preparing your workforces for tomorrow's challenges

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Preparing Your Workforce for Tomorrow’s Challenges

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Speaker: Charles Fadel, Global Education LeadCisco Systems

Michael E. Echols, Ph.D., Executive Vice President, Bellevue University Executive Director, Bellevue University’s Human

Capital Lab Moderator: Daniel Margolis

Managing Editor Chief Learning Officer magazine


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Daniel MargolisManaging EditorChief Learning Officer magazine


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Charles FadelGlobal Education LeadCisco Systems

Michael E. Echols, Ph.D., Executive Vice President, Bellevue University Executive Director, Bellevue University’s Human Capital Lab



Charles FadelGlobal Education Lead

Cisco Systems

Michael E. Echols, Ph.D.Executive Vice President of Strategic Initiatives and the Human Capital Lab

Bellevue University


Agenda

• Why 21st Century Skills ?• What are they ?• What should Industry do in return ?


Accelerating Change Demands Different Skills

e.g. consultants

e.g. engineers

e.g. assembly work

e.g. paperwork

e.g. truck driving


IN MORE DEVELOPED COUNTRIES

Sour

ce:

“Tou

gh C

hoic

es o

r Tou

gh T

imes

” 20

07, N

ation

al

cent

er o

n ed

ucati

on a

nd th

e ec

onom

y

Race up the Value Chain


Workforce Requirements Survey

Source: “Are they really ready to work ?” report by the Conference Board, P21 et al

Knowledge SkillsEnglish Language (spoken) Critical Thinking/Problem

Solving

Reading comprehension (English)

Communications (oral & written)

Writing (English) Collaboration/Teamwork

Mathematics Diversity

Science Information Technology Applications

Government/Economics Leadership

Humanities/Arts Lifelong Learning/Self-Direction

Foreign Languages Professionalism/Work Ethic

History/Geography Ethics/Social Responsibility


“Has your organization identified these skills as priorities for employee development, talent management, and succession planning?”

Skill Agree/Strongly Agree

Critical thinking 73.3%

Communication 79.2%

Collaboration 72.3%

Creativity/innovation 66.6%Source: AMA/P21 2010 Critical Skills Survey, released April 2010

How are these Skills recognized?


SourceMIT – Mechanical Engineering

0%

20%

40%

60%

80%

100%

UNDERLYING SCIENCES

UNDERLYING MATHEM

ATICS

MECHANICS OF SOLIDS

MECHANICAL BEHAVIOR OF M

ATERIALS

SYSTEMS DYNAM

ICS AND CONTROL

DYNAMICS

FLUID MECHANICS

THERMODYNAM

ICS

HEAT TRANSFER

ENGINEERNIG DESIGN PROCESS

MANUFACTURNIG

ENGINEERING REASONING AND PROBLEM SOLVING

EXPERIMENTATION AND KNOW

LEDGE DISCOVERY

SYSTEM THINKING

PERSONAL SKILLS AND ATTRIBUTES

PROFESSIONAL SKILLS AND ATTITUDES

INDEPENDENT THINKING

TEAMW

ORK

COMUNICATIONS

EXTERNAL AND SOCIETAL CONTEXT

ENTERPRISE AND BUSINESS CONTEXT

MARKET CONTEXT

DEVELOPING AN IDEA

DESIGNING

TESTING

Graduate school

MITundergrad

Did not learnLearned elsewhere

Learned on the job

Mechanical Engineering Core

Professional Skills How & Why

Learned at MIT Used pervasively

Source: Kristen Wolfe June,2004 S.B. Thesis & Professor Warren Seering. Courtesy Professor Woodie Flowers


“I’m calling on our nation… to develop standards and assessments that don’t simply measure whether students can fill in a bubble on a test, but whether they possess 21st century skills like problem-solving and critical thinking and entrepreneurship and creativity”

U.S. President Barack Obama, March 2009

The Leadership Gets It


“21st century skills are

important for schools to

teach.”

Voter Attitudes toward 21st Century Skills

88%


P21 MembersCircled: Founding members


21st Century Skills Framework

Core Subjects• Native Language/Reading• World Language(s) incl.

