Workforce in Iow as Creative Corridor University of Iowa January - PDF document

Strategic Skills November 2013 1/9/2014 Presentation Workforce in Iow a’s Creative Corridor University of Iowa January 2014 Strategic Skills Study Purpose • Gain a greater understanding of the workforce characteristic and needs of key industry clusters • Better assist industry clusters, existing regional businesses and prospective businesses in those clusters. – Who is assisting? We all are: educational institutions, economic development organizations, and employers www.iowascreativecorridor.com 1

Strategic Skills November 2013 1/9/2014 Presentation Regional Data and Industry Clusters • Data is informed through numerous sources and report publications produced on a state and regional level. • Clusters Employment and Staffing Pattern Summary identifies the region’s targeted industry clusters, occupational details, and career ladders supporting these clusters. • Today’s presentation also includes locally sourced data in our Synchronist Supplemental HR Survey Total Population 476,942 480,000 460,000 454,597 445,380 440,000 420,000 402,764 400,000 380,000 360,000 2000 2010 2012 2018 www.iowascreativecorridor.com 2

Strategic Skills November 2013 1/9/2014 Presentation Compounded Annual Grow th Rate 1.2% 1.0% 1.0% 1.0% 0.93% 0.83% 0.8% 0.6% 0.6% 0.53% 0.4% 0.4% 0.4% 0.3% 0.2% 0.0% 2000-2010 2010-2012 2012-2018 Creative Corridor Region Iowa US Corridor Demographics: Aging Workforce 50.0% 45.0% 40.0% 35.0% 30.0% 25.0% 2000 20.0% 2012 15.0% *Workforce 10.0% Age for 2002 5.0% and 2012 0.0% Population Population Workforce Age 55+ Age 25-54 Age* 55+ www.iowascreativecorridor.com 3

Strategic Skills November 2013 1/9/2014 Presentation Corridor Demographics: Diversity 10.0% 9.0% 8.0% 7.0% 6.0% 2000 5.0% 2012 4.0% 3.0% 2.0% 1.0% 0.0% Non-white Hispanic/Latino Corridor Alliance Industry Clusters CAGR Corridor Alliance Industry Clusters LQ 2012 EE (‘02-’12) Consumer Products - Durable Goods 18.27 -2.0% 1,979 8.26 1.1% 2,084 Consumer Products - Non-Durable Goods 3.52 2.1% 11,095 Electronics Engineering and Manufacturing 3.21 0.3% 2,484 Food and Food Ingredients 2.5 -0.5% 7,663 Educational Testing and Support Services 2.4 -0.1% 1,767 Industrial Biotechnology 2.38 4.8% 1,108 Energy Generation and Distribution Financial Services and Customer Services 1.96 0.7% 11,570 1.83 -1.3% 4,221 Production Advanced Manufacturing 1.38 8.7% 1,397 Renewable Energy & Sustainable Technology Products - Wind Manufacturing 1.07 -5.4% 932 Renewable Energy & Sustainable Technology Products - Solar Components Manufacturing 0.89 0.1% 5,524 Software and Information Technology Development/Computer Modeling and Simulation Medical Devices and Services 0.29 -1.9% 424 52,248 Total Employment in the 13 clusters LQ = Location Quotient CAGR = Compounded Annual Growth Rate (2002-2012) EE = Estimated Employment www.iowascreativecorridor.com 4

Strategic Skills November 2013 1/9/2014 Presentation Grow th Quadrant Positions of Industry Clusters 8.0% Wind Energy Maturing Leading Manufacturing 6.0% Long ‐ Term Employment Growth (2002 ‐ 2012) Electronics Engineering & 4.0% Consumer Products - Non- Energy Generation and Manufacturing Durable Goods Distributioin Software and Information Financial Services & 2.0% Technology Customer Services Development/Computer Food and Food Ingredients Modeling and Simulation 0.0% Industrial Biotechnology Educational Testing and -2.0% Support Services Production Advanced Medical Devices and Manufacturing Services -4.0% Solar Components Consumer Products - Manufacturing Durable Goods -6.0% Emerging Declining -8.0% -40.0% -30.0% -20.0% -10.0% 0.0% 10.0% 20.0% 30.0% 40.0% Short ‐ Term Employment Growth (2009 ‐ 2012) Green = LQ > 1.5 Purple = LQ > 1.0; LQ < 1.5 Brown = LQ < 1.0 Industry Clusters Foundational:* Emerging or Growing:** – Durable Goods – Financial Services and Customer Services – Educational Testing and Support Services – Food and Food Ingredients – Electronics Engineering – Industrial Biotechnology and Manufacturing – Medical Devices and – Non-Durable Goods Services – Production Advanced – Software and IT Manufacturing Development/Computer Modeling and Simulation *Large percentage of the region’s workforce and relative stable growth ** Strong compounded annual growth www.iowascreativecorridor.com 5

