How can companies proactively train their employees for in-demand jobs?

Companies can proactively train employees by identifying hard-to-fill roles and marketing them as career opportunities. This involves offering paid training programs, sponsoring employees through external education, or providing on-site courses for essential skills like math, reading, and English, ensuring employees have a clear career ladder.

What is the role of AI in retraining manufacturing workers?

AI can be used to create mobile interfaces for training manufacturing workers, especially those unfamiliar with new technologies like robotics. These systems can monitor employee skill levels and robot productivity, offering real-time guidance and retraining without constant human supervision.

How are organizations re-evaluating job requirements to improve inclusivity?

Organizations are re-evaluating job requirements by questioning historically imposed educational prerequisites and allowing for equivalency based on experience. This approach aims to right-size career pathways, reduce barriers to employment, and ensure diverse talent acquisition and internal growth.

What are considered the 'skills of the future' for employee development?

The skills of the future include emotional intelligence, critical thinking, problem-solving, creativity, originality, and innovation. These are increasingly seen not as 'soft skills' but as essential competencies for career success and adaptability in a changing work environment.

How are universities and companies partnering to bridge the education-workforce gap?

Partnerships involve co-delivering specialized certificate programs, leveraging tuition benefits for employee degree advancement (like BSN for nurses), and creating clear employee value propositions. These collaborations aim to offer academic credit, high-quality coursework, and pathways to higher education with minimal upfront cost to the employee.

What are the unmet needs in developing 'human skills' for the workforce?

Key unmet needs include developing emotional intelligence, nurturing creativity and originality, and fostering adaptability and resilience. The focus is shifting towards holistic well-being, self-care, and supporting employees in navigating a dynamic post-pandemic work landscape.

How important is credentialing in aligning with job definitions?

Credentialing is important for validating skills and opening opportunities, particularly in fields like finance with numerous exams. However, it's crucial that training curricula are developed with direct employer feedback to ensure alignment with actual job tasks and employer needs, making hires more hirable.

What are the challenges and solutions regarding digital equity in the workforce?

Challenges include unequal access to reliable internet, suitable equipment, and digital skills. Solutions involve public policy initiatives, workforce systems providing support and access to computers, and employers adapting hiring and onboarding processes, potentially through community partnerships, to ensure digital access doesn't create a barrier.

Key Moments

Day 1, Panel 3: A Cross-Industry Look at Education Needs | Bridging the Education/Workforce Gap

MIT OpenCourseWare

Education4 min read46 min video

Aug 24, 2021|21 views

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Key Moments

TL;DR

Panelists discuss bridging the education-workforce gap through industry-specific training, upskilling, and community partnerships.

Key Insights

Healthcare sector proactively trains internal employees for hard-to-fill roles through pipeline programs.

Manufacturing industry leverages AI and mobile interfaces for upskilling older workers with varying tech familiarity.

Emphasis on 'future skills' like emotional intelligence, critical thinking, and creativity is crucial for career success.

There's a growing need to re-evaluate traditional hiring practices, including over-reliance on four-year degrees, and embrace experience equivalency.

Partnerships between academic institutions and employers are vital for offering accessible, cost-effective education and development opportunities.

Digital equity, encompassing access to internet, devices, and digital literacy, is a significant barrier that needs to be addressed by employers and policymakers.

ADDRESSING SKILLED EMPLOYEE SHORTAGES THROUGH INTERNAL DEVELOPMENT

The healthcare sector, represented by Beth Israel Deaconess Medical Center (BIDMC), proactively addresses the shortage of middle-skill workers by creating pipeline programs. These initiatives train existing employees for hard-to-fill positions, such as central processing technicians and patient care technicians. BIDMC sponsors employees through training, covers costs, and offers guaranteed employment upon successful completion, providing a clearer career path and higher earning potential. This approach identifies roles with specific skill and credential needs that the market may not adequately supply, emphasizing internal promotion and development.

UPSKILLING MANUFACTURING WORKERS WITH TECHNOLOGY

UMass Amherst, in research with Stanley Black & Decker, focused on upskilling manufacturing employees, with an average age of 47, for modern roles. This involved training on areas like robotics and computer interfaces, often using AI-powered mobile systems. These systems adapt to employee skill levels and robot productivity, facilitating on-the-job retraining. Key findings included a preference for online and part-time learning, and a willingness to accept lower pay for job security against automation.

