People are a community's greatest asset. They create growing, thriving, and sustainable places. People bring high caliber skills to markets and can help good communities become great communities. So what's your people strategy? Does your organization use workforce development or workforce attraction strategies to foster or find its people? This presentation defines each strategy and shows how both can be utilized for community success.

1. Winning the Talent War: Make It or Take It
Atlas Advertising
Nashville Area Chamber of Commerce
Camoin Associates

2. Introducing Your Presenters
Guillermo Mazier – Atlas Advertising
• Former economic developer and tourism marketer for the Costa Rican Investment and Trade Development
Board
• Managed economic development and tourism campaign for Tortugero, CR
• Industry speaker, content strategist, and digital marketing specialist
Courtney Ross—Nashville Area Chamber of Commerce
• Chief Economic Development Officer
Alex Hughes – Nashville Area Chamber of Commerce
• VP, Talent Attraction and Retention
Ian Flatt – Camoin Associates
• Economic Development Analyst

3. Is Workforce Development or Workforce Attraction a
Better Strategy?

4. Which Strategy Does Your Organization Employ?
Workforce Development—A wide range of activities, policies, and programs
utilized by communities to create, sustain, and retain a viable workforce that can
support current and future business and industry within a particular region.
Workforce Attraction—Programs, initiatives, and targeted campaigns that
assist organizations, employers, and employer associations take timely and direct
action to attract and retain workers.

5. • State of workforce development—Telling the story of training up your workforce
– 4 key takeaways for workforce development
• State of workforce attraction—Telling the story of attracting a workforce
– 4 key takeaways for workforce attraction
• Strengthening Middle Tennessee workforce case study—A story of a community
who is doing both
Today’s Webinar Will Cover

6. Winning the Talent War: MAKE IT
Presentation by: Camoin Associates
April 28, 2016

7. New Challenges
• Job openings: reached historically high levels (hitting 5.6 million
openings in January 2016
• Labor force participation rate: steadily declining since the late
90s (although it has started increasing again over the past
couple of months)
• Youth: 5.5 million youth are considered “disconnected” –
remains higher than pre-recession levels
• Persistent “middle skills” gap

8. New Opportunities
• Workforce Innovation and Opportunity Act (WIOA):
places new emphasis on partnerships between
workforce development, economic development, and
employers
• Cross-sectoral initiatives like TechHire
• Many states rethinking workforce policy and
emphasizing an sector-focused approach

9. Takeaway 1
Identify challenges
where is the workforce falling
short?

10. Key Questions
• What are your top industries?
• What skills does your workforce need?
• Who are you targeting?
• What resources do you have available?
• Who needs to be involved?

11. Crunch data
• Identify:
• Leading industries
• Top occupations
• Key skill/competency requirements
• Associated wages
• Skills gaps: are enough people being trained to meet employer
demand?
SHARE INFORMATION

12. Engage stakeholders
• Stakeholders:
• Education – all levels
• Employers
• Workforce development
• Economic development
• Chambers of Commerce
• One Stop Centers
• Social service providers
• Engagement Tools:
• Interviews
• Focus groups
• Surveys
• Business outreach
partnerships

13. Takeaway 2
Start Young
opportunities for youth

14. Youth Work
Experiences
• Develop work experiences
• Learn about careers in targeted
industries
• Earn money
• Example: Detroit Summer Youth
Employment Program

15. Career/Technical Education (CTE)
• Fell out of favor but undergoing
a resurgence
• Focused on manufacturing and
technology-related skills
• Partnerships of K-12, higher
education, and local industries
• Example: TEC-SMART
(Ballston Spa, NY

16. Youth-focused Workforce Services
• Job fairs
• Workforce centers
• Career services
• Manufacturing/Tech Tours
• Example: Next Generation
Zone (Spokane, WA)

17. Takeaway 3
Engage Employers & Education
early, often, and effectively

18. Employer-driven
training & credentials
• Early buy-in and engagement
from employers
• Industry training partnerships
• Sector-based partnerships
• Examples: vary broadly
depending on region and
targeted industries
Franklin-Hampshire (MA) Regional
Employment Board
• Raised money to improve local
technical high school and train
unemployed individuals
• In partnership with employers,
developed training curriculum to
meet industry needs
• Partnered with local community
college to utilize instructors
• Partnered with local workforce center
to recruit, screen, and provide other
services to participants
• This program has had an 84% job
placement rate among graduates
Source: National Skills Coalition

19. Career Pathways
• Partner with employers and
education
• Identify skills/competency
education requirements to
access higher paying jobs
• Identify gaps in training
resources
• Develop plan of stackable,
industry-recognized credentials Source:
Shared Vision, Strong Systems: The Alliance for Quality Career Pathways
Framework Version 1.0. Center for Law and Social Policy, June 2014.

