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

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

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Strategic Skills November 2013 1/9/2014 Presentation Workforce in Iow as Creative Corridor University of Iowa January 2014 Strategic Skills Study Purpose Gain a greater understanding of the workforce characteristic and needs of key

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Strategic Skills November 2013 Presentation 1/9/2014 www.iowascreativecorridor.com 1

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

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Strategic Skills November 2013 Presentation 1/9/2014 www.iowascreativecorridor.com 2

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,

  • ccupational details, and career ladders supporting

these clusters.

  • Today’s presentation also includes locally sourced data

in our Synchronist Supplemental HR Survey

Total Population

402,764 445,380 454,597 476,942 360,000 380,000 400,000 420,000 440,000 460,000 480,000 2000 2010 2012 2018

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Compounded Annual Grow th Rate

1.0% 1.0% 0.6% 0.4% 0.4% 0.3% 0.93% 0.83% 0.53%

0.0% 0.2% 0.4% 0.6% 0.8% 1.0% 1.2%

2000-2010 2010-2012 2012-2018

Creative Corridor Region Iowa US

Corridor Demographics: Aging Workforce

0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% 40.0% 45.0% 50.0% Population Age 55+ Population Age 25-54 Workforce Age* 55+ 2000 2012

*Workforce Age for 2002 and 2012

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Strategic Skills November 2013 Presentation 1/9/2014 www.iowascreativecorridor.com 4

Corridor Demographics: Diversity

0.0% 1.0% 2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% 9.0% 10.0% Non-white Hispanic/Latino 2000 2012

Corridor Alliance Industry Clusters

Corridor Alliance Industry Clusters

LQ CAGR (‘02-’12) 2012 EE

Consumer Products - Durable Goods

18.27

  • 2.0%

1,979

Consumer Products - Non-Durable Goods

8.26 1.1% 2,084

Electronics Engineering and Manufacturing

3.52 2.1% 11,095

Food and Food Ingredients

3.21 0.3% 2,484

Educational Testing and Support Services

2.5

  • 0.5%

7,663

Industrial Biotechnology

2.4

  • 0.1%

1,767

Energy Generation and Distribution

2.38 4.8% 1,108

Financial Services and Customer Services

1.96 0.7% 11,570

Production Advanced Manufacturing

1.83

  • 1.3%

4,221

Renewable Energy & Sustainable Technology Products - Wind Manufacturing

1.38 8.7% 1,397

Renewable Energy & Sustainable Technology Products - Solar Components Manufacturing

1.07

  • 5.4%

932

Software and Information Technology Development/Computer Modeling and Simulation

0.89 0.1% 5,524

Medical Devices and Services

0.29

  • 1.9%

424

Total Employment in the 13 clusters

52,248

LQ = Location Quotient CAGR = Compounded Annual Growth Rate (2002-2012) EE = Estimated Employment

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Grow th Quadrant Positions of Industry Clusters

Educational Testing and Support Services Consumer Products - Durable Goods Consumer Products - Non- Durable Goods Food and Food Ingredients Industrial Biotechnology Financial Services & Customer Services Electronics Engineering & Manufacturing Software and Information Technology Development/Computer Modeling and Simulation Energy Generation and Distributioin Wind Energy Manufacturing Solar Components Manufacturing Medical Devices and Services Production Advanced Manufacturing

  • 8.0%
  • 6.0%
  • 4.0%
  • 2.0%

0.0% 2.0% 4.0% 6.0% 8.0%

  • 40.0%
  • 30.0%
  • 20.0%
  • 10.0%

0.0% 10.0% 20.0% 30.0% 40.0% Long‐Term Employment Growth (2002‐2012) Short‐Term Employment Growth (2009‐2012)

Emerging Leading Maturing Declining

Green = LQ > 1.5 Purple = LQ > 1.0; LQ < 1.5 Brown = LQ < 1.0

Industry Clusters

Foundational:*

– Durable Goods – Educational Testing and Support Services – Electronics Engineering and Manufacturing – Non-Durable Goods – Production Advanced Manufacturing

*Large percentage of the region’s workforce and relative stable growth

Emerging or Growing:**

– Financial Services and Customer Services – Food and Food Ingredients – Industrial Biotechnology – Medical Devices and Services – Software and IT Development/Computer Modeling and Simulation

** Strong compounded annual growth

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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

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Cross-Cluster Staffing Patterns

1.4% 1.8% 1.8% 3.7% 3.8% 7.4% 7.6% 8.4% 9.0% 11.4% 18.6% 22.0% 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% Education, Training, and Library Life, Physical, and Social Science Arts, Design, Entertainment, Sports, and Media Installation, Maintenance, and Repair Transportation and Material Moving Sales and Related Management Architecture and Engineering Business and Financial Operations Computer and Mathematical Office and Administrative Support Production

Percent of Total Employment Across All Clusters

  • 77 industries in one or more

clusters

  • Employment divided among 538

different occupations

Sample Career Ladder – Softw are and Info Tech Development/ Computer Modeling and Simulation Cluster

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The Meaning – Regional Workforce Challenges

  • Phase I:

– Distribute research results and gather input on research and workforce issues – Formulate themes, inputs, processes to establish framework for the Regional Workforce Development Strategic Plan

  • Focus Groups

Community Based Organizations Corridor Alliance Corridor Human Resources Advisory Network Customer Service/Call Center Industry Electronic Systems Industry Higher Education Connections Group Iowa, Jones, and Washington County Employer Groups Advanced Manufacturing Industry Group Finance and Insurance Industry Millenials/GenY Regional Workforce Investment Board STEM Board 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

