STRENGHTHENING THE ADVANCED Alicia Booker, Starr Sherman MANUFACTURING PIPELINE Cuyahoga Community College
AGENDA Registration 8:30-9:00 a.m. Welcome and Introductions 9:00 a.m. Advanced Manufacturing Convening Recap 9:15-9:35 a.m. Talent Pipeline Engagement Strategies 9:35-10:00 a.m. Soft Skills (Fundamental Career Skills) Video 10:00-10:15 a.m. Roundtable Discussion 10:15-10:30 a.m. Report Out 10:30-10:50 a.m. Wrap Up 10:50-11:00 a.m.
ADVANCED MANUFACTURING CONVENING RECAP Summarizing the previous convening, the group focused on three areas for discussion: 1. Aligning Efforts with Shared Resources for Best Strategies 2. Pipeline Shortages 3. Lack of Soft Skills Progress and Next Steps – Action Plan (Initiated in response to the issues raised at the convening) Previous information is available at www.tri-c.edu/employerconvening
ALIGNING ADVANCED MANUFACTURING PROGRAMS TO ADDRESS SKILL NEEDS: A STUDY OF THE EMPLOYERS’ ROLE The New Growth Group, LLC 1427 East 36 th Street, Suite 2004A 216.471.8228 Cleveland, Ohio 44114 www.newgrowthgroup.com STRENGHTHENING THE ADVANCED Nikki Glazer Stoicoiu MANUFACTURING PIPELINE Dr. M. Judith Crocker MJ Crocker & Associates
PURPOSE Identify training programs in advanced manufacturing that results in increased skill and competency levels of existing and new talent to: “ strengthen the regional talent pipeline and close manufacturing skills gaps” (ATD.org)
SUMMARY OF ACTIVITIES Information gathered from existing literature and stakeholder insights 37 stakeholders contacted, including SME, educators, and intermediaries Used 2 key measures to identify programs with high employer engagement Employer Roles – where engagement occurs Depth of engagement – to what extent employers were engaged
FLOW OF ACTIVITIES Step 1: Information Step 2: Asset Map Step 3: Gap Analysis Results Gathering Quantitative Analysis – Review of Stakeholder Insights Outcomes Findings and Asset Map of Recommendations Programs Qualitative Analysis Literature Review – Review of Criteria
EMPLOYER ROLES – WHERE ENGAGEMENT OCCURS Employer Role Definition Example Big picture engagement used to understand - Advisory boards industry/occupation trends and employer Oversight - Curriculum committees networks broadly, and how it relates to a given - Networking sessions training program - Program content feedback Engagement specifically utilized to enhance an - Entrance requirement advice Program Design educational program or career pathway - Material suggestions - General industry updates - Speaking engagements Employer interventions that occur during program - Mock interviews Program Delivery implementation - Mentorships - On-site training Post-completion activities that involve businesses - Interviewing Recruitment and Hiring and program completers - Hiring - Monetary donations Financial/In-Kind Donations of money, materials, etc. to assist with - Equipment purchases Resources educational training provider sustainability - Tuition reimbursement Urban Institute "The Goals and Dimensions of Employer Engagement in Workforce Development Programs"
DEPTH OF ENGAGEMENT Low Engagement High Engagement One-Time Continuous Spotty Strategic Single Beneficiary Mutually Valuable Sole Representative Wide-Ranging One Issue Comprehensive Superficial Intensive Strictly Job Placement Empowering Organizational Disconnect Institutionally Varied Jobs For the Future "A Resource Guide to Engaging Employers"
EXAMPLES Financial/ Program Program Recruit/Hiri Program Oversight In-Kind Criteria Design Delivery ng Resources Strategic , Continuous company involvement in all Right Skills Now employer roles , from program design to tuition (Manufacturing - CNC) assistance KY FAME – Federation for Empowering and wide-ranging employer-led Advanced Manufacturing organization with intensive curriculum Education development and alignment (Automotive) WCOMC – West Central Ohio Institutionally varied , utilizing connections Manufacturing Consortium between Rhodes and WCOMC/members, (Advanced Mfg. – CNC; PLC; comprehensive pathways programs etc.) SAMP – Southern AZ Wide-ranging and comprehensive , working with Manufacturing Partners numerous employers to assist with training, (Manufacturing - Precision internships, and job placement. Machining) MassMEP MACWIC – Manufacturing Advancement Strategic , plugging in with employers at key points Center Workforce Innovation of training. Intensive conversations on Collaborative competency-based curriculum and soft skills. (Manufacturing - CNC)
GENERAL FINDINGS A strong relationship between employers, educators, and other stakeholders is critical. Employers have to be: Proactive and willing to identify goals and needs and engage with peers and partners to explore challenges and creatively seek solutions. Committed to the final product (the graduates who have mastered the content and are now candidates for employment and/or promotion). Actively involved in at least the program design, delivery, and hiring graduates
GENERAL FINDINGS High engagement of all partners influences program sustainability, strength, and impact. Tracking program outcomes is a critical factor for success (i.e. enrollments, completions, hiring). Best practice programs included employers Engaged throughout the process from conception through placement Committed to ongoing involvement for continuous improvement.
