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How might we scale career services?

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In this trend briefing, Kinetic Seeds reveals research into we might we get more postsecondary institutions interested and active in improving the process of connecting college to career.

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How might we scale career services?

  1. 1. kinetic seeds HOW MIGHT WE SCALE CAREER SERVICES? A KINETIC SEEDS TREND BRIEFING FOR THE CAREER LEADERSHIP COLLECTIVE JULY 13, 2017 BENTLEY UNIVERSITY kinetic seeds
  2. 2. kinetic seeds Kinetic Seeds is a design and innovation firm that partners with people & organizations to tackle complex challenges in education and workforce development. We actively seek to transcend the limits of our current systems. 2 kinetic seedskinetic seeds
  3. 3. kinetic seeds3
  4. 4. kinetic seeds4 kinetic seeds BACK STORY DESIGN CHALLENGE How might we get more postsecondary institutions interested and active in improving the process of connecting college to career?
  5. 5. kinetic seeds5 Technology (feasibility) Business (viability) People (desirability) Technology (feasibility) Business (viability) People (desirability) SWEET SPOT!
  6. 6. kinetic seeds6 $35K AVG. CSO OPERATING BUDGET 4 FTE SUPPORT STAFF 1:1889 AVG. STAFF-TO- STUDENT RATIO TODAY’S CAREER SERVICE OFFICE: Grossly understaffed, no C-Suite status. Lots of innovative thought but few resources to take action. NACE-2015-16 CS BENCHMARK SURVEY, A ROADMAP FOR TRANSFORMING THE COLLEGE- TO-CAREER EXPERIENCE (CHAN-DERRY EDITORS), 10 TRENDS IN CAREER SERVICES (DEY- CRUZVERAGARA), THRIVING IN BRAND NEW WORLD OF CAREER SERVICES-10 ESSENTIALS STRATGIES (CONTOMANOLIS), HECHINGER, INTERVIEWS: PODANY, HENNINGS, SNYDER 1993 PRACTICES kinetic seeds
  7. 7. kinetic seeds “It’s time to rethink the relationships between the postsecondary provider and the employer. It’s just like the way that business and industry got interested in supply chain management. They never worked with suppliers and then they realized they had to. Here though, we’re talking about talent chain management.” 7 —former Chief Innovation Officer, national higher education association
  8. 8. kinetic seeds “We are in the midst of a legislative session offering a bill to create local collaborations between career education efforts in the market and high school. We need to create a funding mechanism to build secondary career centers because counselors can not do it.” 8 —Dir., State-based Non-Profit for Postsecondary Student Success
  9. 9. kinetic seeds “Students need to be able to distinguish themselves in competitive workplaces and the way to do that is to give them tools to see themselves. To do that though requires a marketplace approach.” 9 —President, Community College serving 50,000 students
  10. 10. kinetic seeds10 TO SCALE CAREER SERVICES WE HAVE TO SCALE OUR THINKING
  11. 11. kinetic seeds11 FORCES AND TRENDS SHAPING CONCURRENT LEARN-WORK PATHWAYS
  12. 12. kinetic seeds FORCES AND TRENDS SHAPING CONCURRENT LEARN-WORK PATHWAYS LEARN-WORK FLOWS. MANAGE NETWORKS + CONNECTIONS 12 LEARN WORK LEARN WORK PIPELINE, MANAGED AT TRANSITION POINTS
  13. 13. kinetic seeds FORCES AND TRENDS SHAPING CONCURRENT LEARN-WORK PATHWAYS LEARN-WORK FLOWS. MANAGE NETWORKS + CONNECTIONS 13 LEARN WORK LEARN WORK WORK TRENDS AUTOMATION + JOB UNCERTAINTY THE GIG ECONOMY RESTRUCTURING EMPLOYMENTPIPELINE, MANAGED AT TRANSITION POINTS
