DURING SPRING BREAK

WorkforceSummit

8:00am - 12:30pmBeacon Hall Events Center

The Workforce Summit is focused on making stronger connections between industry and education and building a stronger workforce.

The program will engage attendees in group discussions to address the common skills that employers require to operate and grow their businesses, and that individuals need for workplace success.

HousatonicCommunity College

APRIL

21FRID

AY

REGISTER HERE: http://housatonic.edu/workforce_summit

TABLEOFCONTENTS

1.Acknowledgements...................................................................3

2.WorkforceSummitAgenda.............................................................4

3. Presentation:“EconomicDevelopmentinConnecticutSouthwestConnecticutArea”

JoeCarbone,President/CEO,TheWorkPlace...............................................5

4.DiscussionQuestions.................................................................17

5.ExecutiveSummary.................................................................18

6.CommentsfromBreakoutSessions......................................................20

7.WorkforceSummitEvaluationSummary.................................................22

8.WorkforceSummitEvaluationForm....................................................30

9.ListofParticipants.................................................................34

10.BiographiesofSpeakers.............................................................37

11.SteeringCommitteeMembers........................................................40

12. Readings

A.“TheIdeathatLaunchedaThousandStrategicPlans”byDanBerrett,

TheChronicleofHigherEducation,January22,2017...................................................41

B.“Wanted:FactoryWorkers,DegreeRequired”byJefferySelingo,NYTimes,January30,2017.................55

2

ACKNOWLEDGEMENTS

TheWorkforceSummitwasasuccessduetothededicationandeffortofanumberofprofessionalsintheSouthwestConnecticutareaandthoseatHousatonicCommunityCollege(HCC).TheSteeringCommitteeMemberswereinstrumentalinplanningandorganizingtheSummit.TheywerethesoundingvoiceofthecommunitythatclearlyarticulatedthepurposeoftheSummitandassistedintherecruitmentofspeakersandparticipants.

TheprofessionalstaffatHCCalsoplayedanimportantroleinpromotingtheprogramandprovidingsupporttofacilitatetheWorkforceSummit.PresidentBroadie’sleadershipincreatingthevisionthatcommunitycollegesneedtoworkprogramscollaborativelywithbusiness,manufacturing,healthcare,andtechnologyisvitaltoeconomicsustainability.MeganCacioppo,MarketingCoordinator,andRichardHubbard,Webmaster,forthedesignoftheWorkforceSummitflyerandregistrationwebsite.MeganalsoassistedwithorganizingtheProceedingsasafinalandeverlastingdocumentoftheSummit.EvelynMelendez,AdministrativeAssistant,ContinuingandProfessionalEducation,wasbehindthesceneandassistedwithallofthelogisticsofthemeeting.

Iwouldalsoliketosay“ThankYou”toourpartnerorganizations:BridgeportRegionalBusinessChamber,theGreaterValleyChamberofCommerce,TheWorkPlace,andtheConnecticutDepartmentofLaborforpromotingtheWorkforceSummitthroughnewsletters,emailblasts,andpersonalinvites.Theresultwasover100individualsregisteredfortheSummit.IpersonallywishtorecognizeBillPurcell,President,GreaterValleyChamberofCommerce,forhisdedicationandcommitmenttohaveasuccessfulSummitbyrecruitingmembersforthepaneldiscussionandforhisserviceinthebreakoutsessions.

IhopeyoufindtheProceedingsoftheWorkforceSummitvaluabletoyourworkandindevelopinginnovativestrategiesthatwereidentified.

Sincerely,

JohnA.Bonaguro,Ph.D.AssociateDean,ContinuingandProfessionalEducationHousatonicCommunityCollege

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WorkforceSummitFriday,April21,2017

EventCenter,HousatonicCommunityCollege

8:00-8:30am Coffee,LightRefreshments

8:30–8:45am Welcome,PresidentPaulBroadie,HousatonicCommunityCollege

8:45-9:15am EconomicDevelopmentinConnecticutandSouthwestConnecticutAreaJoeCarbone,President/CEO,TheWorkPlace

9:15–10:00am PanelPresentation

GeorgeMitchell,VicePresident,Aircraft&SupportforSikorsky’sDefense

MelissaTurner,Sr.VPHRforBridgeport&GreenwichHospitals,YaleNewHavenSystemC.CP.forTalentAcquisition

JeffHubbard,CT/WesternMA,MarketPresident,KeyBank

10:00–10:15amBreak(coffee,tea,water)

10:15-11:15amBreakoutGroupDiscussions

11:15–11:30amReconveneinEventsCenter

11:30-12:00pmReportsfromGroupDiscussions

12:00-12:30pmClosingRemarks:Connecticut’sDynamicLaborMarketCommissionerScottD.Jackson,ConnecticutDepartmentofLabor

4

Joseph Carbone, President & CEOThe WorkPlace

INNOVATE DIVERSITY

VITALITY INTEGRITY

WORKFORCESUMMIT

5

OUR ECONOMY

A declining unemployment rate would imply that wages should be rising at a far stronger pace. However, wage growth is nowhere near its pre-recession rates.

Average hourly earnings in March were up about 2.7% from a year ago. But the economy is still a very long way away from producing the kinds of wage trends that would signal a truly healthy market.

INNOVATE DIVERSITY

VITALITY INTEGRITY

6

ECONOMIC TRENDSJune09 Feb16 Dec16 Jan17 Feb17

LaborForce 410,178 406,310 408,395 408,295 408,900Employed 377,843 382,079 392,248 386,007 385,989Unemployed 32,335 24,231 16,147 22,288 22,911UnemploymentRate 7.9% 6.0% 4.0% 5.5% 5.6%

URBAN AREAS SUBURBAN AREAS June09 Feb16 Dec16 Jan17 Feb17

Ansonia 9.5% 8.2% 5.4% 7.4% 7.6%

Stamford 6.8% 5.2% 3.4% 4.7% 4.8%

Norwalk 7.3% 5.5% 3.5% 4.9% 5.1%

Bridgeport 11.9% 9.1% 5.9% 8.2% 8.4%

Jun09 Feb16 Dec16 Jan17 Feb17

Greenwich 5.4% 4.3% 3.0% 4.1% 4.1%

Westport 5.5% 3.9% 3.0% 4.0% 4.0%

Wilton 5.3% 4.2% 3.1% 4.1% 4.2%

Fairfield 6.2% 4.6% 3.4% 4.5% 4.6%7

UNEMPLOYMENT BY EDUCATION

8

PERCENT UNEMPLOYED OVER 52 WEEKS

12.1%13.4%

18.4%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

Dec-07 Dec-15 17-Jan

35-44Years 45-54Years 55-64YearsSource: US DOL BLS

9

JOBS LOST & RECOVERED

CT Non-Farm Employment Dec. 07’ Feb. 17’ # Change 07’ - 17’

% Change07’ - 17’ Job Multiplier

Retail 190,900 182,600 -8,300 -4.3% .88

Transportation, Warehousing & Utilities

53,200 53,800 600 1.1% 1.73

Education Services 56,200 64,100 7,900 14.1% 1.68

Health Care & Social Assistance 232,900 266,900 34,000 14.6% 1.68

Government 248,800 233,600 -15,200 -6.1% 1.79

Financial Activities 144,300 130,700 -13,600 -9.4% 3.57

Manufacturing 190,600 155,700 -34,900 -18.3% 3.88

Leisure & Hospitality 135,100 155,200 20,100 14.9% 1.44

Professional & Business Services 210,500 218,300 7,800 3.7% 2.09

Construction 68,100 59,200 -8,900 -13.1% 1.54

Information 37,800 31,300 -6,500 -17.2% 1.1110

CT EMPLOYMENT TRENDS IN THOUSANDS

#Change

- 46.2

+ 5.7

+ 12.2

Employmentgrowthhasbeenskewedtowardlower-wageindustries,especiallywhencomparedtojobslostduringtherecession. 11

IN-DEMAND SKILLS1. ACCOUNTANCY & FINANCEManagement Accountants and Commercial Analysts are sought given the continuing focus on analysis, process improvement, cost reduction and increasing efficiencies.

