Tips and techniques for leveraging data to build a better ...€¦ · Engagement . Policy. Data & research guided employer strategies and policy. OUR MISSION. EMPLOYER STRATEGIES

Action researchwinning with data

Tips and techniques for leveraging data to build a better workforce

OUR MISSION

To create a comprehensive and cohesive workforce development system in Southeast Michigan that provides

employers with the talent they need for success.

Data Employer Engagement

Policy

Data & research guided employer strategies and policy

OUR MISSION

EMPLOYER STRATEGIES

Information technology WIN tech council

ExperienceIT

Heath CareHealth Systems HR Execs

Council

ManufacturingInnostate – New Product

manufacturingGreen Mobility planning

& talent partnershipsLIFT

Retail and HospitalityCareer Pathways

POLICY

Process improvement Business Services

NetworkCareer Services Network

Administrative change

Legislative change

Exemplary practice identification & adoption

Data-driven training, education, experiences

& career guidance

DATAWorking Smarter

Series

Quarterly labor demand reports

Posting-to-employment forecasting

Special Report Requests

Win Stuff

Examples from WIN

Community Colleges Workforce development Economic development Other Partners

Example 1 Example 2 Example 4Example 3

Example Data Requests

• What jobs are trending in the region?

• Where should we invest workforce dollars?

• What jobs are falling behind?

• How do we make sure employers have what they

need?

• What new program should we create?

• What major should I tell my students to take on?

Data Rules we live by1. Try NOT to ONLY use ONE source of data!

a. We LOVE EMSI, this is the EMSI conference after-all, BUT we pair it with other sources to get a complete picture and understand nuances in the numbers.

2. Dig in for the more information, “reality check”a. Not all data is created equal, if something looks funny it probably isn’t right.

3. Double-check with your local employers and the talent system for extra detaila. Employers will give you additional information about their needs to better flesh

out data and provide insight on their needs. Schools will do the same on their program offerings, enrollments etc.

Keep this in mindThere isn’t always a black and white answer so be sure to talk about the data’s limitations

For requests: Asking the purpose of the data is often the most helpful for you as a researcher. Geography, time-period etc. are important, but the use will dictate how you explain your findings and present them

Examples from WIN



Community colleges

• Grants• Program development

Community Colleges

Projected growth

•What jobs are growing in the coming 5-10 years?

Current employer

needs

•Job postings, what do they need now?

What makes the area

competitive?

•Location quotient in higher wage areas, higher wage jobs that need a boost!

$19.4 million in equipment grant fundsWIN community colleges awarded 39% of total state funding available for new equipment

WIN assists partners with grantsWIN research team identified key areas for each college to invest

Annual openings, completions, postings (from burning glass), etc. + identify which occupations require large equipment for training

Data! EMSI to the rescue

CC Program developmentWhat occupations

are trending?Many growing occupations require a BA

but community colleges focus more on the 2-year degree. What programs can CCs

create that allow students to get a leg-up to an in-demand career?

Who should the school recruit?

Workforce gap analysis can help with this. Identify:

• Demographic gaps• Salaries (only invest in higher wage

areas)• Skills required

• Transferability to a 4-year program

Examples from WIN



Workforce development• Quick spending• Business services

Workforce dollars

Employer needs (Burning Glass)

Postings and skills in-demand for lower skills

workers

Growth areas and annual openings (EMSI)

Growth areas and annual need for lower skill workers

O*NET: identifying specific skills/credentials aligned with growth occupations that can be attained in 6

months or less

Request from WIB on where to do make a quick investment for strong impact• Requirements:

– Need to spend down dollars– 6-month training or less– Lower skill population

demographic– Credential awarded after training– Employer-centered

WIB Business Services

Employers have lots of turnoverCan you guess why?

Wages! They don’t pay enoughEmployer goes to WIB to request comparison data on wages

Regional data on wages helpsWIB is able to deliver quality wage data to employer and encourage higher wages to reduce turnover

SOC Description Median Hourly Earnings

10th percentile (entry level)

41-2011 Cashiers $9.95 $8.4541-2031 Retail Salespersons $10.90 $8.6643-4051 Customer Service Representatives $15.62 $9.7143-4151 Order Clerks $16.22 $10.7943-5081 Stock Clerks and Order Fillers $11.52 $8.77

$12.11 $8.94

SOC Description Median Hourly Earnings

10th percentile (entry level)

41-2011 Cashiers $9.38 $8.0141-2031 Retail Salespersons $10.16 $8.1543-4051 Customer Service Representatives $15.11 $9.4243-4151 Order Clerks $15.81 $10.1943-5081 Stock Clerks and Order Fillers $10.80 $8.25

$11.28 $8.45

Oakland County

Data

Southeast

Michigan (WIN

Region)

*Wages at or near the 10th percentile or average are NOT considered to be competitive. If higher wages are difficult for a company to manage, then a more creative compensation plan

might be a good option

Examples from WIN



Economic Development

• IT occupations, what to focus on?• Talent attraction and retention

Modified Shift-Share!

DIY Shift-share analysisUsing EMSI and excel, a DIY analysis tailored to your needs

Identify strong areasWhat areas are growing faster than the nation (or state)? What is catching up?

Identify areas falling behindWhat areas are falling behind and where should investments be made?

Bubble charts…then what?

Look at WagesAre the top growth areas the ones with highest wages? Or is the area only growing lower wage jobs? This is important for long-term success.What are wages in your area compared to others? Are you keeping up? Falling behind? Your economic developers will want to know.