  14. 14. kinetic seeds14 FORCES AND TRENDS SHAPING CONCURRENT LEARN-WORK PATHWAYS LEARN WORK LEARN WORK WORK TRENDS LEARN TRENDS AUTOMATION + JOB UNCERTAINTY THE GIG ECONOMY RESTRUCTURING EMPLOYMENT PERFORMANCE + ACCOUNTABILITY NEW PATHWAYS TO SKILLS + CREDENTIALS SELF-DIRECTED LEARNING PIPELINE, MANAGED AT TRANSITION POINTS LEARN-WORK FLOWS. MANAGE NETWORKS + CONNECTIONS
  15. 15. kinetic seeds AUTOMATION + JOB UNCERTAINTY 15 WORK TREND 47% OF U.S. WORKER HELD JOBS LIKELY TO BE AUTOMATED THE TAKEAWAYS Affects all sectors of work including many 1st destination jobs Routineness and predictability are determinants, not skill level Continual need for lifelong learning due to job loss and job redefinition FREY + OSBORNE, UNIVERSITY OF OXFORD AUTOMATION SUSCEPTIBILITY STUDY, MCKINSEY “WHERE MACHINES COULD REPLACE HUMANS,” DAVID AUTOR, MIT ECONOMIST, TEDXCAMBRIDGE, “WILL AUTOMATION TAKE AWAY ALL OUR JOBS?”, THE ECONOMIST, AI IMPACT ON JOBS, NY TIMES, “HE LONG-TERM JOBS KILLER IS NOT CHINA. IT’S AUTOMATION.” 43% INCREASE IN BANK BRANCH OPENINGS AFTER ATM’S INTRODUCED ©MCKINSEY
  16. 16. kinetic seeds THE GIG ECONOMY 16 WORK TREND 40.4% OF U.S. WORKFORCE MADE UP OF INDEPENDENT WORKERS THE TAKEAWAYS Need to learn how to navigate fluid work engagements Both choice and necessity: spans age, socioeconomic + education boundaries but access to digital platforms, tools and protections are lacking U. S. GOVERNMENT ACCOUNTABILITY OFFICE, “CONTINGENT WORKFORCE: SIZE, CHARACTERISTICS, EARNINGS, AND BENEFITS,” FORBES MAGAZINE, “SHOCKER: 40% OF WORKERS NOW HAVE ‘CONTINGENT’ JOBS, SAYS U.S. GOVERNMENT”, MCKINSEY, “INDEPENDENT WORK: CHOICE, NECESSITY, AND THE GIG ECONOMY,” CNBC, “THE ‘GIG ECONOMY’ IS GROWING — AND NOW WE KNOW BY HOW MUCH” 27% PERCENT OF INCREASE FOR INDEPENDENT WORK OVER PAYROLL EMPLOYEES (20YRS) ©MCKINSEY
  17. 17. kinetic seeds DEMAND FOR RESTRUCTURING EMPLOYMENT 17 WORK TREND THE TAKEAWAYS Fabric of employee-employer experiences under pressure to change; disconnect between employee values and employment structures GALLUP, EMPLOYEE ENGAGEMENT IN THE U.S., 2017 YELLO UNDERGRADUATE EXPECTATIONS STUDY +RECRUITING GENERATION Z, WORKFORCE, “EMPLOYEE VALUES ARE CHANGING, 32% EMPLOYEES WHO SAY THEY’RE ENGAGED IN THEIR WORK
  18. 18. kinetic seeds PERFORMANCE + ACCOUNTABILITY 18 LEARN TREND THE TAKEAWAYS Employability metrics becoming a defining factor, yet postsecondary institutions do not yet have a performance mindset, good data systems or collection methods COMPLETE COLLEGE FOR AMERICA, FEDERAL REGISTER GAINFUL EMPLOYMENT REGULATION, 1ST DESTINATION DATA COLLECTION, COLLEGE RANKINGS 32 STATES ENGAGED IN OUTCOMES-BASED FUNDING
  19. 19. kinetic seeds NEW PATHWAYS TO SKILLS + CREDENTIALS 19 LEARN TREND THE TAKEAWAYS Increased activity in multiple domains (secondary education, cities, funders, nonprofits, industry) but no coherence across the system CONNECTING CREDENTIALS, CORPORATION FOR A SKILLED WORKFORCE, COLLEGE BOARD YOUNG MEN OF COLOR STUDY, TECH HIRE, JOBS FOR THE FUTURE, JEFF SELINGO, INTERVIEWS: 45% TURNOVER REDUCTION WHEN HIRING FROM NON- TRADITIONAL TALENT POOLS 30m MIDDLE-SKILL JOBS THAT DON’T REQUIRE A BACHELORS
