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Bridging the Skills Gap
All educators
(n=49)
Manufacturing
Employers
(n=59)
Biotech
Employers
(n=7)
Term Salience Term Salience Term
Salienc
e
Technical ability 0.381 Work ethic 0.338
Experience on
job 0.345
Work ethic 0.257 Technical ability 0.342
Lifelong
learning 0.301
Technical
knowledge 0.238
Technical
knowledge 0.302 Technical ability 0.227
Problem solving 0.232 Lifelong learning 0.144 Communication 0.226
Teamwork 0.204 Problem solving 0.132 Problem solving 0.182
Communication 0.183 Adaptable 0.132 Work ethic 0.163
Critical thinking 0.156 Interpersonal 0.112 Detail oriented 0.153
Innovative 0.154 Attitude 0.112 Self motivated 0.150
Detail-oriented 0.145 Teamwork 0.112 Background 0.149
Lifelong learning 0.103 Communication 0.111
Technical
knowledge 0.141
Competencies essential for success in the workplace
Skills as integrated habits of mind
Skills as multi-faceted and unique to professions
Knowledge Biology, chemistry, math, English
Skills
Active listening, reading comprehension,
critical thinking
Abilities Inductive reasoning, near vision, info ordering
Work Activities
Document recording, communication w/clients,
info processing
Work Styles Dependability, attention to detail, initiative
O*NET: Biological Technician
Source: https://www.onetonline.org/
Type of
Collaboration Example Impacts on student competencies
Curriculum/Program
Advising
Curriculum Advisory
Boards
State- or industry-mandated
advisory boards w/industry reps
Direct communication of industry
needs/Feedback channel re:alumni
Co-Designed Company
Training
Company and local educators
collaboratively design training
Employee develops new form of cultural
capital/company acquires new program
Curricular Co-
construction
Course projects suggested by
local employers
Student acquires new form of cultural capital
salient to industrial field
Work
Experience/Career
Pathway Program
Multi-Contact Programs Apprenticeships and internships
Student acquires new form of cultural capital
valued by both fields and social capital
networks) capital
One-Time Programs Industry field trips/career days Exposes students to new field(s)
Career Services
Career Counseling
College/university career
services; career fairs
Exposes students to new field(s); cultivates
social capital
Industry Cluster/Workforce
Dev Board
Chamber of Commerce
events/Industry cluster activities
Sectoral collaborations may enhance above
activities
Diverse forms of partnership cultivate students’ cultural/social capital
Key Issue: Differential Links Between Program & Occupations
4 Yr Biology B.S.
2 Yr Biotech A.A.
General Ed
Labs
Bio Courses
General Ed
Labs
Bio Courses
Biotechnology
Biotechnology
Graduate School
Health/Medicine
Environmental Science
Agriculture/Botany
Lab Technician
Asst Lab Technician
$41k starting
5% annual growth
app. 80,000 jobs
$30k starting
similar outlook as above
Access to
College
State Government
Higher Education Employers
4-Year Institutions
2-Year Institutions
Advanced Manufacturing
Biotechnology
Hands-on,
experiential
education
Hands-on,
experiential
training
Comprehensive,
multi-disciplinary
education
Employer
investment in
training &
collaboration
Employer
investment in
training &
collaboration
Hands-on,
experiential
training
Centers for
Teaching &
Learning
Career & Academic
Advising/Supports
Hands-on,
experiential
education
Comprehensive,
multi-disciplinary
education
Centers for
Teaching &
Learning
Career & Academic
Advising/Supports
Adequate Funding for
Public Higher Education
Industry Clusters,
Workforce
Development
Initiatives
Curriculum &
Program Advising
Advisory Boards
Curricular Co-
Construction
Career Services
Work-based
Learning Programs
Field Trips
Classroom Visits
The skills infrastructure: Systemic reform for college-work pathways
Persistence Graduation
Graduates
w/21st Century
Competencies
Cognitive
Inter-Personal
Intra-Personal
Screening
& Hiring
Continual
Development of
21st Century
Competencies
Return to Higher
Education System
Thank you!
Questions?
Matthew Hora Mike Sweet
Assistant Professor of Adult & Higher Education
University of Wisconsin – Madison
matthew.hora@wisc.edu
@Matt_Hora
CEO
Credo Education
Mike.Sweet@credoeducation.com
@_Mike_Sweet
Join our next live webinar!
The Future of University Credentials: How Hiring Practices Today Impact
Higher Ed
with Sean Gallagher, Executive Director of Northeastern University’s
Center for the Future of Higher Education and Talent Strategy
March 15, 2:00 – 3:00pm ET
Register here: bit.ly/SeanGWebinar

