Ted Abernathy

Managing PartnerEconomic Leadership, LLC

“The future is always here; it’s just not

evenly distributed.” William Gibson

Ted Abernathy ted@econleadership.com

Framing The Global Trends That Are Changing North Carolina Communities and Challenging Leaders

Back to 2003

LinkedIn (2003)

Facebook (2004)

YouTube (2005)

Twitter (2006)

IPhone (2007)

Fitbit (2007)

Dropbox (2007)

Airbnb (2008)

Kickstarter (2009)

Uber (2009)

Snapchat (2011)

Nonfarm Payroll Employment

9.6%

11.0%

18.1%

-3.0% 2.0% 7.0% 12.0% 17.0% 22.0%

West VirginiaWyoming

AlaskaLouisiana

New MexicoConnecticut

PennsylvaniaMaine

VermontMississippiOklahoma

ArkansasKansas

Rhode IslandAlabama

New JerseyVirginia

IllinoisIowa

MarylandWisconsin

MissouriSouth Dakota

New HampshireDistrict of Columbia

OhioKentuckyNebraskaMontana

MinnesotaIndiana

New YorkDelaware

HawaiiMassachusetts

U.S. TOTALNorth Dakota

MichiganTennessee

North CarolinaSouth Carolina

GeorgiaArizona

WashingtonIdahoTexas

OregonCalifornia

NevadaColorado

FloridaUtah

Top 14 states in the West or South

Percentage Change in Jobs 2011 –2016 By State

Source: US Bureau of Labor Statistics

MICHIGAN

MICHIGAN

Top 17

Middle 18-33

Bottom 34-50

Economic Performance 2013 – 2016

Growth in Jobs - Wages - GDP

Sources: Jobs and Wages: US Bureau of Labor Statistics;

GDP: US Bureau of Economic Analysis

Wyoming #1 Tax StateCalifornia #48 Tax State

North Carolina Payroll Employment

5

4

3

2

1

0

-1

-2

-3

-4

-5

-6

-7

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

YoY % Chg U.S.

North Carolina

July 2017

US: 1.5%

NC: 1.5%

Source: Bureau of Labor Statistics/Haver Analytics

8

0.0%

2.1%

2.1%

3.0%

1.8%

0.4%

1.1%

3.2%

1.4%

0.8%

2.4%

2.8%

5.6%

1.8%

0.6%

-0.4%

-0.9%

1.6%

-2% -1% 0% 1% 2% 3% 4% 5% 6%

Government

Leisure & Hospitality

Education & Health Services

Professional & Technical Services

Financial

Trade, Transport & Utilities

Manufacturing

Construction

Total

NC

USA

August 2016-2017

Employment Gains By Sector for the United States and NC

Source: US Bureau of Labor Statistics

`

`

CherokeeClay

Graham

Macon

Swain

Jackson

Haywood

Madison

Buncombe

Henderson

Tran-

sylvania

Yancey

Avery

McDowell

Rutherford

Polk

Watauga

Caldwell

Burke

Cleveland

AsheAlleghany

Wilkes

Alex-

ander

Catawba

Lincoln

Gaston

Surry

Yadkin

Iredell

Stokes

Forsyth

Davie

Rowan

Cabarrus

Union

Rockingham

Guilford

DavidsonRandolph

Stanly

Anson

Mont-

gomery Moore

Rich-

mond

Caswell Person

ChathamWake

Lee

Warren

Franklin

Harnett

Hoke

Scot-

land

Robeson Bladen

Columbus

Brunswick

Johnston

Northampton

Halifax

Nash

Wilson

Edgecombe

Wayne

Sampson

Duplin

Pender

New

Hanover

Onslow

Jones

Lenoir

Greene

Pitt

Hertford

Gates

Bertie

Wash-

ingtonMartin

BeaufortHyde

Tyrrell Dare

CravenPamlico

Carteret

over 150% of state concentration

between 100% and 149% of state concentrationbetween 50% and 99% of state concentrationunder 50% of state concentration