KEY POINTS FROM PROGRAM ANALYSIS Soft skills required by all programs Demonstrated upon enrollment or Included in program content Formal, structured manufacturer-led organizations with workforce as one of the goals were more likely to be involved in all aspects of the program and highly engaged with stakeholders and students Manufacturer-led organizations include MEPs, Consortia, Associations, or other similar organizations Programs that offered a wide range of content based on employer needs were more sustainable than those focused on one area Peer engagement by employers and educators results in more responsive, successful programs and maximizes resources
PROGRAMS THAT EXEMPLIFY BEST PRACTICES Right Skills Now Employer involvement from development of content to internship and employment. Program Content on skills needed by participating employers. KY FAME Manufacturers join organization and commit to Industrial Maintenance program. Provide ongoing input on curriculum content and sequence. Interview program applicants. Provide employment 3 d/wk with increasing responsibility based on student learning 2 d/wk over 5 semesters
PROGRAMS THAT EXEMPLIFY BEST PRACTICES WCOMC Membership organization managed by Rhodes. Regular general meetings and regional meetings. Employers identify needs. Consortium works with all stakeholders to deliver training. Costs shared by partners as appropriate. SAMP Industry-led organization. Partners with educators and other stakeholders. Provides internships, curriculum development, and activities to improve image, grow talent pipeline. Regular meetings to discuss progress and needs.
PROGRAMS THAT EXEMPLIFY BEST PRACTICES MassMEP MACWIC Industry-led organization managed by MEP. Partners include regional educational institutions. Advanced manufacturing certification/credentialing system. Ongoing evaluation to match employers with candidates. Regular meetings to continuously update content. Ensure outcomes are meeting needs.
RECOMMENDATIONS - EMPLOYERS Be a true, active partner in the relationship. Invest time and resources. Join and/or develop manufacturer-led organization with a workforce focus as one of its primary goals. Support development of a structure for the organization to maintain ongoing interactions, identify staff who could provide support and coordinate a leadership team.
RECOMMENDATIONS - EMPLOYERS Assume a leadership role and ensure that there are employers willing to: Participate in convening. Facilitate dialogue. Serve on advisory committees. Participate in regular meetings to assess current program success and explore skill needs emerging as a result of new technologies and changing production processes to develop pipeline of future workers.
RECOMMENDATIONS - EMPLOYERS Display company logo and materials in labs to increase student awareness of company and promote job opportunities Be willing to commit time of SME and other key staff as needed to develop and validate content and learning outcomes and assist with instruction. Commit to OJT, internship experiences and filling vacancies with program graduates.
RECOMMENDATIONS - EMPLOYERS Establish a competitive wage recognizing the students' investment of time and money and increased value to the company. Make financial contributions, paid internships, provide scholarships, donate equipment or materials. Provide data to document successful student outcomes regarding employment, retention, and advancement.
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