2. HEALTHCAREOrganization, Compassion and Communication are needed for Registered Nurses which are sought by clinics, not-for-profit organizations and private hospitals.

3. INFORMATION TECHNOLOGYCloud computing reduces costs, improves accessibility and increases storage capacity. SystemsEngineers are highly sought after. Demand for Business Analysts will also be high as organizationscontinue to seek process improvement efficiencies and upgrade systems.

4. MANUFACTURING & OPERATIONSHigh level Production Supervisors who can be hands-on while also managing the day-to-day functions of teams are sought.

5. POLICY AND STRATEGYData Analysts with strong statistical skills are sought to aid policy decisions by providing numerical evidence to management. Source:FutureWorks Community AuditSWCT2015 12

LABOR MARKET DEMAND FOR EDUCATED TALENT 1973 - 2020

32%

10% 11% 12%

40%

34% 30% 24%

19%17%

18%

12%

8%10%

12%

9%

19% 21% 24%

7% 10% 11% 11%

0%

50%

100%

1973(91million) 1992(129million) 2010(143million) 2020(164million)

Master'sDegreeorBetter

Bachelor'sDegree

AssociateDegree

SomeCollege

HSDiploma

LessthanHS

Yearand NumberofWorkingPeople

Source:Georgetown Center onEducation andtheWorkforce analysis

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CHANGING NATURE OF WORK1 TECHNOLOGY SHIFTSTechnology is helping to redefine employees’ workplace expectations. Younger workers are interested in contract or freelance work for more flexible hours, the ability to work from home and project variety, as opposed to a full-time salaried job which may not offer such perks.

Employers agree that the gig economy is affecting the workplace: in a recent study nearly two-thirds said the increase of temporary jobs will impact the workplace in the next 3-5 years.

2 RETAINING TOP EMPLOYEES IS A PRIORITYRetention is the top priority among employers. With declining unemployment rates and workers tempted to look for jobs in other states, retention programs can offset the high cost of replacing workers.

3 MULTI-GENERATIONAL WORKFORCEThe workforce itself is transforming. There are four generations working side by side. Employees’ definitions of family are changing and certain demographics, like single women, are on the rise.

SOURCE:BusinessWireApril3,2017report onMetLife’s15thAnnualU.S.EmployeeBenefitTrendsStudy

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HOW DO WE ADJUST?1. PLAY TO OUR STRENGTHSHealthcare careers will continue to support our aging population. 14% job growth since 2007. Find ways to retain young graduates and promote life-long learning to strengthen the workforce.

2. LIFE LONG LEARNINGOur workforce will be judged by what they can do to help employers. Without new skills, abilities and expertise, workers will be relegated to a low-wage future.

3. EXPAND OUR “SERVE THE WHOLE PERSON” APPROACHDevelop more solutions than training to break down barriers to employment. Leverage the benefits of peer to peer, cohort based programs that address the needs of mind, body and spirit.

4. FOCUS ON IMPROVEMENT OF SERVICE DELIVERYOur efforts can not be about self-maintenance but must be about creating measurable improvements in the workforce. We need to invest in becoming better at what we do to meet the needs of our customers.

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INNOVATE DIVERSITY

VITALITY INTEGRITY

THANK YOU

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WORKFORCESUMMITBREAKOUTGROUPDISCUSSIONS

1. WhatarethemajorworkforcechallengesfacingtheSouthwestConnecticutregion?

2. WhatareexamplesofinitiativesorsolutionsthatareworkingsuccessfullytoresolveworkforcechallengesintheSouthwestConnecticutregion?

3. Whatstrategiescanbepursuedtoaddressworkforcechallenges?Ofthestrategiesidentified,whichmakesthegreatestdifferenceinresolvingtheworkforcechallenges?

A. HowdowerefocuseducationprogramsandofferingstoalignjobseekerskillsandcapabilitieswiththeneedsofemployersintheSouthwestConnecticutregion?(StrategyDescription)

B. Identifynewwaystoaccessneededskillsandcompetencies,especiallyforhard-to-filljobs.(StrategyDescription)

C. HowcanweretaintalentedworkerswhocurrentlyleaveSouthwestConnecticuttoseekopportunitieselsewhereandsupportthosewhostayintheareatoachievetheirfullpotential?(StrategyDescription)

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WORKFORCESUMMITATHOUSATONICCOMMUNITYCOLLEGE

APRIL21,2017

EXECUTIVESUMMARY

TheHousatonicCommunityCollegeWorkforceSummithostedahalf-dayeventonApril21,2017.Theproceedingsandfindingsfrombreakoutsessionsarepresentedinthisdocument.TheSummitwasanopportunityforthecommunitytoidentifyworkforcechallengesandhoweducationandtrainingcanhelpaddressthem.TheobjectivesoftheWorkforceSummitwereto:

• DescribethemajorworkforcechallengesfacingtheSouthwestConnecticutarea.

• Discussingsector-specificinitiativesorsolutionsthatareworkingtoresolveworkforcechallengesintheSouthwestConnecticutarea.

• Identifystrategiesineachofthefollowingsectors(manufacturing,healthcare,education,informationtechnology,business,andgreentechnology)topursueinaddressingthesechallenges.Ofthestrategiesidentified,prioritizethestrategiesinresolvingtheworkforcechallengesfortheSouthwestConnecticutarea.

ThesessionoftheSummitwasapresentationbyMr.JosephCarbone,PresidentandCEO,TheWorkPlace.Hispresentationdescribedeconomictrendsandunemploymentbyeducationallevel.Thiswasfollowedbyapanelpresentationwithrepresentativesfromaerospace,business/banking,andhealthcare.TheaudiencereceivedtwoarticlestoreadduringtheSummitthatfocusontheskillgapsinemployment.Thearticleswere:

“TheIdeathatLaunchedaThousandStrategicPlans”byDanBerrett,TheChronicleofHigherEducation,January22,2017

“Wanted:FactoryWorkers,DegreeRequired”byJefferySelingo,NYTimes,January30,2017

Breakoutgroupdiscussionsfollowedthatcoveredthekeyquestionsof:

1. WhatarethemajorworkforcechallengesfacingtheSouthwestConnecticutregion?

2. WhatareexamplesofinitiativesorsolutionsthatareworkingsuccessfullytoresolveworkforcechallengesintheSouthwestConnecticutregion?

3. Whatstrategiescaneachofthefollowingsectors(manufacturing,healthcare,education,informationtechnology,business,andgreentechnology)pursuetoaddressthesechallenges?

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Afterreportsfromthebreakoutssessionswerepresented,CommissionScottJackson,ConnecticutDepartmentofLabor,providedclosingremarksabouthoweducation,employers,andgovernmentneedtoworktogethertocreateandsustainahealthyworkenvironment.

Aftertheconference,theresponsesfromthebreakoutsessionswerecompiledandreviewed.Fivemajorthemeswereidentified:

1. MatchworkersandskillsetstobestaddresstheworkforceneedsinSouthwesternConnecticut.

2. Partnerwithemployerstoprovideskilledworkforcewithsupportfromtheeducationalsystem,ConnecticutDepartmentofLabor,andthelegislature.