Professional, Scientific and Technical Services represents 4.93% of North Carolina jobs

Concentration of County Jobs in Professional, Scientific and Technical Services

Source: NC Dept of Commercehttp://d4.nccommerce.com/QCEW 2nd quarter 2015

Cherokee

Clay

Graham

Macon

Swain

Jackson

Haywood

Madison

Buncombe

Henderson

Tran-

sylvania

Yancey

Avery

McDowell

Rutherford

Polk

Watauga

Caldwell

Burke

Cleveland

Ashe Alleghany

Wilkes

Alex-

ander

Catawba

Lincoln

Gaston

Surry

Yadkin

Iredell

Stokes

Forsyth

Davie

Rowan

Cabarrus

Union

Rockingham

Guilford

DavidsonRandolph

Stanly

Anson

Mont-

gomery Moore

Rich-

mond

Caswell Person

ChathamWake

Lee

Warren

Franklin

Harnett

Hoke

Scot-

land

Robeson Bladen

Columbus

Brunswick

Johnston

Northampton

Halifax

Nash

Wilson

Edgecombe

Wayne

Sampson

Duplin

Pender

New

Hanover

Onslow

Jones

Lenoir

Greene

Pitt

Hertford

Gates

Bertie

Wash-

ingtonMartin

BeaufortHyde

Tyrrell Dare

CravenPamlico

Carteret

Growth above state average of 2.4%

Growing below state average of 2.4%

Losing Jobs

Source: NC Department of Commerce QCEW

Job Growth is Distributed Across North CarolinaNC Change in Average Annual Number of Jobs - 2015 to 2016

North Carolina state average 2.4%

CherokeeClay

Graham

Macon

Swain

Jackson

Haywood

Madison

Buncombe

Henderson

Tran-

sylvania

Yancey

Avery

McDowell

Rutherford

Polk

Watauga

Caldwell

Burke

Cleveland

AsheAlleghany

Wilkes

Alex-

ander

Catawba

Lincoln

Gaston

Surry

Yadkin

Iredell

Stokes

Forsyth

Davie

Rowan

Cabarrus

Union

Rockingham

Guilford

DavidsonRandolph

Stanly

Anson

Mont-

gomery Moore

Rich-

mond

Caswell Person

ChathamWake

Lee

Warren

Franklin

Harnett

Hoke

Scot-

land

Robeson Bladen

Columbus

Brunswick

Johnston

Northampton

Halifax

Nash

Wilson

Edgecombe

Wayne

Sampson

Duplin

Pender

New

Hanover

Onslow

Jones

Lenoir

Greene

Pitt

Hertford

Gates

Bertie

Wash-

ingtonMartin

BeaufortHyde

Tyrrell Dare

CravenPamlico

Carteret

Growth above 3.0%

Growth between 1.7% and 3.0%

Growing between 0% and 1.6%

Losing Jobs

CHANGE IN AVERAGE EMPLOYMENT(Where you Live)