20. Takeaway 4
Wraparound Services
getting a job is just the beginning

21. Wraparound
Services
• Transportation
• Childcare
• Healthcare
• Basic education (ESL, adult
education, literacy)
• Example: Richmond Office of
Community Wealth Building

22. Conclusion
• Workforce programs will (and SHOULD) look different in
every community
• Develop broad coalitions
• Share information
• Sell workforce development!
Questions?

23. Sources & Resources:
• List of workforce of resources from Camoin
• Free economic/workforce data tools
• National Skills Coalition
• Opportunity Index (socioeconomic, economic and workforce
data)
• Career Pathways Toolkit (US DOL)

24. Thank You!
Contact Information:
Ian Flatt
ian@camoinassociates.com
804-349-7084

25. WHAT IS TALENT?
HOW DOYOU FIND IT & HOW DOYOUATTRACT IT?

26. UNEMPLOYMENTRATEBYEDUCATION
FOR THE SHARE OF THE LABOR FORCE OVER 25
WITHOUT A 4-YEAR DEGREE
5.4%UNEMPLOYMENT RATE
2.5%UNEMPLOYMENT RATE
Source: US Bureau of Labor Statistics (Current Population Survey)
FOR THE SHARE OF THE LABOR FORCE OVER 25
WITH A BACHELOR’S DEGREE +

27. • Economic development now is
as much about attracting,
growing and retaining qualified
workers as it is about attracting,
growing and retaining employers.
• If your community can
successfully attract, grow and
retain workers, then employers
will be forced to follow. The
business of developing
comprehensive workforce
development strategies as an
integrated part of economic
development is in its infancy.
State of Workforce Attraction
Source: http://www.marklautman.com

28. 1. Get a baseline from your own talent
– Do research. Engage your business
community early
2. Know your target audience
3. Attract attention to attract talent
4. Create a targeted creative and marketing
campaign
– Build online communities for talent attraction
4 Key Takeaways for
Workforce Attraction

29. If a city could provide this info and assist in it, they could
attract Digital Nomads (DNs). Further, if a city had a
dedicated concierge service for DNs that would be a huge
draw. ‘We will help you find a place to live, work, secure
visas, and even provide tourist information.'”
- Jonathan Wagner, Co-founder 52stairs.com

30. • Job opportunities
• Housing
• Safety
• Proximity to family and
friends
• Dining, events and
entertainment
• Culture and arts
• Outdoor activities
• Public transit
• Shopping
• K-12 schools
Source: Atlas Atlas Advertising 2015

31. Numbering 77 million, millennials referred to going forward
as “Young Professions” (those aged 25-34 ) make up one-
fourth of the U.S. population. These young professionals
are drawn to big cities like NYC, San Francisco, LA, DC
and Chicago by jobs; nightlife and good food, but often
find they can’t afford to live there.

32. Young workers (21- 40 years old) are the recipient/benefit
generation of the greatest possible transfer of wealth in
American history. This cohort enjoys working with different
people and champion the idea of diversity in culture in the
way that they live, work and play.

33. Bringing Talent Back to Diverse Dallas Suburb:
Richardson, TX

34. We know from multiple sources that at least 80%
of individuals and companies seeking information
for possible relocation review relevant websites in
target communities to improve their decisions

35. Bringing Talent Back to a Diverse Dallas Suburb

36. N A S H V I L L E A R E A C H A M B E R O F C O M M E R C E
ECONOMIC DEVELOPMENT

37. PARTNERSHIP 2020
First plan developed in 1990 by
business leaders, led by Nashville
Chamber
A public/ private regional strategy
for economic development in
Nashville region
Since 1990:
• 880+ new companies relocated
• 370,000+ new jobs created
• 150% increase in per capita
income
• Population growth of more
than 156%

38. 95.2 cost of living index (100 = U.S.
average)
930,000+ labor force
1.8 million population (2.03% annual
growth)
$45,759 per capita income
3.5% unemployment rate (Feb. 2016)
NASHVILLE
ECONOMIC
SNAPSHOT

