Employment and Training Commission August 22, 2003 John J. Heldrich Center for Workforce Development Rutgers University www.heldrich.rutgers.edu Paget Berger (paberger@rci.rutgers.edu)paberger@rci.rutgers.edu Carl Van Horn (vanhorn@rci.rutgers.edu)

2. Demand-Based Workforce Development Goals Contribute to economic growth in New Jersey by addressing employers’ workforce needs and gaps. Create an industry sector-based approach to workforce development that better balances workforce supply and demand.

3. Goals (contd.) Establish a mechanism for maintaining and updating demand-based employment information. Produce demand-based profiles of representative occupations, including skills, knowledge, and educational requirements.

4. Study Components Knowledge Inventories Industry-Sector Reports Work Group/Occupational Profiles Dissemination Strategy

5. Methodology –Created Industry Knowledge Inventories (economic impact, current statistics, best practices) –Convened Sectoral Advisory Groups (to help identify trends, validate findings and plan dissemination) –Conducted Primary research (Focus Groups and interviews with employers and educators) –Selected industries, sectors, occupations (in collaboration with State/regional WIBs, using LMI data)

6. User Benefits “Get connected, stay connected, move the market” Better inform jobseekers and educators Provide reliable,employer-based information on occupations and skills. Improve effectiveness of workforce investments and enhance collaboration within workforce system Provide employers with a means to communicate their needs and influence supply side responses

7. Dissemination Strategy Present findings to stakeholder groups and create ongoing dialogue Work with Sectoral Advisory Groups on next steps, adapting market approach for key industries Launch website providing access to industry reports and occupational database with opportunity for user input. Engage high school and college guidance counselors in design and delivery of advice to their students.

8. New Jersey Industries Selected Construction Tourism and Hospitality Healthcare Manufacturing Finance/Insurance Logistics Utilities/Infrastructure Information Technology

9. Construction “Listening to Employers” Challenges: –Strong/increasing demand (due to school construction, re-building in lower Manhattan etc.) –Increased skill Requirements (from new materials, computerized equipment, architectural requirements) –Attracting qualified workers – “construction image”

10. Construction Recommended Responses Increase efforts to recruit students (esp.women and minorities) –provide better information to counselors about use of technology, wage structures and advancement in construction industry (ie. Construction Career Kits) Provide full-time technical curriculum at high school level –Support workforce readiness initiatives (ie. School Counts!) Encourage collaboration among community colleges and trade associations –Best practices include “construction tracks” nested under traditional degrees (ie. Engineering)

11. Utilities “Listening to Employers” Challenges: –New technology and consolidation has changed the nature of work for front line workers and their supervisors –Aging workforce places premium on having steady pool of new entrants who are interested and qualified

12. Utilities Recommended Responses Increase state-of-the-art employer based training –Provide more tuition aid, certification and support for degree programs on-the-job –Use online learning effectively to increase employee training options Create partnerships with higher education –Promote employer sponsorship of specialized degree programs and certificates - (ie. Associate’s Degree in Energy Utility Management)

13. Healthcare “Listening to Employers” Challenges: –Lack of training capacity and clinical opportunity (especially in nursing) –Untapped labor pools –Working conditions perceived as undesirable

14. Healthcare Recommended Responses Expand labor pool for recruitment of tough- to-fill positions –Better inform guidance counselors of options for non-traditional recruits; provide more tuition aid and scholarships Increase and reward potential mentors Implement regional recruiting strategies (ie. J&J website “Discover Nursing”)

15. Statewide Recommendations For improving the Workforce System Enhance and integrate math/science curriculum in secondary schools Improve opportunities for career exploration without further taxing guidance personnel – use web-based solutions to bring the “world of work” closer to students Mount effective “marketing campaigns” to attract people to sectors with high demand – low interest Capitalize on community college’s facility to develop mid- level, sector-based technical/professional skills Exploit portable credentials as the new currency for workforce development

16. Creating a Market-Driven Approach to Workforce Development “Checklist for Strategies, Tactics and Roles” Shared goals linking workforce and economic development with profitable outcomes for industry Blended data source using primary and secondary labor market information Language and credentials designed to communicate to supply/demand participants Empowered coordinating body to institute dynamic process Metrics aimed at narrowing workforce quantity/skill gaps by labor market sector