August 2016 to August 2017

Source: NC Department of Commerce - LAUS

North Carolina state average 1.6%

CherokeeClay

Graham

Macon

Swain

Jackson

Haywood

Madison

Buncombe

Henderson

Tran-

sylvania

Yancey

Avery

McDowell

Rutherford

Polk

Watauga

Caldwell

Burke

Cleveland

AsheAlleghany

Wilkes

Alex-

ander

Catawba

Lincoln

Gaston

Surry

Yadkin

Iredell

Stokes

Forsyth

Davie

Rowan

Cabarrus

Union

Rockingham

Guilford

DavidsonRandolph

Stanly

Anson

Mont-

gomery Moore

Rich-

mond

Caswell Person

ChathamWake

Lee

Warren

Franklin

Harnett

Hoke

Scot-

land

Robeson Bladen

Columbus

Brunswick

Johnston

Northampton

Halifax

Nash

Wilson

Edgecombe

Wayne

Sampson

Duplin

Pender

New

Hanover

Onslow

Jones

Lenoir

Greene

Pitt

Hertford

Gates

Bertie

Wash-

ingtonMartin

BeaufortHyde

Tyrrell Dare

CravenPamlico

Carteret

Growth above state average

Growing between 0% and 0.8%

Losing Labor Force

CHANGE IN AVERAGE LABOR FORCEAugust 2016 to August 2017

Source: NC Department of Commerce - LAUS

North Carolina state average 0.8%

NC Income Trends 2005-2015

Source: US Census ACS

$49,431 $50,108 $51,064 $51,243 $48,246 $47,100 $46,282 $46,609 $46,711 $46,610 $47,830

$59,881 $61,524 $62,904 $62,295 $59,971 $57,529 $56,996 $56,773 $57,095 $57,446

$60,074

$27,330 $26,973 $27,786 $27,758 $26,295 $25,473

$25,406 $25,225 $25,822 $25,804 $26,801

$0

$10,000

$20,000

$30,000

$40,000

$50,000

$60,000

$70,000

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

NC Citizen Financial Gains

Median Household Income Median Family Income Real Per Capita Income

Alamance County Employed & Jobs 1990-2016

67,432

75,236

64,637

54,891 59,657

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

Employed Jobs

Source: NC Department of Commerce LAUS

Alamance Employment Change By Sector 2000-2016

-7.7%

-25.6%

-50.5%

-15.6%

-37.6%

6.0%

59.3%51.4%

-60%

-40%

-20%

0%

20%

40%

60%

80%

Total

Co

nstru

ction

Man

ufactu

ring

Finan

cial

Pro

f/Biz Services

Trade/Tran

s/Util

Ed/H

ealth Services

Leisure

/Ho

sp

Source: NC Department of Commerce QCEW

% Employment Change By Sector 2000-2016

-8%

-26%

-51%

6%

-16%

-38%

59%51%

10%

-6%

-39%

7%

27% 32%41%

48%

-60.0%

-40.0%

-20.0%

0.0%

20.0%

40.0%

60.0%

80.0%

Total

Co

nstru

ction

Man

ufactu

ring

Trade/Tran

s/Util

Finan

cial

Pro

f/Biz Services

Ed/H

ealth Services

Leisure

/Ho

sp

Alamance NC

Source: NC Department of Commerce QCEW

Source: Area Development, August 2017

Leading Locations for 2017-Earnings Growth2011-2016 Change

93 106 120

161 169200

232 246 247264

289 291 298

350 363

0

50

100

150

200

250

300

350

400

Overall Rank

Top Factors for Companies Considering New Investment

(1) Availability of skilled labor(2) Highway accessibility(3) Labor costs(3) Proximity to major markets(3) State & local incentives(3) Available land(3) Tax exemptions(8) Energy availability and costs(9) Proximity to suppliers(10) Training programs/Technical schools(11) Availability buildings(12) Accessibility to a major airport

Source: Area Development 31th Annual Survey of Corporate Executives, March 2017

20121) Highway Accessibility 2) Labor Cost 3) Avail. Skilled Labor4) Corporate Tax Rate 5) Occupancy Costs 6) State/Local Incentives 7) Energy Avail./Cost 8) Tax Exemptions9) Proximity to Markets10) Low Union Profile

Top Factors for Companies Considering New Investment

(1) Availability of skilled labor(2) Highway accessibility(3) Labor costs(3) Proximity to major markets(3) State & local incentives(3) Available land(3) Tax exemptions(8) Energy availability and costs(9) Proximity to suppliers(10) Training programs/Technical schools(11) Availability buildings(12) Accessibility to a major airport

Source: Area Development 31th Annual Survey of Corporate Executives, March 2017

20121) Highway Accessibility 2) Labor Cost 3) Avail. Skilled Labor4) Corporate Tax Rate 5) Occupancy Costs 6) State/Local Incentives 7) Energy Avail./Cost 8) Tax Exemptions9) Proximity to Markets10) Low Union Profile