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Bridging the Skills Gap

  • 2. All educators (n=49) Manufacturing Employers (n=59) Biotech Employers (n=7) Term Salience Term Salience Term Salienc e Technical ability 0.381 Work ethic 0.338 Experience on job 0.345 Work ethic 0.257 Technical ability 0.342 Lifelong learning 0.301 Technical knowledge 0.238 Technical knowledge 0.302 Technical ability 0.227 Problem solving 0.232 Lifelong learning 0.144 Communication 0.226 Teamwork 0.204 Problem solving 0.132 Problem solving 0.182 Communication 0.183 Adaptable 0.132 Work ethic 0.163 Critical thinking 0.156 Interpersonal 0.112 Detail oriented 0.153 Innovative 0.154 Attitude 0.112 Self motivated 0.150 Detail-oriented 0.145 Teamwork 0.112 Background 0.149 Lifelong learning 0.103 Communication 0.111 Technical knowledge 0.141 Competencies essential for success in the workplace
  • 3. Skills as integrated habits of mind
  • 4. Skills as multi-faceted and unique to professions Knowledge Biology, chemistry, math, English Skills Active listening, reading comprehension, critical thinking Abilities Inductive reasoning, near vision, info ordering Work Activities Document recording, communication w/clients, info processing Work Styles Dependability, attention to detail, initiative O*NET: Biological Technician Source: https://www.onetonline.org/
  • 5.
  • 6. Type of Collaboration Example Impacts on student competencies Curriculum/Program Advising Curriculum Advisory Boards State- or industry-mandated advisory boards w/industry reps Direct communication of industry needs/Feedback channel re:alumni Co-Designed Company Training Company and local educators collaboratively design training Employee develops new form of cultural capital/company acquires new program Curricular Co- construction Course projects suggested by local employers Student acquires new form of cultural capital salient to industrial field Work Experience/Career Pathway Program Multi-Contact Programs Apprenticeships and internships Student acquires new form of cultural capital valued by both fields and social capital networks) capital One-Time Programs Industry field trips/career days Exposes students to new field(s) Career Services Career Counseling College/university career services; career fairs Exposes students to new field(s); cultivates social capital Industry Cluster/Workforce Dev Board Chamber of Commerce events/Industry cluster activities Sectoral collaborations may enhance above activities Diverse forms of partnership cultivate students’ cultural/social capital
  • 7. Key Issue: Differential Links Between Program & Occupations 4 Yr Biology B.S. 2 Yr Biotech A.A. General Ed Labs Bio Courses General Ed Labs Bio Courses Biotechnology Biotechnology Graduate School Health/Medicine Environmental Science Agriculture/Botany Lab Technician Asst Lab Technician $41k starting 5% annual growth app. 80,000 jobs $30k starting similar outlook as above
  • 8. Access to College State Government Higher Education Employers 4-Year Institutions 2-Year Institutions Advanced Manufacturing Biotechnology Hands-on, experiential education Hands-on, experiential training Comprehensive, multi-disciplinary education Employer investment in training & collaboration Employer investment in training & collaboration Hands-on, experiential training Centers for Teaching & Learning Career & Academic Advising/Supports Hands-on, experiential education Comprehensive, multi-disciplinary education Centers for Teaching & Learning Career & Academic Advising/Supports Adequate Funding for Public Higher Education Industry Clusters, Workforce Development Initiatives Curriculum & Program Advising Advisory Boards Curricular Co- Construction Career Services Work-based Learning Programs Field Trips Classroom Visits The skills infrastructure: Systemic reform for college-work pathways Persistence Graduation Graduates w/21st Century Competencies Cognitive Inter-Personal Intra-Personal Screening & Hiring Continual Development of 21st Century Competencies Return to Higher Education System
  • 9. Thank you! Questions? Matthew Hora Mike Sweet Assistant Professor of Adult & Higher Education University of Wisconsin – Madison matthew.hora@wisc.edu @Matt_Hora CEO Credo Education Mike.Sweet@credoeducation.com @_Mike_Sweet Join our next live webinar! The Future of University Credentials: How Hiring Practices Today Impact Higher Ed with Sean Gallagher, Executive Director of Northeastern University’s Center for the Future of Higher Education and Talent Strategy March 15, 2:00 – 3:00pm ET Register here: bit.ly/SeanGWebinar

Editor's Notes

  1. First - highlight importance of technical expertise - esp procedural knowledge (knowing how). But then, variation across groups - esp employers; manufacturers #1 - work ethic.
  2. What’s also missing - and this is the key insight from our research - is the cultural nature of these competencies; (a) how they are acquired not only in school but in the home - peers - workplace. and (b) how these unique forms of skills one acquires - along with technical expertise and one’s credentials - are then carried into the labor market and help determine if you get a job. This is a cultural capital argument about job acquisition - not just credentials. Here introduce idea of cultural capital: not as simple as investments in skills/knowledge and that will get you a job (the human capital approach) - instead, cultural capital speaks to behaviors, habits, dispositions specific to a discipline, profession - that’s what is desired here.
  3. one thing we need to understand - these aren’t generic skills - they are deeply embedded in professions, workplace cultures.
  4. Multiple ways to collaborate - each serves different purpose communication/cultivating student resources ideal world: have them all (costs time/$$)
  5. Hesitation (2 and 4 year) on being too tightly linked. In some cases - can’t be linked too closely with specific job/company. Also - considerations of transferable skills (proverbial 5th job)
  6. Articulate how diff from guided pathways A different approach: here we did another root cause analysis based on our data and the literature - taking the end point (21st cc) and mapping backwards (instead of starting w/hiring challenges and adopting pipeline model, start w/21stcc instead of jobs/HR issues - thus, ours is to policy-making; Backwards mapping (root-cause analysis); Systems thinking Key idea for institutions: wraparound services similar to CCRC guided pathways wrt systemic (teaching/advising reform) - Yes - tailor these ed programs with attn to developments in labor market - watching labor market data - but focusing on that alone is insufficient.