  20. 20. kinetic seeds SELF-DIRECTED LEARNING 20 LEARN TREND THE TAKEAWAYS Neither employees nor employers feel confident in the skills being gained for an unstructured, uncertain work world New learning programs are making in-roads and emerging research suggests it’s helping underserved populations HARVARD BUSINESS REVIEW, “WORKERS DON’T HAVE THE SKILLS THEY NEED – AND THEY KNOW IT,” FORBES, “9 SKILLS BOSSES SEE LACKING IN NEW GRADUATES,” AAC&U HIGH IMPACT EDUCATION PRACTICES STUDY, JEFF SELINGO, GETTINGSMART.ORG, INTERVIEWS: MORTENSON 54%OF STUDENTS SAY THEY LACK SKILLS TO DO THEIR JOB 60% OF MANAGERS SAY NEW GRADUATES LACK CRITICAL THINKING + PROBLEM-SOLVING SKILLS
  21. 21. kinetic seeds21 kinetic seeds Within this world, where are the opportunities for scaling our thinking?
  22. 22. kinetic seeds FROM TO How might we scale career services? How might we catalyze a career development ecosystem that connects the futures of learning and work for the benefit of all stakeholders? 22
  23. 23. kinetic seeds23 TRANSFORMATIONAL CHANGE MANAGEMENT WHERE’S THE SCALING OPPORTUNITY? LEADERSHIP PLAY that challenges “business as usual” by helping bring new vision, ideas, methods and activities into the operations of career development (and broadly, student and academic affairs). NETWORK PLAY that breaks down boundaries between K12, 2-year, 4-year and postsecondary providers, and employers to transcend the limits of the current system by building new relationships. K-CAREER RELATIONSHIPS
  24. 24. kinetic seeds24 TRANSFORMATIONAL CHANGE MANAGEMENT WHERE’S THE SCALING OPPORTUNITY? LEADERSHIP PLAY that challenges “business as usual” by helping bring new vision, ideas, methods and activities into the operations of career development (and broadly, student and academic affairs). NETWORK PLAY that breaks down boundaries between K12, 2-year, 4-year and postsecondary providers, and employers to transcend the limits of the current system by building new relationships. K-CAREER RELATIONSHIPS ECOSYSTEM PLAY that fuels a career development movement + inspires the design, development, implementation + scale of viable new solutions, services + models across the ecosystem. ECOSYSTEM PLAY
  25. 25. kinetic seeds25 Demands to deliver successful career outcomes is rising. A new paradigm for career services is needed that values innovative networks, partnerships and connections inside and outside the institution. A new class of leader is needed to move from transactional service provider to career community facilitator and builder. TO-DO Focus on leadership development and embrace learning as a driver of scale.
  26. 26. kinetic seeds26 Many individual employers are banding together with individual institutions for new program development. Others are forming local networks of practitioners across the k-career spectrum. All are voicing concerns about the lack of capacity and resources available to them to meet the demand of new student success requirements. More holistic structures are needed to connect the disconnected. Transcend the boundaries of your institution and create (or tap into) a platform for networked collaboration and experimentation. TO-DO
  27. 27. kinetic seeds27 Higher education is changing. The conditions necessary for creating a larger array of credentials will improve, as will acceptance of new forms of credentials. The boundaries between systems will continue to blur. People are hungry for tools and guidance. Embrace the idea of “next” practices and act as a learning and work innovation enabler. Think like an entrepreneur. TO-DO
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  29. 29. kinetic seeds29 kinetic seeds THANK YOU! Chris Flanagan President, Kinetic Seeds cflanagan@kineticseeds.com @chrisflanagan

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