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Redc Workforce Study
 

Redc Workforce Study

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    Redc Workforce Study Redc Workforce Study Presentation Transcript

    •  
    • Purpose
      • Short Term: Assist Businesses in Finding Qualified Workers
      • Long Term: Transition the Workforce to a Higher Skills Economy
      Position the Memphis Region to Compete with Other Major Regions in the Global Economy
    • STUDY AREA 52 Counties 8 Sub-Regions
    • Who Will Benefit
      • Existing Business and Industry
      • Economic Development Organizations
      • Local Governments
      • Workforce Investment Boards
      • K-12 Educators
      • Colleges and Universities
      • Training Providers
    • Objectives
      • Document the Current Strengths and Weaknesses of the Workforce
      • Quantify Hidden Labor Resources
      • Identify Unmet Training Needs
      • Use Regional Perspective to Match More People with Jobs
    • Objectives
      • Develop Business and Economic Targets for each Sub-region
      • Identify Roles and Areas of Specialized Research for Higher Education
      • Inform K-12 Educators of Workforce Needs and Trends
    • Process
      • Interviewed 3,600 Workers
      • Collected 364 Employer Surveys
      • Interviewed 65 Key Workforce Influencers
      • Conducted 5 Focus Groups of Community Representatives
    • Key Assets
      • Huge Hidden Potential Workforce
        • Underemployed 188,795
        • Not Employed, Wanting Work 328,795
        • Recent College Graduates 14,500
        • Total Hidden Labor Supply 532,090
    • Key Assets
      • Large Percentage of Employed and Not Employed are Interested in Training
        • 58.9% Want to Upgrade Skills – 799,510
        • Leading Fields of Interest among Workforce:
          • Computer Related
          • Medical Related
          • Any Type of Training that will Lead to a Better Job
    • Key Assets
      • Regional Population Younger than National Average, which is Preferred by Some Companies
      • Employers Report Ability to Recruit Talent from Outside Region
        • Situation has Improved from Earlier Studies
        • Situation Better in Memphis than in Rural Areas
        • Improved Perception of Quality of Life is a Factor
    • Key Assets
      • Employers Report:
        • Satisfactory Work Ethic and Productivity
        • Good Availability of Unskilled and Semi-Skilled Workers
        • Region Perceived as a Low Wage Location
        • Belief that Region Can Support Higher Skilled Emerging Industries
    • Key Assets
      • Excellent Foundation for Economic Expansion
        • Higher Number of Post-secondary Institutions than Comparable Southeastern Regions
        • Good Corporate Presence and Base
        • Fed Ex Hub and Other Excellent Transportation Assets
        • Existing Industry Clusters
    • Key Assets Existing Industry Clusters Sub-regions 6 7 8 5 4 3 2 1 Medical Machinery Aluminum Products Furniture Gaming Logistics
    • Key Assets Existing Industry Clusters Sub-regions Polymer Products Metal Fabrication 6 7 8 5 4 3 2 1 Elec. Equip. Food & Beverage Textiles & Apparel Ag Support Auto Parts
    • Key Challenges
      • Size of Workforce has Declined
      • Population Base Growing More Slowly than US
      • Key Component of Workforce (Ages 20-34)
        • Regional Projected 5-yr Growth -0.7%
        • National Projected 5-yr Growth 5.1%
    • Key Challenges
      • Household Incomes are Low
      • Educational Attainment is Low
      • Public School Performance is Mixed
      • Performance in Math and Science is Low
      • Number of Degrees Awarded in Math, Sciences and Engineering is Low
    • Key Challenges Labor Availability Region Factor          Elasticity          4-Year College Education (%)          12-15 Years Education (%)          HS Degree (%)          Median Age          Population Growth          Population Size 8 7 6 5 4 3 2 1
    • Key Challenges Occupations Region Factor          Ability to attract outside talent    N/A      Management   N/A N/A N/A  N/A   Computer/IT   N/A N/A      Production   N/A N/A      Technical/ Professional    N/A      General Business Support 8 7 6 5 4 3 2 1
    • Key Challenges Labor Quality & Costs Region Factor          Labor Costs          Work Ethic/ Productivity          Basic Computer Skills          Basic Skills 8 7 6 5 4 3 2 1