The Urban-Rural Discussion

CherokeeClay

Graham

Macon

Swain

Jackson

Haywood

Madison

Buncombe

Henderson

Tran-

sylvania

Yancey

Avery

McDowell

Rutherford

Polk

Watauga

Caldwell

Burke

Cleveland

Ashe Alleghany

Wilkes

Alex-

ander

Catawba

Lincoln

Gaston

Surry

Yadkin

Iredell

Stokes

Forsyth

Davie

Rowan

Cabarrus

Union

Rockingham

Guilford

DavidsonRandolph

Stanly

Anson

Mont-

gomery Moore

Rich-

mond

Caswell Person

ChathamWake

Lee

Warren

Franklin

Harnett

Hoke

Scot-

land

Robeson Bladen

Columbus

Brunswick

Johnston

Northampton

Halifax

Nash

Wilson

Edgecombe

Wayne

Sampson

Duplin

Pender

New

Hanover

Onslow

Jones

Lenoir

Greene

Pitt

Hertford

Gates

Bertie

Wash-

ingtonMartin

BeaufortHyde

Tyrrell Dare

CravenPamlico

Carteret

10.2% and over increase5.1% to 10.1% increase0% to 5.1% increasepopulation decrease

NC Change in Population 2011 - 2016North Carolina Average 5.1%

Source: US Census Bureau

Population Growth More Concentrated

Cherokee

Clay

Graham

Macon

Swain

Jackson

Haywood

Madison

Buncombe

Henderson

Tran-

sylvania

Yancey

Avery

McDowell

Rutherford

Polk

Watauga

Caldwell

Burke

Cleveland

AsheAlleghany

Wilkes

Alex-

ander

Catawba

Lincoln

Gaston

Surry

Yadkin

Iredell

Stokes

Forsyth

Davie

Rowan

Cabarrus

Union

Rockingham

Guilford

DavidsonRandolph

Stanly

Anson

Mont-

gomery Moore

Rich-

mond

Caswell Person

ChathamWake

Lee

Warren

Franklin

Harnett

Hoke

Scot-

land

Robeson Bladen

Columbus

Brunswick

Johnston

Northampton

Halifax

Nash

Wilson

Edgecombe

Wayne

Sampson

Duplin

Pender

New

Hanover

Onslow

Jones

Lenoir

Greene

Pitt

Hertford

Gates

Bertie

Wash-

ingtonMartin

BeaufortHyde

Tyrrell Dare

CravenPamlico

Carteret

Growth above state average of 14.8%

Growing below state average of 14.8%

Losing Labor Force

PROJECTED CHANGE IN LABOR FORCE AGE POPULATIONAges 25 – 64 2016 - 2036

North Carolina state average 14.8%

Source: NC Office of State Budget and Management

Strong Workforce Growth Across the Country

Sources: Decennial Census Counts, *Weldon Cooper Center National Population Projections

Workforce Growth Concentrates

Sources: Decennial Census Counts, *Weldon Cooper Center National Population Projections

Technology Employment Impacts

North Carolina Manufacturing Jobs and Manufacturing GDP Growth1997 – 2016 (normalized as percent of levels in 1997)