3. Concentrateoncareerreadiness:Developcommunicationchannelsoncareerpotentialsandidentifywhatcompetenciesareneeded.

4. FocusontheeducationalsystemtodevelopprogramsthatmeetworkforceskillsandcompetenciesforConnecticut’seconomyandgrowth.

5. Developasystemtomeetworkforceneedsthroughcollaborationandpartnershipsfromallsectorsoftheeconomy.

ItisrecommendedthatHousatonicCommunityCollegetohostannuallyaWorkforceSummittoaddressworkforceneedsinSouthwesternConnecticut.Futuretopicstoconsiderare:ApprenticeshipPrograms,ResourcesattheDepartmentofLabor,RetirementCliffandItsImpactonWorkforce,andFutureofInformationandGreenTechnology.

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QUESTIONONE:WHATARETHEMAJORWORKFORCECHALLENGESFACINGTHESOUTHWESTCONNECTICUTREGION?

1. Individualsseekingemploymentneedtrainingininterviewpreparationandotherareasofbusinesscommunication.

2. EducationalinstitutionsandbusinessshouldworktogethertofocustheireffortsinmeetingthechallengesfacingSouthwestConnecticut.Thisshouldalsoincludeschoolguidancecounselorsandcareercounselors.

3. Flexibilityineducationandtrainingtomeetthechallenge.

4. Contractingpopulationcoupledwithavailablelaborforcenottrainedadequatelytomatchjobcurrentopenings.Improvingworkpreparednessforcurrentandfuturelaborpools,changingperceptionsofviablecareeroptions,andreachingouttoguidancecounselors/parentstobettereducatethemonthechangingeconomyandavailablecareeroptions.

QUESTION2:WHATAREEXAMPLESOFINITIATIVESORSOLUTIONSTHATAREWORKINGSUCCESSFULLYTORESOLVEWORKFORCECHALLENGESINTHESOUTHWESTCONNECTICUTREGION?

1. Creatingcareerreadinesspathways.

2. Needforstackablecredentialsintheeducationalsystem.

3. Collaborationwithbusinessandnon-profitgroupsforeducationandtraining.

4. AMCandpartnershipwithfundingsourcestohelpemployersbothwithhiringthegraduatesfornewpositions;andskillsdevelopmentforincumbentworkers.On-goingcollaborationsandcommitteesworkingtogethertoidentifyandaddresschallenges.

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QUESTION3:WHATSTRATEGIESCANBEPURSUED?WHICHMAKESTHEGREATESTDIFFERENCEINRESOLVINGTHEWORKFORCECHALLENGES?

1. Growpipelinesintootherprofessions

2. Programsmustbefluidandresponsive.Partnerwithcollegestobuildthecurriculum.

3. Createleadershipdevelopmentandprofessionaldevelopmentprograms.

4. Continuetostrengthencollaborationbetweenemployersfacingworkforceskillgapsandagenciesabletoprovideviablesolutionstoaddressthoseneedsbothlong-termandshort-term(Education&Labor).Encourageandnurtureanenvironmentoflife-longlearningandcareerpaths–identifytransferableskillsacrossmultipleindustriestosharetheburdenandmaximizeresourcesandefforts.

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FEEDBACKFROMBREAKOUTGROUPSATWORKFORCESUMMIT

QUESTIONONE:WHATARETHEMAJORWORKFORCECHALLENGESFACINGTHESOUTHWESTCONNECTICUTREGION?

FindingSkilledandExperiencedTalent

Notgettingenoughapplicants

Budgetandsalarycompetition

Fieldservicetechniciansneeded

Skilledmachinistsneeded

Needskilledpeoplewhocanassembleequipment

Lackofmanualunskilledlabor

Lackofengineeringtalent

Varietyoftechnicalpositionsneeded

ITstaffingacquisitions

Cybersecurityandbigdata-greaterneedsinbanking5-6yearsofexperience

• Analytics

• Datavisualizationandmanagement

o Statistics

o Systemsanalysis

Needexperiencednurses(homehealthcare)

Needbehavioralhealthprofessionals,psychiatrists,etc.

H16Visagappotential–challengestrategy

MeetingtheSkillsGap:Training

Manylong-term,highlyskilledemployeeswhoareclosetoretirement-noonetoreplacethem

Difficulttotrainandretrainlongtermemployees

Limitedtimeformentorship

Encouragecompaniestosetuptrainingprogramsforjunioremployees

Applicantsneedtoknowhowtofocusonorapproachjobsearch

Expectationgap:Lackoflearning“agility”(adaptability)

Needtorepurposepeople

Lackofmulti-skilltraining(e.g.,mechatronics)

Automation

Workonsoftskills–thementalhealthcomponent

Provideon-linetrainingopportunitiesaswellascontinuingeducation

Morehandsontrainingsopeopleunderstandrealworldapplication

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Pre-apprenticeshipprograms

• Statematchingfundsofmanufacturingtraining

• Platformtoemploymentprogram

• CTapprenticeshiptraining

• Mandatoryfieldworkprograms

Trainingfortempagenciesonworkforceneeds

Trainingfornursinginhomeandlongtermhealthcare

Certifiednursingassistanttraining

LackofworkforcelevelEnglishasSecondLanguage(ESL)trainingattheworkplace

Difficultieswithjobshadowinginhealthcare,onlyallowableifindividualsarepossiblejobcandidate.ThereareissueswithHIPAAandjobshadowing

Incentiveprogramsforapprenticeships,butitishardtofindcandidates

Trainingfortempagencies

MeetingtheSkillsGap:Education

Needtodevelopneweducationalmodels

Collegesandbusinessesneedtoworktogethertofocusefforts

Schoolsneedtocultivaterelationshipswithbusinesscommunity,chambers,etc.

Weneedtocreateshorterandbetterpathwaystocareers

Workwithschoolguidancecounselors

• Fosterachangeinperceptionofmanufacturingjobs

• Matchtoday’sreality–highpay,highskill,hightech

Workwithcareercounselorstohelpmeettheneedsofdifferentstudentsbyencouragingcertifiedprograms,associatedegrees,four-yearcollegedegrees

Companies,education,peopleneedtogetcomfortablewithchange

Schoolsneedtocultivaterelationshipswithbusinesscommunity,chambers,etc.

Partnerwitheducationfor“lifelonglearning”

Studentsneedtrainingininterviewpreparationandotherareasofbusinesscommunication

• Writingskills(i.e.,memos,resumes,jobapplicationprocess)

• Interviewingskillsandprocess

• Beabletoworkinteams

• Professionalpresentation

• Howtohire–whattheylookat–phonescreen

• Keywords-forresume,forjobdescriptions

• Millennial-doresearchoncompany

• Socialskills-howtonetworkandinteractwithothersinaprofessionalsetting

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3

• Developworkethic

CommunityBarriers

Inconsistencyofpublictransportation

• Limitedbusroutesinremotelocations,gapinroutes

• Costfortrains,bus,etc.(somecompanieshelpwithshuttle)

• Mightlimithiringbasedonwherecandidatelives

• Parkingavailability

• Transportation–(Intermodal)

• Can’tgettocertainlocations-tooexpensive(Ansonia,Monroe,evenNorwalk)

CostofLiving

Lowerstatetaxes

PromoteCTlifestyle,events,andnightlife

Perceptionsofmanufacturing

Requiresintelligence,butnotperceivedthatway

Stigmatizedaslowerleveljobs(notjustthat,butitsseenasmenialworkthatmanypeopledon’twanttodo)

Lackofshopclassinschools

“Lowpaying”,butstudentsdon’tunderstandsalaryranges(e.g.,McDonaldsversusmanufacturing)

Education/trainingneedstobefluid,responsive,abilityto“breakrules”andbeleadbyindustry

Can’ttake18monthsforprogramtochange,can’tacceptunionworkrulesandbumpingoflessthantopnotchtalentteachingourfutureemployees

EmploymentBarriers

Unionsrootcauseoftheproblembyresistingchange,protectingthosewhoarenotthebest,andlosingtalentduetobumping

Leadershipisneeded:Toomuchturfandinfightingatstatelevelinthepast

Flexibility–owners,educators–oldrulesandrulesinseveral(sic)don’tworkanymore–understandthemillennials

QUESTION2:WHATAREEXAMPLESOFINITIATIVESORSOLUTIONSTHATAREWORKINGSUCCESSFULLYTORESOLVEWORKFORCECHALLENGESINTHESOUTHWESTCONNECTICUTREGION?