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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

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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

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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

  • pportunities, skills needed, and wage rates

– The recession is accelerating the shift to jobs that require post-secondary education/training

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Regional Workforce Critical Themes

Current Landscape of the “Available Workforce”

–6,100 Members IowaWORKS

  • 47% lack digital literacy skills
  • 11% do not have a GED
  • 53% have a HS Diploma
  • 26% have some college
  • 10% have a college degree

Supplemental Survey ‘13

  • Non-scientific, strategic snapshot
  • 43 companies
  • July 2013 – October 2013
  • Represents 9,037 jobs in 7 county region
  • Currently hiring: 980 positions (includes an
  • utlier of 671)
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Supplemental Survey ‘13

Acciona Windpower Alliant Energy Apache CarePro Health Services Centro, Inc. CIPCO Civco medical solutions CompleWare Corporation Economy Advertising Company ESP International Frontier Natural Products GDIT GEICO IDx LLC Infinity Contact Innovative Software Engineering Iowa Bridge & Culvert, LC IowaWORKS Leepfrog MediRevv Mercer Mercy Hospital

Supplemental Survey ‘13

Metro Wire and Cable Midamar Corporation Midwest Metal Products MidWestOne Bank Mount Mercy University MSI Mold Builders NIS, Inc. Nordstrom Procter & Gamble/Oral B Procter & Gamble Beauty Plant Riverside Casino & Golf Resort Robert Half Technology SDW Consulting Sedgwick CMS Skyworks Solutions, Inc. Stamats Communications, Inc. TrueNorth United Fire Group University of Iowa Foundation WCHC West Music Company

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Supplemental Survey ‘13

25 4 21 8 7 5 4

5 10 15 20 25 30

Technical/Engineer Healthcare Professional Advanced Mftg./Skilled Labor General Labor Customer Service/Clerical Other Hourly

Which position(s) are you currently having the biggest difficulty hiring (enter up to five job titles or classifications)?

Supplemental Survey ‘13

2.7% 2.7% 8.1% 8.1% 16.2% 21.6% 40.5% 62.2% 67.6%

0% 25% 50% 75% 100%

Humanities/arts History/geography Science Government/economics English language (spoken) Reading comprehension (in English) Mathematics (computation) Writing in English (grammar, spelling,… Technical (computer, engineering,…

In general, what basic skills/knowledge gaps do job applicants have in your industry?

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Supplemental Survey ‘13

Increasing 27% Stable 47% Decreasing 2% None (Don't anticipate hiring from

  • utside the

area) 24% For all facilities in the Corridor, do you anticipate the % of new hires from OUTSIDE the area will be Previous Survey

Increasing

17.9 Stable 64.1 Decreasing None 17.9

Supplemental Survey ‘13

1 2 3 4 5 6 7

Salary Cost of living Perception of area/Iowa Limited opportunities for spouse/partner

On a scale of 1-7, how challenging are the following factors when attracting talent from OUTSIDE of Iowa's Creative Corridor?

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Pick Your Pace Tool

  • Website addresses perception and opportunities with

videos, customized employer pages and area job links – 4Q stats: 1,106 unique visitors – 4Q: 81% new visitors – 4Q: 1:48 is average time on site

Supplemental Survey ‘13

Within your Corridor facilities, do you recruit members of the military who are transitioning to civilian work? YES: 53.3 NO: 46.7

  • Johnson County ranked 7th for veterans to find

civilian employment

  • Resources and tools available at

www.TheValueofaVeteran.com

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Supplemental Survey ‘13

Limited Growth Opportunity 32% Compensation 17% Relocating 11% Culture/Work- Life Balance 16% Proximity to Home 6% Retirement 4% Changing Careers 4%

Bad Fit/Management 10%

n=38

Why do people leave?

Supplemental Survey ‘13

0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0%

Yes - Formal, PAID internship program Yes - Formal, UNPAID internship program No internship program

Internship Programs

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Supplemental Survey ‘13

0 interns 13% 1-3 interns 37% 4-5 interns 30% 6-10 interns 10% 10-25 interns 0% 25-99 interns 7% 100+ interns 3%

n=29

# of Interns on Staff Last Year

Supplemental Survey ‘13

82.1% 60.7% 50.0% 46.4% 32.1% 35.7% 32.1% 7.1% 0% 25% 50% 75% 100%

Create a strong pipeline Long term investment Developing future leaders Opportunity for staff to mentor and… New point of view Community relations Increase diversity Other (please specify)

Benefits of Internship Program

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Supplemental Survey ‘13

1 1 1 2 2 2 3 4 5 1 2 3 4 5 6

Lack of housing No need Need more diversity Timing Head count restraints Don't know how to start Lack of right candidates Lack of meaningful work Time Commitment What challenges do you attribute to managing or establishing an internship program?

Supplemental Survey ‘13

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The Meaning – Regional Workforce

Phase II:

– Form Workforce Development Coalition – Develop Coalition Charter and Purpose – Coalition develops strategic plan, action items, metrics – Vet resulting plan and action items

The Meaning – Regional Workforce

Phase III:

– Develop process for implementation and

  • wnership of action items and mechanism to

document work and resulting metrics/accomplishment – Work the Plan – Update the Plan as progress is made

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Thank you

  • Online resources:

– iowascreativecorridor.com/skillsreport/ – Pickyourpace.com – iowascreativecorridor.com/workforce/

  • Please call ICAD Group or the CR Metro

Economic Alliance for more information