Source: US Bureau of Labor Statistics QCEWUS Bureau of Economic Analysis GDP

100.0%

157.6%

57.6%

40%

60%

80%

100%

120%

140%

160%

1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016

NC MANUFACTURING GDP NC MANUFACTURING JOBS

CherokeeClay

Graham

Macon

Swain

Jackson

Haywood

Madison

Buncombe

Henderson

Tran-

sylvania

Yancey

Avery

McDowell

Rutherford

Polk

Watauga

Caldwell

Burke

Cleveland

Ashe Alleghany

Wilkes

Alex-

ander

Catawba

Lincoln

Gaston

Surry

Yadkin

Iredell

Stokes

Forsyth

Davie

Rowan

Cabarrus

Union

Rockingham

Guilford

DavidsonRandolph

Stanly

Anson

Mont-

gomery Moore

Rich-

mond

Caswell Person

ChathamWake

Lee

Warren

Franklin

Harnett

Hoke

Scot-

land

Robeson Bladen

Columbus

Brunswick

Johnston

Northampton

Halifax

Nash

Wilson

Edgecombe

Wayne

Sampson

Duplin

Pender

New

Hanover

Onslow

Jones

Lenoir

Greene

Pitt

Hertford

Gates

Bertie

Wash-

ingtonMartin

BeaufortHyde

Tyrrell Dare

CravenPamlico

Carteret

Growth above state average of 6.8%Growing below state average of 6.8%Losing Jobs

Change in Manufacturing Jobs 2011 - 2016 5 Year North Carolina Average 6.8%

Source: EMSI - NC Department of Commerce

The Next Big Things-Technological

Industry 4.03 &4-D/Additive Manufacturing

Autonomous Vehicles

Artificial Intelligence

Robotic Dexterity

Advanced Fabrics

Embedded Technology

Augmented Reality

The Bar Is Rising & There Is No Going Back

USA Typical Entry-Level Education Requirement as Percent of Total Employment – May 2016

27.7%

35.8%

2.6%

6.0%

2.4%

21.3%

1.7%

2.5%

0% 5% 10% 15% 20% 25% 30% 35% 40%

No formal educational credential

High School diploma or equivalent

Some college, no degree

Postsecondary nondegree award

Associate's degree

Bachelor's degree

Master's degree

Doctoral or professional degree

Percent of Total Employment

Source: US Bureau of Labor Statistics, September, 2017“Employment Trends by Typical Entry-level Education Requirements”

27.9% total 2 and 4 year degrees, plus an additional 8.6% post high school.

USA Typical Entry-Level Education RequirementChange in Total Employment May 2010-May 2016 (in millions)

13.3

4.5

3.5

0.0

0.8

0.4

3.7

0.3

0 2 4 6 8 10 12 14

All occupations

No formal educational credential

High School diploma or equivalent

Some college, no degree

Postsecondary nondegree award

Associate's degree

Bachelor's or Master's degrees

Doctoral or professional degree

Source: US Bureau of Labor Statistics, September, 2017“Employment Trends by Typical Entry-level Education Requirements”

No formal educational credential

34%

High School diploma or equivalent

27%

Some college, no degree

0%

Postsecondary nondegree award

6%

Associate's degree

3%

Bachelor's or Master's degrees

28%

Doctoral or professional

degree2%

Employment Growth 2004-2014 By Type of Job

1.6%

0.1%

1.8%

-1.1%

-1.5%

-1.0%

-0.5%

0.0%

0.5%

1.0%

1.5%

2.0%

Cognitive Nonroutine Cognitive Routine Manual Nonroutine Manual Routine

Source: St Louis Federal Reserve Bank

What Skills Do You Need To Be Successful in a Rapidly Changing World?

Is Virtual Reality the New Learning Model?

The Response to Hyper-Competitiveness

• Right-to-work spreading• Legal reform• Business taxes are being

reduced• Workforce training moving

to demand-focused• College “promises”• New public-private

infrastructure models• “Speed of Business”• Regional geographies

Follow on twitter @tedabernathy

LinkedIn Ted Abernathy

“ Leadership and learning are indispensable to each other.”John F. Kennedy

ted@econleadership.com

www.econleadership.com

Catherine Moga Bryant

Deputy Assistant SecretaryDivision of Workforce SolutionsNC Department of Commerce

NCWorks:Workforce Solutions

for Your BusinessCatherine Moga Bryant

Deputy Assistant Secretary

Division of Workforce Solutions

North Carolina

Business Climate and Workforce Development

44

Workforce Challenges▪Difficulty recruiting and hiring qualified, work-ready employees

▪Lack of information about local labor market and wage data

▪New employees require training to meet specific business objectives

▪Current employees require up-skilling for new technologies, positions, and lines of business