FindingSkilledandExperiencedTalent

GraduatesfromAdvancedManufacturingprogramsaroundthestate

Thrive-networkingorganizationsthatconnectemployerswithworkers

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Creatingcareerreadinesspathways

Careerpathcollaborationswithcompaniesthatprovidetuitionreimbursement

Manufacturing:EmmettO’BrienHighSchool,HousatonicCommunityCollege,andPlattTechnicalHighSchool

BullardHavenHighSchoolanotherresource(forevery$1spentget$0.50back)

Theworkplace“CareerReadiness”

StatelockingupSikorskyuntil2032

T/TAC(TrainingandTechnicalAssistanceCenter)leadstogreaterconnectionswithindustryandindustryadvisorygroup

MeetingtheSkillsGap:Training

PlatformtoemploymentatTheWorkPlaceisamodelprogram

PartnershipswithHCCandPlattHighSchoolforincumbentworkertraining(Copy+expandwhatworks–i.e.PlattTech’sprogram,AsnutuckCC,HCC)

Needstackablecredentials(e.g.,CNA,EKG,phlebotomy,patientcaretechnicianorCompTIAA+,Network,andSecurity)

LeverageinfrastructurewithConnecticutDepartmentofLabor,communitycolleges,highschools,andemployers

Trainingprogramsneedup-to-dateequipmenttopreventemployersinvestinginworksitetraining

MicroboardProcessingInc.,apprenticeprogram’slowturnoverrate

MedtronicDavinciaRobotics

MeetingtheSkillsGap:Education

Educationalprogramneedup-to-dateequipment(e.g.,CNCmachining)

Non-profitsupportforeducationandtraining(communitytrusts)

Commitmentofresources,timetoemployeesofsmalltomidsizecompanies

QUESTION3:WHATSTRATEGIESCANBEPURSUED?WHICHMAKESTHEGREATESTDIFFERENCEINRESOLVINGTHEWORKFORCECHALLENGES?

CareerReadiness

• Identifycareerreadinesscompetencies

• Needtoaddressareasthatprepareworkersforcareers:

• Appearance–coloredhair,earrings,“Knowyouraudience”

• Dresscode

• Teachbusinessetiquette

• Teachacourseortwoonbusinesswritingskills(i.e.,emails,memos,useoftextmessaging,etc.

• Customerservice-teachbasiccommunicationskills

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• Studythedifferencebetweenmanagersandworkers

• Timing–can’tgettoclass(orwork)ontime–thereareconsequence

• Riskmanagement-contactemployerandaskwhatisneeded…whatisneededonresume

Inviteparentstocareerfairsandexplainimportanceoftheseevents

Hardtogetparentbuyin,stillwanttheirstudenttogotocollege

YoungerinterventionforSTEM

EmployertrainingforNIMS(MFG.certification)

Pre-Apprenticeoption

• Notasstringentrequirements

• Maynothavetoofferbenefits

• Noobligationtohire

• Subsidizeseniorpersontotrain

MeetingtheSkillsGap:Training

Retiredmachinists

• Needpooloftalenttheywouldbewillingtotrain

• Couldstateorganizelist?

Unionpathways

Grantsforapprenticeprograms

Highlyskilledpeopleareburntoutanddon’thavetimetotrainresultinginemployerpayingovertimeandlosingprofits

HCCGraduateswillbestrongerintheirfieldbutneedmorepatiencetobuildskills

• Ex:4-5yearsformachinists

• Companieshopethatretentionoccurs,socandidateshavechancetoberealmachinist

Blendoftrainingoptions

• Weekends/nights

• Online

• Industrygrouping/incumbentworkers

• Agegrouping

• Flexibilityofschedule

Inspectors/mechatronics

• 8-yearholes

• Needflexibilitytoinspectdifferentproducts,notjust1

ExpandApprenticeprograms

StrategyExample:Hartfordinsurance

§ Givecompany$3500fortuition

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§ Growpipelinesintootherprofessions(ex:paralegalHFleisure+hospitals)

§ Classroom+onlinejobtrainingforoneyear

§ Newpeopleorretraining

§ State/employercollaboration

§ Ctapprenticeship.com

§ CCpartnerships–pipeline

§ Familybusinessrestrictions

StrategyExample:ExamineGermanapprenticeshipprograms

§ 3years11-12gradesstart

Rotationbetweendepartments

§ Pushapprenticeshipsintot15

StrategyExample:CTHires–laborexchange

• Createspoolofemployeestomatchwithemployers

• Manufacturingjobagency

• GoodsourceswithIndeedformachinists

MeetingtheSkillsGap:Education

Celebratesuccessesandsharewithyoungerstudents

Shopclassinmiddleschool

Internvs.apprenticeprogram(Paidvs.nonpaid)

Collegegraduatestarget,butneedflexibletraining

SummerprogramsforyoungerstudentsthatcouldbehousedatCCoversummer

Teachershortage–don’tneedmaster’sdegreetobeatechteachermentoring(usealternativecredentialtomeetaccreditationstandardsinhigheducation).

InHealthcare,needIT,Telemedicine,monitoringathome(laggingbehind)

Healthcareinformatics

Softwarebasis

Businessmodels-greaterepicattheirtrainingfacility(Wisconsin)

Credentialedtrainer

Radiologyinepic–analyst,otherpositions

Crosstrainininformaticsandclinicalfield(HER)

RoboticsTraining

• LordChamberlin&ST.V’sforhealthsciencesathighschools-FullyearlabforA+P

• SheltonH.S.–Careerpathways

• EastHaven–Healthsciences

Openpathwaysforhighschoolspartnershipstoofferfornewhires

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• CentralH.S.=CNAsprogram

• Collaborate–H.S.&collegesi.e.,St.V’s&BassickandCANcollaboration

• EHR->communications->Diff.typesoffacilities

Breaktherules

Don’thave18monthstoadapt/changeprograms

Pushunionsforflexibility–bumpingisaproblem

Programsmustbefluid+responsive

Attracttop-notchtalent–legislationtochangerequirements

Continuingeducationforemployeesandforeducators

ClosingtheSkillGap:RecruitmentandRetentionofTalent

StrategyExample:CreateastatewideTalentManagementOffice

• Focusgroups

• Surveys

• Recognitions

• Benefits

• Tuition

Strategies:HardtoFillJobs

Stepupprogramdefrayscost/risk

Usemoneytopaynewhiresmore

Morehandson–allwayupthroughengineeringdegrees

Fasterpromotionpathvs.oldslow,samepathforeveryone

ApprenticeshipofferOn-the-JobTraining(OJT),classes+mentoring

Partnerwithcommunitycollegestobuildthecurriculum

Workatdevelopingcoreskills,evengettingDepartmentofLaborgrantstodothis

Developarelationshipwithvocationalhighschools

Shareteachingtalent

Scholarshipstosupportadditionaleducation

Workwithworkforceboards

Looktonotforprofitstodevelopworkforcepartnerships(e.g.,UnitedWay,GoodWill,SalvationArmy)