What about job Postings?Postings can tell you what employer demand is right now. Is it high? Has it been growing? If something is growing in demand, it is worth it to find out which employers are hiring and reach out to them to figure out how easy/hard it is for them to hire.

Dig into the dataCombine your results to identify your region’s overarching growth areas that present the best opportunity. Work with the industry side to figure out how to best align industry attraction with strong occupations.

How many grads?Is there a job that has a lot of grads but no job postings and no future growth? Problem sign!Are there jobs with projected growth and lots of postings but few grads? Also a problem.

Wages! Description Median Hourly Earnings

Computer and Information Systems Managers $51.06Computer and Information Research Scientists $50.82Computer Systems Analysts $37.95Information Security Analysts $38.87Computer Programmers $33.03Software Developers, Applications $38.20Software Developers, Systems Software $42.50Web Developers $26.26Database Administrators $38.29Network and Computer Systems Administrators $35.51Computer Network Architects $40.96Computer User Support Specialists $20.61Computer Network Support Specialists $27.21Computer Occupations, All Other $39.23

Quick Supply/Demand

DescriptionMedian Hourly

Earnings

Regional Completi

ons (2013)

2013 Job Postings

2014 Job Postings

Computer and Information Systems Managers $51.06 1,090 602 691Computer and Information Research Scientists $50.82 1,056 137 209Computer Systems Analysts $37.95 1,011 4,662 4,519Information Security Analysts $38.87 2,318 761 701Computer Programmers $33.03 751 2,176 2,154Software Developers, Applications $38.20 986 13,742 13,301Software Developers, Systems Software $42.50 1,200 2,121 1,935Web Developers $26.26 2,318 2,027 1,639Database Administrators $38.29 718 2,695 2,192Network and Computer Systems Administrators $35.51 736 2,155 2,036Computer Network Architects $40.96 2,318 828 673Computer User Support Specialists $20.61 1,350 3,789 3,557Computer Network Support Specialists $27.21 1,350 263 208Computer Occupations, All Other $39.23 907 11,890 11,471

How Much is Enough?Remaining competitive in today’s economy

Changing Wages? Worker earnings are tracking inflation almost exactly, what does this mean?Workers are no better off than they were 10 YrsAgo.

Shift happens…

Economics review:What happens when supply shifts? Less quantity supplies at each price…

Sound like Michigan’s labor force?

What should happen to the price?

What IS Competitive?

During difficult economic times some candidates will accept a lower rate

Once you’ve started down the slippery slope of paying below market rates…

Pay-for-performance systems have a hard time keeping up

Want to be Average?

What does being Average mean?

Want average employees?

How about average output? Performance?

How much should you pay?

HR manual: should this be reviewed at your organization?

Use data!http://www.jobsearchintelligence.com/NACE/salary-calculator-intro/

http://www.onetonline.org/

Quick trick! (2,080 hours = full-time)

http://www.jobsearchintelligence.com/NACE/salary-calculator-intro/

http://www.onetonline.org/

Examples from WIN



NNMI: targeted $$

• LIFT: from grant writing to workforce investments• IACMI: talent in the 21st century, where to focus?

LIFT: Data-Informed Investments

Validating DemandNot all in-demand jobs are created equalFocus on:

High wage fieldsHigh skill fieldsHigh growth fieldsPathways out of lower-skill work

Data-informed investmentsWorkforce investments through LIFT made based on data analysis and areas of need.These include:Talent-pipeline development: an aging workforce coupled with fewer young workers entering advanced manufacturing careersRight Skills Now: employer demand is high with few workers to fill the current demand

Employer-centered approach to workforce investments

• Creating ready-to-go programs that teach currently needed skills and competencies

• Adult education investments to up-skill current talent pool

• Investing in the talent pipeline by engaging youth

Outreach and communication are essential to promote investments and gain additional support

Composites Occupational Clusters

Research & Product Development Production & Construction Industrial Application

Manufacturing Process Research/Modeling &

Simulation Machinists Mechanics

Chemical & Materials Scientists & Engineers Skilled Trades Supply Chain

Product Safety Production ManagementCivil & Human Safety

Engineers

Designers & DraftersEngineering Technicians &

Technologists

Computer, Electrical, & Mechanical Engineers

Employment Growth in Composites-related Occupations

> 230k related jobs added since

2010

18% Regional share of

national composites jobs

Job Demand Growth for Composites-related Occupations

273kOnline job ads

in 2014

Demographics

On our radar screen

In the United States, every day there are 10,000 new baby boomers who reach

retirement age….

Don’t forget!

Look at many sourcesCorroborate your results with other data sources. Economic data is complicated because all sources aren’t created equal. Did Brookings find something TOTALLY different than you did? Then you probably need to re-check those numbers and sources. If it looks wrong, it probably is.

Talk to EmployersEmployers are the ones posting for jobs and they have more information about what they want than they can write down. Ask them questions when you see changes in the data!

Talk to the talent systemAre grads getting hired? What programs are growing enrolment? What are employers asking for?

ASK questionsHow the data will be used can help dictate the level of detail you present and how you share the research findings. Always ask your requestor HOW the data will be used and WHO the audience is

WEBSITE: win-semich.org

Colby Cesaro, Research Director

email: [email protected]

Thank You!

Questions?

Tips and techniques for leveraging data to build a better ...€¦ · Engagement . Policy. Data & research guided employer strategies and policy. OUR MISSION. EMPLOYER STRATEGIES

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