▪Company investing less in worker training

▪High turnover or succession planning challenges

▪Company downsizing and needs to find employment and resources to assist affected workers

45

2016 Employer Needs Survey Data

46

Difficulty Hiring39%

No Difficulty

Hiring61%

Percentage of North Carolina Employers Experiencing Hiring Difficulties in 2016 *

*among establishments with 10-499 employees, difficultly hiring at least one employee over the past year

17%

30%

33%

53%

58%

62%

68%

Failed Drug Screening

Unwilling to Accept…

Criminal Record

Soft Skills

Technical Skills

Education, Certification, Training

Work Experience

Reasons for Hiring Difficulties Chosen by Employers

NCWorks Business Services

47

North Carolina wants to see your business grow

Through NCWorks, we can help you find, develop, and retain talented employees, from entry-level to experienced positions. Whether your business is new or well-established, large or small, there are workforce solutions available to meet your specific needs at little or no cost to your business.

Recruitment and Screening

Training Transition Services

Pipeline Development

NCWorks Business Services

48

Recruitment and Screening

We connect your company to qualified, work-ready employees through the following workforce solutions:

• Job postings and applicant tracking on NCWorks.gov

• Individualized screening by career professionals

• Validated skill assessments, including the nationally-recognized ACT Career Readiness Certificate

• Job profiling

• Coordination of job fairs

• Interview, meeting, and training space

• Labor market information, including local wage data

• Job accommodations to assist workers with disabilities including workplace modifications, assistive technology, and job coaches.

• Tax credits and fidelity bonds to hire individuals who are qualified for open positions, but face barriers to employment

Training

We provide training for new hires and existing employees through classroom, online, and on-the-job training solutions and support services:

• On-the-job training resources to train qualifying employees using company instructors

• Customized training for your growing business to meet specific objectives that add to business success

• Apprenticeships that combine on-the-job learning with related classroom instruction

• Programs and courses to upgrade employees’ job-related skills and/or provide a recognized industry or national credential (licensure, certification, renewal, registry listing)

NCWorks Business Services

49

NCWorks Business Services

50

Pipeline Development

We help you develop a sustainable pipeline of future talent by connecting you with the following opportunities:

• Working collaboratively with regional education and workforce partners to develop NCWorks Certified Career Pathways to prepare students for a career in your industry sector

• Connecting with youth and/or adults through internships, pre-apprenticeships, co-ops, job shadowing, mentoring, and facility tours

• Utilizing local funding opportunities to provide paid work experience to eligible candidates

• Educating local teachers and career coaches on your industry’s workforce opportunities and needs

NCWorks Business Services

51

Transition Services

We provide on-site outplacement services to assist companies impacted by downsizing to find other employment for their workers:

• Developing outplacement transition plans for companies

• Analyzing regional career opportunities

• Providing specialized assistance to employees, such as resume development, interview preparation, computer access, financial planning workshops, skill assessments, and connection to training opportunities

• Comprehensive re-employment services for workers negatively impacted by foreign trade, including Trade Adjustment Assistance

NCWorks Online

Recruit Skilled Employees

NCWorks.gov is North Carolina’s official, free job search website that gives employers the ability to:

Search for candidates based on their skills, work experience, and resumes

Post job listings and review potential candidates

Find and review resumes of candidates that have the qualifications you need

Access real-time labor market data specific to your area and your industry

52

NCWorks CertifiedWork Ready Community

Assess the Skills of Your Candidates

The ACT National Career Readiness Certificate (CRC) is a portable, evidence-based credential that measures candidates’ work related skills.

CRCs help employers reduce hiring time, costs, and turnover

A county in North Carolina can become a Certified Work Ready Community by meeting criteria for workforce excellence

CRC recognized by over 2,500 North Carolina businesses and growing….we need your support!

53

NCWorks Career PathwaysNCWorks Certified Career Pathways provide a clear sequence of education courses, credentials, and training that meets the skill needs of high-demand industries.