BIP–BridgeportInnovationProgram

LookatwaystocollaboratewiththeCityofBridgeport

Flexiblescheduling/THsharing

PromoteCTlifestyle,events,andnightlife

Facilitators/Trainerscontractorson-site,soskilledworkflownotinterrupted

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Marketing&promotingsuppliersvs.biggeremployers

Tuitionreimbursement

• Givescholarships

• Tuitionremission

Recognizeandawardemployees

• Signonbonus

• Allocateandforlongevitybonus–incentivize

• Employerreferral–bonus

• Alwayslooktodevelopeveryonetohisorherfullpotential

• Identifyjobsatisfiers

• Createcareerpaths

WorkerRetention

• CompetitiveSalaries

• NetworkingGroups

• EmployeeRecognition

• CompanyBrand/CorporateCulture

RelationshipbetweenCompanyandCollege

Onlinecourses

Moreavailabilityofadvancedcoursework

Incumbentworkertrainingprogramflexibility

Examinewageandbenefitsstructure

Leadershipdevelopmentandprofessionaldevelopmentprograms

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EVALUATIONFORM

Please read each statement and check mark your rating from Strongly Agree (1), Agree (2), Disagree (3), and Strongly Disagree (4)

Program Average STDEV N

Overall Workforce Summit 1.38 .50 34

Presentation by Mr. Joe Carbone 1.30 .46 33

Panel Presentation: Industry Needs 1.50 .67 32

Breakout Sessions 1.38 .61 34

Closing Remarks: Commissioner Jackson 1.30 .47 33

WHATWASTHEMOSTIMPORTANTPARTOFTHEWORKFORCESUMMIT?

All was very informative. Breakout sessions were excellent

Break out session

Networking, finding resources

Breakout sessions

Breakout sessions were very informative

the panel was so informative

Group discussions ✓+

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Collaboration of ideas

Breakout sessions specific to each discipline and opportunity for discussion for networking

Engaging education and employers

Listen and check off that other employers are in a similar set of issues

Joe Carbone's Data

The most important part was the information shared by Joe Carbone

Small group discussions

Learning about HCC manufacturing program. Connecting with employers

Learn more about resources available. Advanced manufacturing DOL, etc.

Roundtable

Panel Presentations

#1 Breakfast Sessions #2all presentations

Networking, getting to meet some people who I had spoken with on the phone or email in person

Panel + Breakout

Sharing of info @ breakout sessions

Networking and meeting industry leaders

Breakout sessions

Breakout sessions

That HCC & attendees are looking for answers & changes

Breakout sessions

All of it

Getting people together to talk

Bringing local leaders together

All of it was informative

HOWCOULDTHECONTENTANDFORMATOFTHESUMMITBEIMPROVED?

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Include tours of Housatonic Community College (e.g., Advanced Manufacturing Program)

Share breakout session outcomes with attendees

No recommendations

Microphone for questions

Continue industry speakers

Prior material sent out

We could have quarterly Summits

focus more on the strategies that we can put into place

Leave a little time for breakout session leaders to compile info

More employer input

Nice flow, moved along quickly. Keep similar format

I think it was great. Perhaps not having quite as many groups since the reporting got a little long

Little more focus for breakout session

one additional small group activity

Take all of the key overlapping key points and Strategies on how to implement them.

It was very well presented

More varied fields for work groups

Panel wasn't too helpful

Unable to hear questions from audience - traveling mic would be good

More attendance - more business participation

The breakout sessions need to have more people from the industries indicated. There was only one IT firm in the technology breakout.

WOULDYOURECOMMENDASPEAKERORTOPICFORAFUTUREWORKFORCESUMMIT?

Dave Kelly - NPI very knowledgeable/great resource

Retirement cliffs (aging workforce)

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The Mayor of the region

Commissioner Jackson as a keynote

Maybe the option to obtain a little more detail about some of the Department of Labor services

Bring back Mr. Jackson with a progress report.

Report back progress made from suggestions from previous Summits

New technology firms in the CT area

Past apprentices

Stories of overcoming competitive challenging in workforce development

Yes - discuss positivity of CT - Bill Purcell of Valley Chamber. Too much "CT Bashing" not enough encouragement

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LISTOFPARTICIPANTS

Alexander Dacey Amodex Products Alissa Hamilton Bausch + Stroebel Machine Company Anisha Thomas Housatonic Community College Anna Champagne Subway World Headquarters Arian Pagán Housatonic Community College Bernard Krieger Cober, Inc. Betty Ann Griffin St. Vincent's College Beverlee Dacey Amodex Products Inc Bob Allard CONNSTEP Inc. Bob Allard CONNSTEP Chris Aronson EDR Christopher Clouet Shelton Public Schools Cynthia Lyon The Business Council of Fairfield County Dave Kelly NPI/Medical David Marsh People's United Bank David Tuttle Platt Technical High School Dawn Hatchette Life Bridge Community Services Debbie Anderson Emmett O'Brien Debra Perazzella Disanto Technology Diane Christiano Stratford Public Schools Diane Monagan Northeast Laser Dr. Paul Maloney Fairfield University Erika Trimarchi PTA Plastics Eryn Bingle Congressman Jim Himes Glenn C. McCue The Beta Shim Company Griffin Burrows Fairfield Guest Gateway Community College Guest CT. Department of Labor Guest WCHN Guest Lindy Lee Gold State of CT Department of Economic and Community

Development Jacqueline Godbout NPI/Medical Janice Corvino Subway World Headquarters Jerry Clupper New Haven Manufacturing Association Jerry Russo Prime Resources Corp Jim Heun Butler Aerospace & Defense Jo Bennett Gartner Joe Carbone The WorkPlace John Boanno EDR John Bonaguro HCC

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John Namnoum Circuit Breaker Sales NE Inc Joseph A. Duhaime Sr Housatonic Community College Joseph Jenecaro Housatonic Community College Karen DelVecchio Bridgeport Regional Business Council Kate Donahue Hampford Research, Inc. Kathy Saint Schwerdtle Technologies Kelley Johnson Doors to Explore Inc. Kenneth Saranich Shelton Public Schools Kimberly Wood Housatonic Community College Kris Lorch Alloy Engineering Kurt Westby CT Dept. of Labor lauren DEBENEDICTIS PRESTIGE INDUSTRIAL FINISHING CO. Laurie LeBouthillier Emmett O'Brien THS Lesley Mara CSCU Lori De Leo ASML Lori Sanchez Valley Regional Adult Education Lori-lynn Chatlos Connecticut Department of Labor Ludwig Spinelli Optimus Health Care, Inc. Marcy Minnick Excello Tool Maribel Morgan CONNSTEP Maricel Pathammavong CT Department of Labor Office of Apprenticeship Training Marilyn Caraballo Prime Resources Corp Mark A. Stankiewicz Connecticut Department of Labor Mary Beth Nelsen The Right Resource Mary Ellen Cody Gateway Community College Matt Gasper Monroe Staffing Meredith C Ferraro Southwestern AHEC, Inc. Merilee Roussat Gateway Community College Michael Proto Prestige Industrial Finishing Mickey Herbert Bridgeport Regional Business Council Mike Iassogna Tier ONE Machining & Assembly Monika Gibek ASML Nicole Russo MPI Pamela Pirog HOusatonic Community College Paul Zepp Farrel Corporation Paula F. Chapla HCC Phil Dante HCC Richard DuPont HCC Robert Colapietro CONNSTEP, Inc. RSEProName Organization Scott Zito Platt Tech/ CTHSS Stan Montefusco Tier ONE, LLC Stephanie De Ment Electri-Cable Assemblies Suzanne Cincotta Goodwill Western & Northern CT Tom Barrett Disanto Technology

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Tony Troiano Tier ONE, LLC Tracy Ariel CSCU Vicki Bozzuto Gateway Community College Victor Fuda CT Department of Labor William Witecki ProFlow inc

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BIOGRAPHIESOFSPEAKERS

JosephM.Carbone,PresidentandChiefExecutiveOfficer,TheWorkPlace

JoeCarbonehasbeenPresidentandChiefExecutiveOfficerofTheWorkPlacesince1996.DuringJoe’stenure,TheWorkPlacehasevolvedintoanationallyrecognizedleaderincreatinginnovativeworkforceprograms.TheWorkPlace’sentrepreneurialapproachtoworkforcedevelopmenthasexpandedtheagency’scapacitytoassistunderservedpopulations,includingworkerswithdisabilities,atriskyouthandveterans.Inresponsetothedevastatingimpactsoftherecession,TheWorkPlacelaunchedPlatformtoEmploymenttoassistthelong-termunemployedreturntowork.Theprogram’ssuccesshasbeencoveredbynationalmedia,including“60Minutes”andreplicatedinmorethanadozenstatesacrossthecountry.