    • Key Challenges
      • Some Gaps Exist Between Education, Workforce Development and Business
      • African-Americans are Under-represented in High-Tech Occupations
    • Key Challenges
      • Need Stronger and Sustained Commitment for Change among:
        • Leadership
        • Educators – Local and State Level
        • Workforce Investment Boards
        • Private Sector
      • Need Support for a Common Vision
    • Situation Summary
      • Region is Diverse
      • Many Assets will Support Economic Expansion
      • Good Industry Base – 12 Clusters
      • At Least Nine Targets for Growth
      • Formidable Workforce Challenge
      • Current Workforce Development System Disjointed and in Some Areas Ineffective
    • Recommendations Target Industries Sub-Regions 6 7 8 5 4 3 2 1 Logistics Bio-Sciences Bio-Logistics Auto Parts & Assy. Alternative Fuels
    • Recommendations Target Industries Sub-Regions 6 7 8 5 4 3 2 1 Ag Support Visitor/ Gaming Film/Music Office Operations
    • Recommendations
      • Create a Regional Workforce Partnership
        • Coordinate Sub-Regional Activities
        • Assist in Developing Industry Consortia
        • Transfer of Best Practices
        • Coordinate Lobbying Efforts
        • Promote Broad Ownership of Workforce Development
        • Pursue Grants and Other Funding for the Region
        • Identify Programs that can be Merged or Better Coordinated
        • Establish Vision, Goals, Measurements
    • Recommendations
      • Much Stronger Role for the Private Businesses
        • Build Industry Consortia such as BioWorks and the Northwest TN Healthcare Consortium to Allow Industries with Similar Needs to Work Together to Influence the Quality of the Workforce
        • Better Communicate Emerging Career Opportunities to Lower Income Youth, Begin Communication in the Early Grades
        • Development and Adoption of Sound Hiring Policies for People with Arrest Records
    • Recommendations
      • Much Stronger Role for the Private Businesses
        • Define Skill Needs and Communicate to Educators and Workforce Developers
        • Develop Tests to Measure Workforce Preparedness
        • Guaranteed Jobs for Students who Pass Test
        • More Recruiting at Local Schools and Universities
    • Recommendations
      • Much Stronger Role for Private Businesses
        • More Work-study Programs, Mentoring, Career Planning
        • Make Junior Achievement Style Programs Broadly Available, Build on Popularity of The Apprentice
        • Create Vice President of Workforce Development Position
      • Assist in Public Transportation Planning to Provide More and Better Access to Jobs
    • Recommendations
        • State Level Education Policies:
          • Direct College Scholarships to Programs that Support the Economy – Math, Sciences, Engineering and on Teachers for those Areas
          • Set Goal for the Region to Become National Leader in Math and Science Graduates
          • Expand and Promote Technical Training
    • Recommendations
        • State Level Education Policies:
          • Evaluate Two Path System (TN)
          • Provide Quick Response to Employer Need for New Programs and Courses
          • More Use of Career Laddering Programs such as the Health Care Program in Arkansas
    • Recommendations
      • Local Education Policies
        • Expand and Promote Vo-tech Training
        • Develop Programs to Reduce the Drop-out Rate
        • Coordinate and Unify Middle School Programs
        • Place Emphasis on Math, Sciences, Language and Critical Thinking
        • Use Tests Developed by Businesses to Measure Workforce Preparedness
    • Recommendations
      • Hold National African-American New Economy Workforce Development Conference
        • Goal: Coalesce Ideas, Identify Solutions, Develop Vision as a National Leader, Create Action Plan
        • Involve Top National Thinkers and Leaders
      • Expand the Talent Magnet Program to Make it Useful to the Suburbs and Greater Region
    • Implementation Network
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    • Company-Based Intern Career Pathing
    • Company-Based Adult Career Development
    • National Impact
      • Selected for Economic Development Administration Funding
      • First to Use Online Workforce Data Delivery System
      • More Potential Funding and Recognition for Sub-regional Initiatives to Follow