Transcript Industry Partnership Metrics: 5 Considerations

Industry Partnership Metrics:
5 Considerations
1. The Audience: Who cares about the outcomes of a sector
partnership?
2. The Need for Customization: Sector partnerships are all
different. How do we build in flexibility?
3. Comparing Partnerships: How do we fairly compare
outcomes of sector partnerships?
4. Phases of Maturity: What can be measured at each stage of
partnership development?
5. Process vs. Impact: Both types of metrics matter.
All Partners want to know the WIIFM
• Employers – shared cost, a place to solve major talent issues,
a single table at which to work with public entities
• Educators – venue for faster understanding of changing
industry needs; play out of educational career pathways
• Workforce Developers – strategic focusing of time and
resources for high leverage with key industries while meeting
worker needs
• Economic Developers – place for focused work with key
industries on talent questions; can be major tool in retention
and growth strategies
• States and Governors – more strategic use of public
resources; improved services to industry and jobseekers
Across all categories we know that what we
measure can change depending on . . .
• The Industry (its culture, size of companies, etc)
• The region (its culture, its geography, it’s jobseekers)
• The original reasons a sector partnership came together, and
why it stays together
• Ideally sector partnerships solve one problem and move onto
the next – it’s goals therefore change regularly.
• Individual Sector Partnerships need flexibility to name and track
outcomes that are right for them.
• States can offer guidance, tools and help aggregate data.
Is There One Formula for Evaluation?
Do we assume training outcomes?
Consider . . .
• Over 1,000 entry-level healthcare
service workers trained every
• A small manufacturing sector
year by a metropolitan sector
partnership that focuses on
partnership
career awareness
• About 130 students per year
• Or an energy partnership that
trained and placed in solar
develops skills standards (that
installation employment by
can be used to develop training)
renewable energy sector
but that primarily is valuable to
partnership
align titles and HR selection
• 3 Journeyman apprentices
criteria across employers
supplied to Grand Coulee Dam as
a result of a Power Generation
No single formula, but there are
partnership
templates to capture some
consistent data across
partnerships.
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Can we fairly compare outcomes?
Consider . . .
Phases of Performance
(Emerging) Early Evidence of Progress
• a workplan or roadmap
• employer engagement
(Active) Actual Outputs/Products
• skills standards
• career awareness campaigns
• training programs for groups of employers
• industry-driven networking
• tackling non-workforce issues together
(Advanced) Impact
• employment for job seekers
• advancement for workers
• reduced vacancy rates for
employers
• reduced time to hire
• job creation
• savings to public programs
Industry Partnerships: Metrics
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Industry Partnerships: Metrics
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Industry Partnerships: Metrics
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One State’s Approach to
Industry Partnership-driven
Career Pathways Metrics
Career Pathway Metrics
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Career Pathway Metrics
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Reflections?
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Understanding Demand:
Engaging employers in a conversation about their
real skills needs -- why do it?
• New jobs--and whole
new industries--are
emerging
• Workers change jobs
more often
• Work is more
knowledge-based
• Changing
demographics and
labor pool
• Skill demands are
escalating:
• foundation skills
• technical skills
• More Work
Experience needed
across most industries
• Need for continuous
learning
The “Deep Dive” Conversation
1. When and how often?
2. What’s the depth and level of conversation
needed?
3. When are we asking too much of
employers? When are we holding back?
4. What are the right steps to deep dives?
5. What are the products?
Power Generation Skill Panel, WA
•Convened by the Centralia Community College
•Involves major power generation plants (coal, hydro,
and wind), plus major public utilities around the state
•Key partners are Labor, community colleges,
workforce Boards, and industry experts
•Products include:
• 17 articulated “skills standards”manuals for
key occupations
• Revised Energy Technician credentials
• Shared purchase of OJT key curriculum
• Revised apprenticeship program
• Creation of hands-on training facility at an unused nuclear power plant
“The Power Generation Skill Panel has effectively met the needs of employers,
workers, and the training system through collaboration and focused work on
critical issues. By meeting the demand driven skills needs of industry we are
all more competitive.” --Bob Guenther, IBEW Local 77
There is a Process
• Identify the critical occupations in the target sector using
LMI: current employment, past/projected, wages
• Roughly categorize them by type of occupation
(Production? Management? Sales?)
• Test this list out with a core group of employers (1 hour)
• Are these your most critical? How do you define
critical?
• Tell me about a qualified applicant for each critical
occupation.
• Tell me about the advancement in your company from
one critical occupation to the next?
Next Steps
• Go back to the data. Find out more. Ask or search for job
descriptions. Search through O*NET.
• Create a straw man template of core work functions, and
key activities or tasks within each one.
Next Steps
• Hold your first focus group: Hiring Authorities
• A skilled and neutral facilitator
• A clear, set agenda built around the core work functions
and key activities of a set of critical occupations (target: 1-3
occupations)
• Fast paced, interactive discussion
• Questions: 1) How do you know when this function is
performed well? 2) Are these the right tasks needed to
perform this function well? What’s missing? 4) How would
you weigh these tasks in importance? 5) What are the key
skills, knowledge and abilities to perform each task?
Next Steps
• Hold your 2nd Focus Group: Workers (the real experts)
• Create a draft “skills profile” – an in-depth description of
functions and tasks for the critical occupation.
• Target: 10-12 Experienced Workers in the target occupation
• Review and discuss function by function, task by task:
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Is this true based on what you do on a daily basis?
What is not emphasized enough? What is over-emphasized?
What is missing?
How do you know you’ve performed this task well?
• Review, refine, add, delete the skills profile or standards manual.
Make sure this gets used!
• Employers can immediately use Skills Standards
for recruiting, hiring, training and advancing
employees
• Educators and Trainers can immediately use
Skills Standards to refine, refresh or develop new
curriculum and credentials
Your Experience?
Role of State Leadership:
To create the right conditions for industry
partnerships to effectively serve industry and
jobseekers
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Shared vision and goals
Good industry data and analysis
Performance metrics tools
Training and capacity building
Communication and awareness
Changes to administrative policies
Changes to legislative policies
Funding and investments
Shared promising practices and success stories
State-Regional communication
Your Ideas?