JoehasbrandedTheWorkPlaceasacompetitivebusinessratherthanatraditionalnonprofit.TheWorkPlace’saggressivepursuitoffee-for-serviceventuresandcompetitivegrantsfrombothgovernmentandprivatefoundationsenablestheorganizationtoprovidelife-changingassistancetothousandsofpeopleeachyearinConnecticut.TheregionalbusinesscommunityhasrecognizedJoewiththeWalterH.Wheeler,Jr.LeadershipAward,namedafterthevisionaryPitneyBowesleader,forJoe’sdistinctionasanon-profitexecutiveandcommitmenttoensurethatallindividualscanmakeacontributionintheworkforce.

Recently,JoewasappointedbytheFederalReserveBankofNewYorktoserveontheirCommunityAdvisoryGroup,composedofleadersofnonprofitandcommunityorganizationsfromthroughouttheFederalReserve’sSecondDistrict.MemberswillprovidetheNewYorkFedareal-timeviewoftheissuesfacedbythediversecommunitiesacrosstheregion.

Joeisaseasonedadministratorwithprivatesectorexperience,havingmanagedgovernmentrelationsforTextronandtheAlliedSignalCorporations.Asaleader,Joe’sstyleemphasizesentrepreneurship,inclusion,cooperation,andaccountability.

JeffL.Hubbard,MarketPresident,CommercialSalesLeader,ConnecticutandWesternMassachusettsMarket,KeyBank

JeffL.HubbardservesasPresidentandCommercialSalesLeaderforKeyBank’sConnecticutandWesternMassachusettsmarket.Inthisrole,heleadsthebank’sregionaleconomicandcommunitydevelopmentefforts,andoverseesthesaleseffortfordeliveringafullrangeoflendingandfinancialservicesofferedtocommercialclients.Heisalsoaccountablefordrivingcollaborationandcoordinationofactivitiesandresourcestogeneraterevenuegrowthandincreasemarketshare,andservesastheexternalfaceandvoiceofKeyBankintheConnecticutandWesternMassachusettscommunities.JeffisalsothePresidentoftheKeyServingCompany.

PriortotheacquisitionofFirstNiagaraBankbyKeyBankin2016,HubbardservedasNewEnglandRegionalPresidentforFirstNiagara.HejoinedFirstNiagarain2015fromTDBank,N.A.,whereheservedforsixyears,mostrecentlyasRegionalVicePresident,CommercialBankingresponsibleformanagingthedailybusinessactivitiesfor

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thebankintheHartfordregionofConnecticut,aswellasexpandedresponsibilityforleadingthebank’scommercial,middlemarketandsmallbusinesslendingactivitiesstatewide.

PriortoTDBank,HubbardservedasSeniorRiskOfficerforBankofAmericawithresponsibilityforevaluatingcreditapprovalsincollaborationwithmarketobjectives.From2002to2009,hewasSeniorVicePresidentandManagerforWebsterBank,withresponsibilitiesinConnecticut,Massachusetts,NewYorkandRhodeIsland.Inadditiontoleadingateamofmorethanadozenbankers,duringhisseven-yeartenureheoversawthelaunchoffourmajorinitiativesforthebank.From1993to2002,HubbardwasbasedinNewHaven,CTservinginseniormanagementpositionswithFleetBankandMerrillLynch.

HubbardearnedhisBachelorofSciencedegreeinBusinessAdministrationfromPlymouthStateUniversityinPlymouthNewHampshire,aMasteryCertificatefromtheUniversityofConnecticutBusinessSchoolandisgraduatingfromtheStonierGraduateSchoolofBankingatWhartonUniversityinJuneofthisyear.He’sanactivememberofthecommunity,servingontheExecutiveboardsoftheConnecticutBusiness&IndustryCouncilandtheConnecticutBankersAssociation.JeffhasboardrolesonUnitedWayofCentralandNortheasternConnecticut,GreaterNewHavenUnitedWay,GreaterHartfordYMCA,CAPA/ShubertNewHaven,andHEDCOInc.andMarketNewHaven.HeisaformerboardmemberoftheCommunityInvestmentCorporation,Connecticut.

ScottD.Jackson,Commissioner,ConnecticutDepartmentofLabor

ScottD.JacksonwasappointedCommissioneroftheConnecticutDepartmentofLaborinFebruary2016.AgraduateofCornellUniversity,fromwhichheholdsaBachelor’sdegreeinGovernment,CommissionerJacksonservedassecretaryoftheCornellCivilLibertiesUnionandwasontheeditorialstaffoftheCornellPoliticalForum.WhileatCornellhewasawardedaMellonFoundationFellowshiptostudydemographictrendsinmunicipalgovernmentatYaleUniversity,andreceivedoneoftwoMinorityStudentAchievementAwardsfromtheCornellUniversityCollegeofArtsandSciences.

From1993to2000,CommissionerJacksonwasamemberofU.S.SenatorJosephLieberman’sstaffinHartford,wherehehandledcitizenoutreachandcaseworkdutiesandservedasSystemsAdministrator.HeleftSenatorLieberman'sofficein2000toserveasProjectManagerandTechnicalDirectorfortheConnecticutPolicyandEconomicCouncil,anentrepreneurialnon-profitdedicatedtoimprovingthedeliveryofgovernmentservices.

In2003,ScottreturnedtoSenatorLieberman'sofficeasDeputyStateDirectorforConstituentServices.HealsobecameamemberoftheTownofHamden'sCommunityDevelopmentAdvisoryCommission.Ayearlater,hewasappointedtomanagethetown'sOfficeofHousingandNeighborhoodDevelopment,whichwaschargedwithoverseeingtheCommunityDevelopmentBlockGrant.In2005,hewasappointedChiefAdministrativeOfficerfortheTownofHamden.HewaselectedMayorofHamdenin2009,leavingtheofficein2015tobecomeConnecticut’sUndersecretaryforIntergovernmentalPolicy.

In2014,CommissionerJacksonwasappointedbyGovernorDannelP.Malloytoserveon–andwaschairmanof–theGovernor’sSandyHookAdvisoryCommission.Aschair,heutilizedhisserviceonstatewideboardsandcommissionstoguidethe16-memberpanelasitinvestigatedthe2013tragedyatSandyHookElementarySchool.

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GeorgeMitchell,VicePresident,OperationsProductCenters,Sikorsky,aLockheedMartinCompany

GeorgeMitchellisVicePresident,OperationsProductCentersforSikorsky,aLockheedMartinCorporation.Inthiscapacity,heisresponsibleforleadingthebusinessandmanufacturingoperationsforAerostructures,Avionics,Blades,DynamicComponents,andtheSikorskyMaintenance,Repair&Overhaulunits.