English• Arts • Geography • History• Mathematics• Science• Government/Civics

21st Century Themes

• Global Awareness

• Financial, Economic, Business and Entrepreneurial literacy

• Civic Literacy

• Health Literacy

• Environmental Literacy


Learning & Innovation Skills• Critical Thinking & Problem Solving • Creativity & Innovation • Communication & Collaboration

Information, Media & Technology Skills• Information Literacy• Media Literacy• ICT (Information, Communications & Technology) Literacy

Life & Career Skills• Flexibility & Adaptability• Initiative & Self-Direction• Social & Cross-Cultural Skills• Productivity & Accountability• Leadership & Responsibility

21st Century Skills Framework


Practical book + DVD “The authors have done nothing less than provide a bold framework for designing a 21st century approach to education, an approach aimed at preparing all of our children to successfully meet the challenges of this brave, new world.”

Paul Reville, Secretary of Education,Commonwealth of Massachusetts;

former director of the Education Policy and Management Program,

Harvard Graduate School of Education

“It’s about time that we have such an accessible and wise book about the 21st century skills that so many companies, policymakers, and educators are talking about”

Roy Pea, Professor, Education and the Learning Sciences,

Stanford University

http://www.21stcenturyskillsbook.com


Employers Ask for Degrees…• Opportunity mostly for four-year higher education• Frustrated by high turnover and poor matches to jobs Degree isn’t an accurate reflection of what people can really do.

– Degree long ago – Degree unconnected to job (sales?)– Degree from unrecognizable institution – 2 year, some/no degree


…But What They Need are Skills.

What would happen if we made a “skills ecology” rather than a “degree ecology” around jobs?

• People who have skills (or can get skills) but have the “wrong”/no degree are invisible

• It takes a great deal of time & money to get a college degree, many do not have that luxury.


FAQ: Why Hasn’t Something Like This Happened Already?

• Pieces of it have happened already. What is missing is the whole SYSTEM:– Skills tests are becoming more common.– Employer buy-in and use of skills scores in hiring is

currently rare – but has tremendous ROI when it does happen.

– No consciously-designed marketplace yet exists for employers, employees, and learning providers


The NationThe Challenge:

- 60% of all jobs in 2018 will require a degree- 71% of jobs with growth will require post secondary

credentials

The Reality:

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

Today 2018

7 years to fill 22.8 percentage points gap


The IndividualMain population: Working adults

38 million with some credit

75% of current students “non-traditional” means

• Financially independent• Attend part time• Delayed enrollment

(not traditional high school to college)

• Working full time• Have dependents• More mobile


The Individual

• Reasons individuals get education- 20% of total for personal development- 80% for career outcome

• What would support them?– 41% of surveyed workers are reluctant to invest the time

because they are unsure about what their jobs will require in the future.


Missing in Action – The Employer

• Failure of senior leadership to tell employees what would be valuable to invest into

• $ – Sixteen billion in tuition assistance not strategically deployed

– HR benefit – administered by supervisor through “benign neglect”– Little or no link to talent management


Missing in Action – The Employer

Most important for Gen X males & females

• Positive relationship with supervisor• Positive relationship with co-workers• Interesting work• Opportunities for learning

(The NeXt Revolution: Shelton and Shelton)


Non-Financial U.S. Corporations

$2 TRILLION in cash on balance sheets

means Availability of resources

is NOT the issue


Employers Who “Get it”:

• The Home Depot– Retail sales management

• Convergys– Call center operations management

• SunTrust – Retail banking leadership

• Verizon Wireless– Retail sales management– Call center operations management

Education as a Talent StrategyCo-designed curriculum

Employee communication strategyMeasured financial impact


Conclusions

• Significant national challenge to reach goals• Individuals motivated and ready to act• Missing key is our employers

They need a strategy &

A responsive, supportive university partner

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Charles FadelGlobal Education LeadCisco Systems

Michael E. Echols, Ph.D., Executive Vice President, Bellevue University Executive Director, Bellevue University’s Human Capital Lab


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