1. Northern Illinois Manufacturers Building Lifelong Employment
NIMBLE
Northern Illinois Manufacturers Building Lifelong Employment
November 8, 2017 Meeting

2. Background
Responding to manufacturers’ concerns about finding qualified employees, this project began in February 2016 with a grant from the Community Foundation of Northern Illinois to explore manufacturing talent pipeline opportunities in Boone, Winnebago, Stephenson and Ogle counties.
Manufacturing makes up about 20% of the northern Illinois workforce and is experiencing difficulties finding workers.
Group of employers with an interest in a steady pipeline of trained workers convened to explore supply options.
Began by meeting with other manufacturing employers, business associations, education and training providers, and economic development entities.
U.S. Chamber of Commerce Talent Pipeline Management model selected.

3. US Chamber of Commerce’s Talent Pipeline Management Model
Applies principles of supply chain management to talent development by engaging employers in demand planning, communicating competency and credential requirements, analyzing talent flows.
Enables employers to manage the talent pipeline through clear, concise, and continuous communication with education and training providers in the supply chain.
Addresses four goals:
Reduces skills gaps for a better-prepared manufacturing workforce
Increases job candidates’ understanding of employer hiring expectations
Improves job retention and placement outcomes
Increases student enrollments

4. NIMBLE Was Formed
Northern Illinois Manufacturers Building Lifelong Employment is a regional collaborative of manufacturers interested in a long-term relationship with the region’s education / training providers to develop a world-class workforce. N

5. NIMBLE Collaborative 18 employers 5,970 manufacturing positions
Expanding opportunities
Similar hiring challenges

6. Education and Training Providers
34 training organizations
Numerous accreditations & certifications
Lena-Winslow School District #202
Byron Community Unit School District #226
Inspiring Excellence for All!
Forrestville Valley School District #221

7. Talent Pipeline Management
Employers met between June 2016 and June to discuss implementation of TPM
Early foray into data collection only modestly successful
Two other priorities emerged: essential employability skills and presenting manufacturing as a viable career choice

8. Conclusions of NIMBLE Planning
A five-year demand/supply analysis for the NIMBLE region estimated 7.6 potential workers for each of the 3,650 entry-level openings in the next 5 years.
CTE students in Industrial Technology
Community college graduates in manufacturing- related programs (IL and WI)
NIU engineering graduates
Apprenticeships in manufacturing
Other education and training providers
Projected downsized/outsourced employees

9. Estimated Potential Manufacturing Workforce Entrants by Source in the NIMBLE Region
5-Year
% of Total
High School
22,060
79.1
IL Community Colleges
2,610
9.3
Blackhawk Tech. College
1,300
4.7
TechWorks
420
1.5
Northern IL University
1,120
4.0
Separations
340
1.2
Apprenticeships 50
0.2
Total
27,900
100.0

10. Estimated Potential Manufacturing Workers in the NIMBLE Region by Source

11. Conclusion 1Potential Action Steps
Champion and connect with Illinois’ career cluster/pathways model.
Continue providing information to students and their parents about the education and technical skills required for good jobs in the New Economy.
Adopt a region-wide essential/soft skills framework. Address real and perceived barriers to marketing manufacturing careers.
Facilitate effective transitions from workforce preparation to the actual workplace.

12. Conclusion 2
Real-time occupational demand data from employers - including specific skills and competencies - must be made available to accurately understand current and projected talent needs.
Potential Action Steps
Strengthen communication between service providers and employers.
Task a trusted regional employer-led organization with collecting and disseminating real-time demand information.

13. Conclusion 3
The two workforce offices in the NIMBLE region could serve as the backbone for TPM while providing needed workforce services to employers and job-seekers.
Potential Action Step
Intensify and support marketing efforts by TWC and BEST.

14. Conclusion 4
Strategies for meeting employer talent needs vary by lead time. Short-, medium-, and long- term workforce needs draw upon different local resources. Potential Action Step Ensure these time frames are vetted and included in marketing material.

15. Lessons Learned
Not every promising model is a good fit. Employer dynamics vary across and within regions. Even if a model works for one sector, it may not for another one.
Flexibility and adaptability are key. TPM brought employers together, but different priority needs emerged: essential employability skills, career development, and alignment with other talent development efforts. Pivot to keep the coalition together.
Act with urgency. Move quickly from defining the problem to action. Rapid responses are as important as long-term system change.
Communicate often and honestly. Difficult conversations among the partners will be needed to identify and address problems. Everyone is part of the solution.
Check in report

16. Lessons Learned
Build bridges between educators and employers. They have different languages, cultures, and timeframes. A clear and mutually acceptable action agenda is essential.
Leverage existing resources. Partners are likely unaware of the array of available educational, workforce development, and economic development initiatives and resources. Linking with these assets can save time and resources, lessen confusion, and expand the collaboration.
Go with the “coalition of the willing”. Form a core group of committed partners to drive progress. Others must be kept informed and participate as they can, but involving everyone at each step can slow momentum.

17. Proposed NEXT STEPS
As a region, commit to adopting Career Cruising/UNITE Platform as the preferred career awareness/career exploration platform for students, parents, teachers, and employers.
Form a regional initiative to work with employers to upskill their existing workforce using on-the-job and incumbent worker training, customized training, and apprenticeships to fill occupational gaps.

18. Proposed NEXT STEPS
Launch the new soft skills training initiative to provide unemployed/underemployed adults with essential employability skills needed to fill job openings resulting from upskilling training. 
Announce a coordinated, proactive effort with case managers across the region to recruit candidates into this new workforce readiness training/placement effort.

19. DISCUSSION