Strategic Skills November 2013 1/9/2014 Presentation Priority Industry Clusters • Financial Services and Customer Service • Electronics Engineering and Manufacturing • Software and Information Technology Development/Computer Modeling and Simulations Criteria for Priority Industry Cluster • Existing regional employers in these sectors show new product development and innovation ahead of national trends • Alignment with educational offerings and an established pipeline for graduates in these disciplines • Input from regional economic development organizations and project inquiries • Research on forecasted industry growth trends conducted by MBA students at the University of Iowa www.iowascreativecorridor.com 6

Strategic Skills November 2013 1/9/2014 Presentation Cross-Cluster Staffing Patterns Percent of Total Employment Across All Clusters Production 22.0% Office and Administrative Support 18.6% Computer and Mathematical 11.4% Business and Financial Operations 9.0% Architecture and Engineering 8.4% Management 7.6% Sales and Related 7.4% Transportation and Material Moving - 77 industries in one or more 3.8% clusters Installation, Maintenance, and Repair 3.7% Arts, Design, Entertainment, Sports, and Media 1.8% - Employment divided among 538 different occupations Life, Physical, and Social Science 1.8% Education, Training, and Library 1.4% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% Sample Career Ladder – Softw are and Info Tech Development/ Computer Modeling and Simulation Cluster www.iowascreativecorridor.com 7

Strategic Skills November 2013 1/9/2014 Presentation The Meaning – Regional Workforce Challenges • Phase I: • Focus Groups – Distribute research results Community Based Organizations Corridor Alliance and gather input on Corridor Human Resources Advisory Network research and workforce Customer Service/Call Center Industry issues Electronic Systems Industry Higher Education Connections Group Iowa, Jones, and Washington County Employer Groups – Formulate themes, inputs, Advanced Manufacturing Industry Group processes to establish Finance and Insurance Industry framework for the Regional Millenials/GenY Regional Workforce Investment Board Workforce Development STEM Board Strategic Plan Information Technology Industry Unemployed and Underemployed Group Regional Workforce Critical Themes Areas of critical shortages – Entry level positions across industry sectors – Middle skill jobs particularly in manufacturing and transportation – High skill jobs in Information Technology, Engineering, and Electronics Manufacturing www.iowascreativecorridor.com 8

Strategic Skills November 2013 1/9/2014 Presentation Regional Workforce Critical Themes Regional Workforce Critical Themes A need for greater flexibility and innovation – Current hiring models and practices are cumbersome – Entry level positions offer wages that require work supports to make the job financially viable for low- income individuals – Culture of the organization www.iowascreativecorridor.com 9

Strategic Skills November 2013 1/9/2014 Presentation Regional Workforce Critical Themes A need to increase interaction and collaboration – More emphasis on career services and career exploration for students – Acquiring college interns is time consuming and the quality of graduates in some degree areas is lacking – Expanded career services and more investment in placement services with regional employers Regional Workforce Critical Themes A need to market the region and the opportunities it has to offer – Lack of available labor – Challenge with retention – Increase diversity www.iowascreativecorridor.com 10

Strategic Skills November 2013 1/9/2014 Presentation Regional Workforce Critical Themes A need to enhance the basic foundational skills of the region’s workforce – Quality of applicants is a challenge – Lack of basic skills, work readiness, ability to pass drug screening and background checks are more prevalent in applicant pools – Entry level positions today require more advanced skills sets than they did two years ago Regional Workforce Critical Themes A need to better prepare students for success in their careers and in the workforce – Employers need to get in front of students at a younger age – Linkages to assist faculty, advisors, counselors, and education staff understand the region’s industry, job opportunities, skills needed, and wage rates – The recession is accelerating the shift to jobs that require post-secondary education/training www.iowascreativecorridor.com 11