1. Workforce Development, Inc. A Vertical Alignment Journey Randy Johnson Executive Director Workforce Development, Inc. June 5, 2012

2. How to get the right people engaged (horizontal alignment)? How to serve multiple primary customers? How to answer to multiple funding sources? How to connect the resources with support needed in the field (vertical alignment)? 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org The Challenge

3. Our Mission …is to develop and advance the workforce of Southeast Minnesota 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org About Workforce Development, Inc.

4. 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org

5. Typical Committee Structure

6. Executive Committee makes all important decisions in a vacuum Other Board members turn over often Those Board members that stay do so for narrow parochial interests 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org Dangers of Typical Committee Structure

7. 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org WDI Committee Structure

8. 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org Typical Career Planning/Placement Model

9. 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org Mind the Gap 70% of Minnesota Jobs Will Require Education Beyond High School by 2018

10. Working With a Changing Labor Pool 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org

11. Jobs Changing Rapidly 19702012 Jobs lost to cyclical change49%21% Jobs lost to structural changes51%79% 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org

12. Review of Data 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org Applicant and employee skills 61% of employers conduct pre- employment testing 33% of employers believe that the applicant pool does not possess the necessary skills 20% of employers believe their current employees do not have the technical skills needed to grow the organization

13. Review of Data 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org Most common technical skill deficiencies – manufacturing Machine operation, set-up, maintenance Safety Welding Quality assurance methods Electronic diagnostics Basic computer skills

14. Review of Data 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org Most common soft skill deficiencies Communication skills Working as a team Problem solving skills Basic employability/motivation

15. Summary of Findings 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org We validated Anthony Carnevale’s study suggesting 70% of future jobs will require advanced training beyond high school 86% of all jobs in the survey required more than a high school education to start 44% of employers – other than IBM & Mayo – required advanced training However, nearly 100% of those surveyed said on-going training is essential

16. 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org WDI’s Career Coaching Model

17. Too many disparate measures provide confusion Single dimension measures are over simplified In public sector, measures can be politicized Prescribed measurements may not measure anything locally relevant and lead to “creaming” 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org Multiple Measurement Puzzle

18. Costs/benefit analysis vs. return on investment Who is the investor? Who yields the benefits? What decisions should be made with this information? 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org Reflections on ROI in Public Sector

19. State AverageWDI PY07113.6%101.8% PY08108.8%103.3% PY09115.2%101.5% PY10107.6%92.7% 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org Prescribed WIA Adult Measurements

20. State AverageWDI Average PY07140%237% PY08140%232% PY097%174% PY1093%113% 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org WIA Adult ROI

21. 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org Typical Vertical Alignment

22. Strong Board/weak staff = power in the hands of the few “Captain May I” doesn’t yield strong dedicated staff Strong staff/weak Board = inefficient and scatological efforts Strong Board/strong staff = optimum, however, there still can be a total disconnect 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org Dangers of Typical Alignment

23. How can we connect the career planning process to Board policies? How can we build trust, confidence and professional development in the field? How can we make sure the Board sees the whole field of view and aligns their resources with the needs in the field? 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org WDI Career Pathways Vertical Alignment

24. Workforce Investment Board Career Pathways InterestCognitive Abilities MotivationExperienceSituational Environment Opportunities Career Success Presentations to K-12 Targeted jobs Career 101 Scrubs Camp STEM Summit RAMSP member Career Academies Interest inventories NCRC/Key Train Cognitive skills class Job Search classes FastTRAC Financial aid support Scholarship program Career counseling Mentoring program ISS plan development Work experience On-the-Job Training (OJTs) Community service Apprenticeships Volunteer network Assessment/ referral Financial literacy Background checks Support services Electronic networking Resume development MN Works job bank Career ladders Economic development networking Wage subsidies Tax credits Job Fairs Job Club Project GATE II Follow-up Recognition Testimonials Green jobs grants Job Skills Partnership Grant Best Places to Work InterestCognitive Abilities MotivationExperienceSituational Environment Opportunities Career Success Career awareness Access to information Vision of the future Purpose of life Willingness to learn Soft skills Basic skills Technical skills Theoretical Skills Knowledge transfer Maturity Confidence Financial need Peer pressure Generational influence Parental influence Job satisfaction indicators Mentor/Role model Personal plan Work experience Track record of task completion Work credentials Recommen- dations Physical abilities Physical health Mental health Criminal record Sobriety Bondability Transportation Network of friends Credit worthiness Finances on hand Resume Job opportunities Defined career pathway Regional sector strength Growing economy Entrepreneurial opportunities Self Sufficiency Productive & happy employee Prosperous & happy employer Incumbent worker training Retention strategies Employer-based mentoring Conflict Resolution Workforce Development, Inc. Activities Resource Deployment InterestCognitive Abilities MotivationExperienceSituational Environment Opportunities Career Success 12% 32% 20% 7% 21% 7% 1%

25. We all have multiple customers, multiple measures, Boards and staff Make sure we have the right, well- trained people present (horizontal alignment) and that we find common ground to connect and support each other (vertical alignment) Focus on the customer, stay true to your mission 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org In Summary

26. 1302 7th Street NW, Rochester, MN 55901 507-292-5180 www.workforcedevelopmentinc.org Randy Johnson Executive Director