IDENTIFYING AND CULTIVATING FUTURE-READY SKILLS

UPMC, a large healthcare provider, emphasizes defining and developing "skills of the future," which are now essential. These include emotional intelligence, critical thinking, problem-solving, creativity, and innovation. The organization offers both self-paced and instructor-led learning pathways to help employees leverage these skills. This mirrors a broader industry understanding that these core competencies, often traditionally labeled 'soft skills,' are crucial for both individual contributors and leaders in a rapidly evolving work environment.

RETHINKING HIRING AND EDUCATIONAL REQUIREMENTS

Panelists discussed the need to move beyond traditional hiring practices, particularly the over-reliance on four-year degrees for roles that do not necessarily require them. There is a growing recognition of the value of work experience and alternative credentials. Companies are exploring how to right-size job requirements and embrace equivalency in experience to open up opportunities and create clearer career pathways for a more diverse talent pool. This also involves supporting employees in obtaining necessary education or credentials over time.

THE ROLE OF COMMUNITY COLLEGES AND ACADEMIC PARTNERSHIPS

The discussion highlighted the significant role of community colleges and other non-four-year institutions in workforce development. Partnerships between employers and academic institutions are crucial for developing talent pipelines, especially for underrepresented populations. Examples include accelerated training programs for patient care technicians and emergency responders. Furthermore, tuition benefits and co-delivered certificate programs with universities allow employees to pursue advanced degrees and certifications at little to no upfront cost.

ADDRESSING DIGITAL EQUITY AND ACCESS BARRIERS

The panel acknowledged that while technology is a powerful enabler, it can also be a barrier for those lacking digital access. Issues like reliable internet, suitable devices, and digital literacy skills are critical. Employers and public policy need to address digital equity to ensure equitable access to job opportunities, from application processes to onboarding and remote work. This involves providing support, resources, and training to bridge the digital divide and prevent it from becoming a differentiator.

CREATIVITY AND RESILIENCE AS CRITICAL HUMAN SKILLS

Unmet needs in workforce development include fostering creativity, originality, and resilience. These skills are seen as vital for navigating the future of work and are less susceptible to automation. Emotional intelligence and the ability to adapt and care for oneself while serving others are also paramount in the post-COVID era. Managers play a key role in providing feedback and support for developing these essential human skills among employees.

THE IMPORTANCE OF CREDENTIALING AND INDUSTRY ALIGNMENT

Effective credentialing involves close collaboration between training providers and employers to ensure curricula align with industry needs. Honest feedback from employers on what skills and knowledge are truly valuable is crucial for building relevant training programs. For some sectors, like finance, a multitude of meaningful certifications can significantly open up career opportunities, even for individuals facing initial skepticism due to demographic factors.

Mentioned in This Episode

●Software & Apps

●Companies

●Organizations

●People Referenced

Common Questions

Pipeline programs are initiatives designed by organizations to train their existing employees or recruit specific candidates for hard-to-fill occupations. These programs bridge the gap between required skills and available talent by providing targeted training, often leading to higher-skilled roles and career advancement within the company.

Topics

Employee Training Career & Skills Higher Education Partnerships Workforce Development Technology & Innovation Pipeline Programs Skills Gap Digital Equity AI In Education

Mentioned in this video

Organizations

UPMC

A large healthcare provider in Pennsylvania where Jessica Beakley leads learning and development, focusing on innovative learning opportunities and addressing skill gaps.

UMass Amherst College of Information and Computer Sciences

An institution where James Flynn works, conducting research on workforce development and retraining.

Robert Morris University

A university partnering with UPMC to co-deliver a leadership and organizational change certificate program for employees.

Bunker Hill Community College

A community college partnering with Beth Israel Deaconess Medical Center to train employees for roles like central processing technicians and medical laboratory technicians.

Beth Israel Deaconess Medical Center

A medical center where Joanne Pokowski works, implementing pipeline programs to train employees for hard-to-fill occupations.

Software & Apps

Virtual reality

Discussed as a potential, though more sophisticated and resource-intensive, tool for training simulations compared to the mobile interface used.

People

Joanne Pokowski

Senior Director of Workforce Development and Community Relations at Beth Israel Deaconess Medical Center, discussing pipeline programs for employee training.

James Flynn

Assistant Director of Research Business Development at UMass Amherst College of Information and Computer Sciences, with experience in fintech and online media.

Jessica Beakley

Leads Learning and Development at UPMC, passionate about improving employee and patient experience, and addressing skill gaps through various initiatives.

Companies

Stanley Blacker

An industry partner with UMass Amherst for research on retraining manufacturing employees for updated jobs.

Locations

Germany

Mentioned for its apprentice system as a potential model for community colleges to prepare people for specific job skill sets.