54

NCWorks Career Pathways

Nursing

Advanced Manufacturing

Aviation

Transportation and Logistics

Connect to NCWorks Services

Visit NCWorks.gov

Meet with your local NCWorks business representative

Visit an NCWorks Career Center

Set up a job fair at your local NCWorks Career Center

Offer industry tours to interested students and teachers

Develop internships and job-shadowing opportunities

56

Connect to NCWorks Services

James Bain

Director, Regional Partnership

JBain@regionalcs.org

336-629-5141

57

Kellie Covington

Human Resources ManagerWalmart Distribution Center

Economic Summit 2017Workforce Challenges

Kellie Covington

Why are we here today?

Identify Workforce Challenges

Do something about them!

What is the MAIN workforce challenge?

Purpose and Objectives

1. Quantity

2. Quality

3. Trained & Developed

What does it mean to be properly staffed?

Kellie’s Staffing Equation: Q + Q + (T + D) = Optimized Staffing

Quantity

Physically, do you have enough people?

Quality

Attitude, Team Player, Proactive

On-time, Ethical, Safe

Smart, fun!

What does it mean to be properly staffed?

‘Hire for curiosity, integrity & drive’ Robert Stephens, Founder of Geek Squad

1. Quantity Physically, do you have enough people?

2. Quality Attitude, Team Player, Proactive

On-time, Ethical, Safe

Smart, fun!

3. Trained & Developed Basic Skills to do the job

Additional skills, Cross-trained, Business Acumen

What does it mean to be properly staffed?

(Assess the situation-Take Appropriate Action)

Workforce Analysis ProcessSupply analysis

Where are we now?

What do we have?

Demand analysis

Where do we want to be?What do we need?

Gap analysis

What KSAs exist?

What is lacking and what will be needed?

Solution analysis

What can we afford?

How will we get what we need?

Source: Society for Human Resource Management

Solution Analysis

Source: Society for Human Resource Management

• Redeploy

• Train and develop

• Recruit and hire

• Outsource, lease, or contract

Build

Buy

Borrow

Ba

lan

ce

Direction-Alignment-Commitment A Social Process

LEADERSHIP

Effective

organization

and

coordination

of work

Willingness to yield

individual interests for the

benefit of the collective

Agreement

on overall

goals,

aims, and

mission

How will we decide on a

shared direction?

How will we maintain commitment to the collective?

How will we coordinate our

work to fit together?

Source: 2015 Center for Creative Learning

Solution Analysis

Source: Society for Human Resource Management

• Redeploy

• Train and develop

• Recruit and hire

• Outsource, lease, or contract

Build

Buy

Borrow

Ba

lan

ce

Solution Analysis

Source: Society for Human Resource Management

• Redeploy

• Train and develop

Build

How do you build?

Recommendation:

Internships

Apprenticeships

Internal “Harvest Programs”

Time “We’re too busy”

Lack of internal skills

Lack of Commitment

Key Stakeholders

Leaders

Associates

Money

???

Obstacles to Building Talent

Put Your Tax Dollars to Work!

States are motivated to enhance job skills (marketable/hire-able workforce = more businesses in the area=$$$ tax base)

Colleges are motivated to

increase enrollment

help students get jobs

% of Grant used (Revenue Stream)

Partner with Community Colleges in your Area

Possibly with Universities

Corporate Education & Economic Development Depts?

Workforce Skills Department?

Chamber of Commerce (Workforce Council)

External Funding for “Build”

There are funds out there

Take advantage of them

A few calls, visits, relationship building can make the difference!

It’s Win-Win

Your Company

School

Associates

Local Workforce

Key Take-Aways: External Funding

Be properly Staffed

Quantity, Quality, Trained & Developed

Conduct Workforce Analysis

Supply, Demand, Gap & Solution Analysis

DAC: Direction-Alignment-Commitment

Balanced Approach

Build, Buy, Borrow

Leverage External Resources

Tax Dollars for Workforce Development

VIP: Take Action

Recommendations