TheProductCentersmanufacturethecomponentsandassembliesusedtobuildhelicoptersforourcustomersinAssemblyandFlightOperations,andtoserviceaftermarketcustomers.George’sadditionalresponsibilitiesincludetheSales,Inventory&OperationsPlanningprocess,EnterpriseAssetManagement,MaterialLogistics,andsubcontractormanagement.TheProductCentershave2,700employeeslocatedinsevendomesticandinternationallocations.

Previously,GeorgewasVicePresidentofAircraftandSupport,responsibleforallaspectsoffieldserviceoperationsandplatformmanagementacrosstheenterprise.HewasalsotheVicePresidentofourSASMilitaryCustomerSupportgroupinwhichheandhisteamwereaccountablefor$1.3bofU.S.GovernmentandForeignMilitaryaftermarketsalesandproductsupport.

Priortotheseroles,GeorgeservedasGeneralManagerofMilitaryAircraftCenter,DirectorofMaintenance,Repair&Overhaul;andProductionOperationsManager-TransmissionManufacturing.HewasalsotheChiefManufacturingEngineerontheS92andComancheprograms.Georgehasexperienceinallphasesofmanagement,includingoperations,sales,andsupplychain.Healsohasextensiveexperienceinthedevelopmentofnewproductsandmanufacturingprocesses.

GeorgehasfourU.S.patentsassociatedwiththemanufactureandtoolingofaerospacetransmissioncomponents.HehasbeenpublishedbytheAmericanHelicopterSociety,andhasreceivedseveralcustomer,company,andcommunityserviceawards.HeistheBoardChairmanfortheGreatValleyChamberofCommerceandaCorporatorfortheValleyUnitedWayandLowerNaugatuckBoyandGirlsClub.

HeholdsaB.S.inIndustrialTechnology,ManufacturingandanM.S.inOrganizationalManagementfromCentralConnecticutStateUniversity.

MelissaTurner,Sr.VPHRforBridgeport&GreenwichHospitals,YaleNewHavenSystem,VPTalentAcquisitionYaleNewHavenHealthSystem

MelissaistheSeniorVicePresidentofHumanResourcesatbothGreenwichandBridgeportHospitalsandVicePresidentTalentAcquisitionforYaleNewHavenHealthSystem.SheholdsaBachelor’sdegreefromtheUniversityofKansasandcompletedtheWhartonSchoolofBusiness,ExecutiveEducationProgramforLeadershipDevelopment.

Priortohealthcare,MelissaheldseniorHumanResourceleadershippositionswithintheconsumerproductsandtechnologyindustries.

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STEERINGCOMMITTEEMEMBERS

JohnA.BonaguroChairpersonAssociateDeanContinuingandProfessionalEducationHousatonicCommunityCollege900LafayetteBlvdBridgeport,CT06604

Lori-lynnChatlosBusinessServicesSpecialistConnecticutDepartmentofLabor2LafayetteSquareBridgeport,CT06604

AmyH.CunninghamExecutiveDirectorConnecticutHealthCouncil31PrattStreet,5thFloorHartford,CT06103

KateHampfordDonahuePresident&CEOHampfordResearch,Inc.54VeteransBlvd.Stratford,CT06615

MichaelGarganoPresident/CEOSt.Vincent'sCollege2800MainStreetBridgeport,CT06606

BettyGriffinAssistantDirectorContinuingandProfessionalStudiesSt.Vincent'sCollege2800MainStreetBridgeport,CT06606

MickeyHerbertPresidentandCEOBRCC10MiddleStreet,14thFloorBridgeport,CT06604

JoeJenecaroCoordinator,ContinuingEducationHousatonicCommunityCollege900LafayetteBlvdBridgeport,CT06604

NicoleRussoPresident,CEOMPI36CogwheelLaneSeymour,CT06483

KathySaintPresidentSchwerdtle41BenhamAvenueBridgeport,CT06605

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NYTimes

Wanted:FactoryWorkers,DegreeRequired

ByJEFFREYJ.SELINGOJANUARY30,2017

WhentheGermanengineeringcompanySiemensEnergyopenedagasturbineproductionplantinCharlotte,N.C.,some10,000peopleshowedupatajobfairfor800positions.Butfewerthan15percentoftheapplicantswereabletopassareading,writingandmathscreeningtestgearedtowardaninth-gradeeducation.

“Inourfactories,there’sacomputeraboutevery20or30feet,”saidEricSpiegel,whorecentlyretiredaspresidentandchiefexecutiveofSiemensU.S.A.“Peopleontheplantfloorneedtobemuchmoreskilledthantheywereinthepast.TherearenojobsforhighschoolgraduatesatSiemenstoday.”

DittoatJohnDeeredealerships,whichrepairmillion-dollarfarmingmachineryfilledwithseveraldozencomputers.Fixingtractorsandgrainharvestersnowrequiresadvancedmathandcomprehensionskillsandtheabilitytosolveproblemsonthefly.“Thetoolboxisnowacomputer,”saidAndyWinnett,whodirectsthecompany’sagriculturalprogramatWallaWallaCommunityCollegeinWashington.

Thesearethetypesofgood-payingjobsthatPresidentTrump,blamingtradedealsforthedeclineinmanufacturing,haspromisedtobringbacktoworking-classcommunities.ButaccordingtoastudybyBallStateUniversity,nearlyninein10jobsthatdisappearedsince2000werelosttoautomationinthedecades-longmarchtoaninformation-driveneconomy,nottoworkersinothercountries.

Evenifthosejobsreturned,ahighschooldiplomaissimplynolongergoodenoughtofillthem.Yetrarelydiscussedinthepoliticaldebateoverlostjobsaretheacademicskillsneededfortoday’sfactory-floorpositions,andthepathwaysthrougheducationthatleadtothem.

ManybelievethatthesolutionisformoreAmericanstogotocollege.Butthecollege-for-allmovement,whichgotitsstartinthe1970sasAmericanmanufacturingbeganitsdecline,isoftenconflatedwithearningabachelor’sdegree.

Manyhighschoolstudentsrushofftofour-yearcampusesnotreadyfortheacademicworkornotsurewhytheyarethere.Governmentdatashowthat44percentofnewgraduatesenrolldirectlyinafour-yearcollege,butbasedonrecenttrends,lessthanhalfofthemwillearnadegreewithinfouryears.Andthoughtwo-yearcollegeshavelongbeenidentifiedastheinstitutionsthatfillthejob-trainingrole,some80percentofcommunitycollegestudentssaytheyintendtogoonforabachelor’sdegree,ortheyleavewithgenericassociatedegreesthatareoflittlevalueinthejobmarket.

StudentsintheUnitedStatesareofferedfewfeasibleroutestomiddle-skillcareers—jobsthatrequiremoreeducationthanahighschooldiplomabuttypicallynotabachelor’sdegree.TheNationalSkillsCoalition,anonprofitorganization,calculatesthatmiddle-skilljobs—incomputertechnology,healthcare,construction,high-skill

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manufacturingandotherfields—accountfor54percentofthelabormarket,butonly44percentofworkersaresufficientlytrained.

“Thebachelor’sdegreeisthegoldstandard,butthehighereducationsystemhastocreatewaysforstudentstochoosetrainingandeducationintheirowntimeandsequence,”saidAnthonyP.Carnevale,thedirectoroftheCenteronEducationandtheWorkforceatGeorgetownUniversity.“Highered,”hesaid,“needstorespectthedignityoflabor.”