39. NASHVILLE
ECONOMIC
REGION
1.8 million population

40. RESULTS
July 2015 - present
82 business
relocations and
expansions
7,471 new
announced jobs
$1.5B capital
investment
4.56M+ square
feet

41. JOB GROWTH
Ranking based on U.S. Metros with over 1M in Population. Source: Bureau of Labor Statistics February 2016
Richmond
Orlando
Austin
San Jose
Nashville
Raleigh
Phoenix
Riverside
Dallas
San Francisco
4.3%
4.2%
4.2%
3.8%
3.6%
3.6%
3.5%
3.5%
3.5%
3.4%
#5
L a s t 1 2 M o n t h s

42. P2020 STRATEGIC DRIVERS
Corporate Recruitment &
Relocation
Business Retention & Expansion
Target Sector Development
International Business Growth
Small Business Support
Entrepreneurship
Skilled Talent Attraction & Retention
Talent Supply & Demand Alignment
Pre K-12 Education Focus
Post Secondary Attainment Gains
Young Professional Engagement
Regional Transit Solutions
Business Advocacy
Global Connectivity
Affordability
Public Asset Development
Cost-of-Living Advantages

43. NASHVILLE HAS
TALENT

44. Spotlight on Talent
• Customized workforce plans
• Staff dedicated to talent
Talent initiatives
• Attracting and retaining talent
• Aligning supply and demand
• Addressing skills gaps
• Young professionals engagement
Challenges Ahead
FOCUS ON TALENT

45. TALENT PIPELINE
12 four-year
colleges and
universities in
the region
117,000 enrolled
students and 17,000
annual graduates
with 60% remaining
in the region
131,000+ with
graduate or
professional
degrees
6 community and
technical
colleges in the
region

46. TALENT PIPELINE
v
v
v
v
v
v
v
v
v
v
v
v
v
v
v

47. Technology
• WorkIT Nashville
• We Build Tech
• Accelerated Training
Drive to 55
• Tennessee Promise
• Middle TN Reconnect
• LEAP Grant
Military and Veteran Talent
Livability Campaign
TALENT INITIATIVES

48. WORKIT NASHVILLE

49. WE BUILD TECH

50. LIVABILITY CAMPAIGN

51. YP NETWORK
• 50+ YP Nashville Partner
Organizations
• Nashville Emerging Leader
Awards
• CEO Conversations
• Networking/ education events
• Digital communications
• Political forums

52. TALENT MIGRATION
Number 2 metro for percent change in the number of college graduates since 2000.
*Source: Forbes and Statista. U.S. Census Bureau 2000-2012.

53. TALENT RECRUITMENT
Nashville MSA ranked 6th for growth from in-migration in 2015.
Tampa
Orlando
Jacksonville
Las Vegas
Charlotte
Nashville
Miami
Austin
Raleigh
Portland
94.0%
80.1%
77.7%
71.9%
71.5%
71.5%
71.0%
70.9%
69.4%
68.7%
2.03% annual growth
36,435 new residents
26,062 moved to Nashville
71 people moving per day
on average
71.5% of increase in population
due to in-migration
2015 *Ranking based on U.S. Metros with over 1M in Population. Source: U.S. Census Bureau, July 2014-2015.

54. WORKFORCE
Top driver in site selection decisions.
• 120,000 -140,000 individuals
leaving the workforce
• 8,000 - 12,000 unemployed
return to work
• 90,000 -115,000 high school and
college graduates enter local
workforce
• 40,000 - 50,000 persons new to
labor market (migration) with a
majority having prior experience
Supply and
Demand
Next 5 Years
Out of the
Workforce
Into the
Workforce

55. WORKFORCE
Next 5 Years – Educational Requirements.
0% 5% 10% 15% 20% 25% 30% 35% 40%
Master's degree
Doctoral or professional degree
Bachelor's degree
Associate degree
Some college, no degree
Postsecondary non-degree award
High school diploma
Less than high school
2015 Jobs
2015-2020
Jobs

56. “We knew this was a city with the talent
capable of helping us grow and a
community that understands the
importance of investing in a skilled,
trained and educated workforce.”
- Wanda Lyle, Managing Director, Nashville Business
Solutions Center, UBS

57. 57
Guillermo Mazier
303.292.3300 x 232
929 Broadway, Denver, CO 80203
guillermom@Atlas-Advertising.com
www.Atlas-Advertising.com
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