Transcript Hillsborough-Pinellas IT Workforce Analysis

Growing Tampa Bay Tech
Increased efficiency through technology
• Virtualization, downsizing
• Cloud Services, outsourcing
• Collaborative Software, requiring internal SME (not
IT specialist)
IT Staff Reduction
• Experienced IT staff in-market
• Retraining to adapt to new business model
Charleston, SC
•Reaching the Next Level: A Regional Economic
Development Strategic Plan for the Charleston Region
Iowa
•Iowa’s Information Technology Strategic Road Map
Northeast Ohio
•NE Ohio Information Technology Workforce Report
Arizona
Columbus, Ohio
•Arizona’s Technology Workforce: Issues, Opportunities
and Competitive Pressures
•The Skills Gap in Central Ohio IT Talent: Assessment,
Opportunity and Recommendations
WorkNet Pinellas
•Taking the Next Steps: Business and Educational
Summit Strategic Score Card
STEMflorida
•Five-Year Strategic Plan: STEM Leadership for Florida
Workforce Florida Inc.
• 2012 Vision & Strategies, Florida Workforce System
Florida Council of 100
•Closing the Talent Gap: A Business Perspective, What
Florida Needs from the Talent Supply Chain
Tampa Bay Partnership
•Regional Business Plan for Economic Development in
the Tampa Bay Region
Enterprise Florida Inc.
Partnership for 21st
Century Skills
•Roadmap to Florida’s Future: 2010-2015 Strategic
Plan for Economic Development
•Framework for 21st Century Learning
One-on-One
Interviews
Workforce
Survey
Focus
Groups
• Conducted over 60 one-on-one interviews to understand
issues and validate survey questions
• Distributed an electronic survey to 140 companies, with
responses representing 26% of the Hillsborough and
Pinellas IT workforce
• Hosted seven focus groups targeting students, CEO and
CIO-level executives, IT employees, HR professionals and
educational institutions
satisfied with the
graduate population and had positive
relationships with area educational institutions
Large companies were
for both interns and full-time employees.
They feel strongly that the study recommendations
are needed to secure the future talent
supply
for the replacement of existing workers.
An immediate need exists for employees with skills in Java, .Net and
Agile development, CRM, ERP, SharePoint and security, as well as
experienced cloud computing and sales engineers
Future growth areas include business analytics, big data, desktop
support, security, and computer and software engineers
Companies seek individuals with a four-year degree, three to five
years of work experience and an ability to be productive from the
first day of employment
Business are requiring companies to do more, have multiple skills
and engage in lifelong learning
Students have limited knowledge of the local technology job market
Small to mid-size companies that did not have formal new-hire
training programs reported challenges finding entry-level candidates
with the necessary technical knowledge
Businesses are interested in recruiting military veterans for careers in
technology
Students need to have more real-world technical skills when entering
the job market
Critical
Attention
Monitor
Create exploration labs that allow students to
practice technical skills
TRAINING
Develop technical training programs to match
high demand skills
TRAINING
Expand available internship opportunities
INTERNSHIPS
Train businesses on best practices for effective
internships
INTERNSHIPS
Utilize technology and social media to connect
students with local internship opportunities
INTERNSHIPS
*Year One Implementation
Conduct internship fairs to connect students
with employers
INTERNSHIPS
Introduce TBTF chapters at area colleges and
universities
MARKETING
Market the area to increase the in-migration of
IT talent
MARKETING
Train HR and recruitment reps to sell the
unique the assets of the area to external talent
MARKETING
*Year One Implementation
Encourage business professionals to work
with educators to define and deliver current
technical skills
TRAINING
Expand recruitment of returning Veterans
and provide supplemental technical training
TRAINING
Engage local user groups and IT MeetUps
RECRUITMENT
AND RETENTION
Develop a Talent Satisfaction Index to
quantify personal and professional
satisfaction related to job retention
RECRUITMENT
AND RETENTION
Grow partnerships between businesses and
the K-12 school systems
MARKETING
Conduct community challenges (Hack-athons, code builds, etc.) to expose IT talent
to local companies
MARKETING
*Year One Implementation
Encourage and support talent development
and career growth (i.e. mentoring, leadership
training, etc.)
RECRUITMENT
AND RETENTION
Link students, education and business with a
“listening post”
MARKETING
Create event to connect parents, businesses
and education
MARKETING
Offer education partners quarterly webinars by TRAINING
business experts on new technology
Participate in DOE-recognized apprenticeship
programs for high demand jobs
TRAINING
Expand the framework for 21st Century2 skills and
STEM to increase readiness to work
TRAINING
Increase the capacity of career centers
INTERNSHIPS
Motivate students in non-technical degrees to seek a
double major/minor in technology
INTERNSHIPS
Modify degree programs to accommodate students
with completed (non-technical) degrees and job
experience
RECRUITMENT
AND RETENTION
Explore healthy collaboration between businesses to
foster innovation
RECRUITMENT
AND RETENTION