Facedwithaskillsgap,employersareincreasinglyworkingwithcommunitycollegestoprovidestudentswithboththeacademiceducationneededtosucceedintoday’sworkforceandthespecifichands-onskillstogetajobintheircompanies.JohnDeere,forexample,hasdesignedacurriculumanddonatedfarmequipmenttoseveralcommunitycollegestotraintechniciansforitsdealernetwork.About15to20studentscomethroughtheprogramatWallaWallaeachsemester.BecausetheyaresponsoredbyaJohnDeeredealership,wherethestudentsworkforhalftheprogram,mostgraduateintwoyearswithajobinhand.Techniciansstartatsalariesjustshyof$40,000,onaverage.

Dr.Carnevale’sresearchhasfoundthat40percentofmiddle-skillsjobspaymorethan$55,000ayear;some14percentpaymorethan$80,000(bycomparison,themediansalaryforyoungadultswithabachelor’sdegreeis$50,000).

JobsliketheonesJohnDeereoffersarestillassociatedinpeople’smindswithstudentswhoperformedpoorlyinhighschool,thoseconsidered“notcollegematerial.”ButtosucceedinprogramslikethoseatWallaWalla,studentsneedtotakeadvancedmathandwritinginhighschool,academicstypicallyencouragedonlyforthosegoingontofour-yearcolleges.

Persuadingstudentsandtheirparentstoconsidertheapprenticeshiptrackisatoughsell,especiallybecausecompanieswantstudentswhohaveastrongacademicbackground.

StrugglingtofilljobsintheCharlotteplant,Siemensin2011createdanapprenticeshipprogramforseniorsatlocalhighschoolsthatcombinesfouryearsofon-the-jobtrainingwithanassociatedegreeinmechatronicsfromnearbyCentralPiedmontCommunityCollege.Whentheyfinish,graduateshavenostudentloansandearnmorethan$50,000ayear.

“Thesearenotpositionsforunderachievers,”saidRogerCollins,whorecruitsapprenticesforSiemensat15Charlotte-areahighschools.

ChadRobinsonwasoneofthosestudents.Rankedinthetop10ofhishighschool’sseniorclass,witha3.75grade-pointaverage,hehadalreadybeenacceptedtotheengineeringschoolattheUniversityofNorthCarolinaatCharlottewhenhetoldhisparentshewantedtoshiftcourseandapplyfortheSiemensapprenticeship.

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“Theywereveryagainstit,”hesaid,untiltheywenttotheopenhouse.“Alotofmyfriendswhomajoredinengineeringincollegetoldmetheywishtheyhaddonetheapprenticeshipbecausemyworkexperiencewillputmeaheadofeveryoneelse.”

ITisnotuncommontofindexecutivesinEuropewhogottheirstartinapprenticeships,whichareseenasarespectedpathtoaprofessioninavarietyoffields,fromhospitalitytohealthcare,retailtobanking.

IntheUnitedStates,ontheotherhand,apprenticeshipshavelongbeenassociatedwiththeconstructiontradesandlaborunions.ThatcanbetracedtoaDepression-eralaborshortagethatledCongresstopasstheNationalApprenticeshipAct.TheactformalizedstandardsandempoweredtheLaborDepartmenttocertifytraining,whichwasmostlyinmanuallaboroccupations.Unionstookonthetask,tightlycontrollingapprenticeshipopportunitiesandpassingthemdownthroughthegenerations.

InthedecadesafterWorldWarII,registeredprogramsexpandedinnumberandtype,withtheadditionoffieldslikefirefightingandmedicaltechnician.Butapprenticeshipsnevercaughton,relegatedtoasecond-classcareertrackascollegeenrollmentballoonedinthe1960sand’70s,andmorerecentlymirroringthefalloffintheinfluenceandmembershipoflaborunions.

TheDepartmentofLabor’sregistrynowlists21,000programswithabout500,000apprentices,whichsoundsimpressivebutrepresentsonly1.5percentof18-to24-year-oldsinthiscountryandisfarshortofdemand.Still,participationisup35percentandthenumberofprogramsby11percentsince2013.

Apprenticeshipsaremakingacomebackthanksinparttobipartisansupportamonglawmakers.Inthelasttwoyears,Washingtonhasallocated$265milliontospurprograms.PresidentObama’ssecretaryoflabor,ThomasE.Perez,astrongproponent,attemptedtorebrandapprenticeshipstoappealtoeducatorsandparents.Duringhistenure,thedepartmentestablishedapartnershipbetweenregisteredcommunitycollegesandsponsorsthatallowedon-the-job-trainingtocountasacademiccredittowardadegree.

“Apprenticeshipistheothercollege,exceptwithoutthedebt,”saidMr.Perez,whohadagoalofdoublingthenumberby2018.AdvocatesarehopefulthatthetrendwillcontinuewithnewleadershipinWashington,givenPresidentTrump’sfamiliaritywithconstruction.

Whilethebuildingtradesstilldominate,thetypesofoccupationsofferinginternshipshaveexpandedtoincludejobslikepharmacytechnician,I.T.projectmanagerandinsuranceadjuster.Aon,theinsuranceandfinancialservicescompany,lastmonthannouncedaprograminChicagoinwhichhighschoolgraduatesgettraininginaccountmanagement,humanresources,financialanalysisandinformationtechnologywhileearninganassociatedegreefromHaroldWashingtonCollegeorHarperCollege.

Gov.JohnHickenlooperofColoradowantstomakeapprenticeshipsubiquitousinhighschoolsaroundhisstate.Laterthisyear,backedby$9.5millionfromBloombergPhilanthropiesandJPMorganChase,Coloradowillbeginofferinghands-ontraining,startinginhighschool,infinancialservices,informationtechnologyandhealthcareaswellas

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manufacturing.Thegoalistomaketheprogramavailabletosome20,000studentsatallacademicandincomelevelswithinthenextdecade.

“ApprenticeshipscanstartwithajobandendwithaPh.D.,”saidNoelGinsburg,whoheadsuptheprogramandispresidentandfounderofIntertechPlasticsinDenver.TheinitiativewasinspiredbyavisitthatMr.GinsburganddozensofpoliticiansandbusinessandeducationleadersmadetoSwitzerlandin2015.AlthoughGermanapprenticeshipsareoftenheldupasthemodel,Mr.GinsburgpreferredtheSwissapproach,whichinvolvesawiderrangeoffields.

InSwitzerland,compulsoryeducationendsafterninthgrade,whenstudentscanchooseeitheranacademicoravocationalpath.Between20percentand30percentofstudentschoosetheacademictrack,whichfocusesonthefewprofessions,suchasmedicineandlaw,thatrequireauniversityeducation;nearly70percentchoosethevocationaltrack,withprogramsforabout230occupations.

Beginningin10thgrade,studentsrotateamongemployers,industryorganizationsandschoolforthreetofouryearsoftrainingandmentoring.Learningishands-on,andtheyarepaid.Switzerland’sunemploymentratefortheyoungisthelowestinEuropeandaboutaquarterthatoftheUnitedStates’.

HereintheUnitedStates,moststudentsareofferedachoicebetweencollegeoradeadend.Thecollege-for-allmovement,itseems,hasclosedoffratherthanopenedupcareeroptions.Forworking-classvoterswhofeelleftoutinthiseconomytobeabletosecuremeaningfuljobs,educationalpathwaysmustbeexpandedandlegitimized—intheprocessredefiningandbroadeningwhatismeantbyhighereducation.

“Thesilverbulletcomesbyaddingmoretrainingopportunitiesduringandafterhighschool,”saidDr.Carnevale.“Andwhateveryoudowithtraining,youneedtocallitcollege.Youwanttomakepeoplefeelgoodaboutthepaththeychoose.”

JeffreyJ.Selingoisauthorof“ThereIsLifeAfterCollege:WhatParentsandStudentsShouldKnowAboutNavigatingSchooltoPreparefortheJobsofTomorrow.”

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