i

Acknowledgements

SkillWorkswouldliketothankourmanyfunders,partners,andstakeholdersforsupportingourexpansionintotheIT/Techsectors.SpecialthanksgoestotheSkillWorksFundersCollaborativecomprisedofTheBostonFoundation,CityofBostonandtheNeighborhoodJobsTrust,StateStreetFoundation,U.S.Trust,BankofAmericaPrivateWealthManagementandthePerpetualTrustFund,TheClowesFundInc.,HerbandMaxineJacobsFoundation,NationalFundforWorkforceSolutions,andLudckeFoundationfortheircontinuedsupportofthecollaborative.SkillWorkswouldalsoliketothanktheJPMorganChaseFoundationforitssupportinengagingemployersandtrainingprovidersaswellashiringandtrainingskilledworkersforjobsininformationtechnologyandtechnologyacrossbiotech,lifesciences,andSTEM-relatedfields.Inparticular,SkillWorkswouldliketothankDarylGraham,VicePresidentforGlobalPhilanthropyatJPMorganChaseandCo.whohasbeenathoughtfulpartnerandavidsupporterinthiswork.SkillWorkswouldalsoliketothankourclosepartnerandstrategicindustryconvener,theBostonPrivateIndustryCouncil,forleadinganefforttoconveneemployersacrossindustriesaroundacommonneedtotrainanddiversifyapipelineofqualifiedworkersforjobsinITandTechnology.Lastly,SkillWorkswouldliketothankallofourworkforceandeducationpartnersthatareworkingcloselywithustodevelopastrongsystemoftrainingforjobsinIT/Techthatreflectouracademic,technical,cultural,andsocialqualities.

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AboutSkillWorks

Launchedin2003,SkillWorksisa$30millionpublic/privatepartnershipbetweenTheBostonFoundation,theCityofBoston,andlocal,national,andcorporatephilanthropydesignedtomeetworkerandbusinessneedswhiledevelopingpathwaysoutofpovertyinthefaceofoverwhelmingevidencethatalargepercentageofourworkforceisunpreparedfortheavailableandgrowingjobsinoureconomy.Asaworkforcefundercollaborative,SkillWorksinvestsinemployer-driven,sector-basedtrainingandplacementstrategiestohelplow-skill,low-andmoderate-incomejobseekersmovetofamily-sustainingjobs,andhelpemployersfindandretainskilledemployees.SkillWorksisanationallyrecognizedworkforcedevelopmentintermediaryandisthemodelfortheNationalFundforWorkforceSolutions.Sinceitsinception,SkillWorkshashelpedover5,500jobseekersandincumbentworkersprogressonapathtoself-sufficiency,servedhundredsofemployersinhealthcare,hospitality,constructionandfinancialservicessectors,increasedthenumberandcapacityofsector-basedworkforcepartnershipsimplementinginnovativetrainingandplacementstrategies,andadvocatedsuccessfullyformorethan$100millioninstatefundingforkeyworkforcepriorities.SkillWorkscommissionedtheEconomicAdvancementResearchInstitutetoconductthisresearchaspartofastrategicplanningefforttoexpanditssector-drivenportfoliointotheIT/Techindustry.SimilartoitsoperationalsupportoftheBostonHealthcareCareersConsortiumthatcentrallyconveneshealthcareemployerstovoiceworkforceneedsandopportunities,SkillWorksanticipatesreplicatingthehealthcaremodelfortheIT/TechnologysectorinclosepartnershipwiththeBostonPrivateIndustryCouncil,theCityofBoston,industryleadersintheregion,communitybasedorganizations,post-secondaryeducationandworkforcetrainingprovidersinGreaterBoston.

AboutEARI

TheEconomicAdvancementResearchInstitute(EARI)isaMassachusetts501(c)(3)nonprofitorganizationfocusedonissuesandchallengesrelatedtoeconomicmobility,sustainabilityandvitality—allcriticaltorestoringAmerica’scompetitiveness.Addressingthesechallengesrequirestheabilityofregionaleconomiestothrive.Connectingregionalassetstocreateacompetitiveeconomicenvironmenthastobedrivenbyempiricalresearchanddatathatinformsandtransformssystemicpoliciesthataretoofocusedonshort-termpoliticalideology.EARI’sapproachtonuancedresearchandpolicyprovidesactionablerecommendationstoovercomeshort-termpoliticalideologyandsupportasuccessfulregionalframework.

Ournonprofitinstitutedeliverspolicyreformrecommendations,newframeworksandactionableguidancethroughappliedeconomicresearchthatidentifiespathwaysbetweentalentdevelopmentandworkforceneeds,andempowersregionstomovetowardsfullemploymentwithexpandedopportunitiesforjobseekers,entrepreneursandthebusinesscommunity.

1

ExecutiveSummary

Massachusettsisattheforefrontofthedigitaleconomy.Thestateishometoaworld-classInformationandCommunicationTechnology(ICT)sector,headlinedbysoftwareandenterprisesolutionsaswellasbigdataandtechnology-intensiveindustriessuchasfinancialservices,cleanenergy,healthcare,andbiotechnology.Altogether,Massachusettssupportsabout156,000computerandmathematicsrelatedjobs;theseworkers—largelylocatedintheGreaterBostonArea—representfourpercentofthestate’sworkforce.Withstrongemployment,thesectorhintstowardsyetmoregrowthacrossthesesustainable,high-wageoccupations.

Infact,eachofthe20computerandmathematicaloccupationsismorehighlyconcentratedinMassachusettsthanintheUnitedStates,andsevenoftheseareover50%moreconcentratedinthestatecomparedtothenationalaverage.Withthehighestgrowthsince2010,ComputerProgrammers,ApplicationsSoftwareDevelopers,andComputerSystemsAnalystshaveincreasedtotalemploymentbythreetofourpercentoverfiveyears;thesethreeoccupationsnowsupportalmost63,000individualsacrossthestate.However,economicprojectionsindicatethatStatisticians,OperationsResearchAnalysts,andWebDeveloperswillbeinhigherdemandoverthenextfiveyears—athreepercentannualgrowthratethrough2020.

WhilelabormarketdataillustratesahighconcentrationofsustainableICTemploymentopportunityinMassachusetts,theyalsosuggestmisalignededucationalrequirements,insufficientcriticalthinking,problem-solving,andanalyticalskills,andlackofdiversity.Theseissueshaveresultedintalentshortagesthatcouldlimitfutureeconomicgrowthintheregion.

CollegeasaProxyAsmostICTemployersrequireorpreferacollegedegree,theworkforceislargelycomprisedofcollege-educatedindividuals.However,abouthalfofthosedegreesareinsubjectareasunrelatedtoICTtechnologies.ThoughICTemployersnotethatcollegeisimportantforknowledge,communication,andteamworkskills,itisnotconsideredtobeanimportantfactorindevelopingothernon-technicalskills,suchasworkethic,dependability,orcriticalthinking.Infact,theseskillswerethemostreporteddeficiencyamongnon-entry-leveljobapplicants—nearlyoneinfouremployersstatethattheirnon-entry-levelapplicantslackedtheseskills.

ThesefindingssuggestthatwhilesomeemployersreportthattheirICTpositionsrequireskillsandknowledgeattainedincollege(e.g.,softwareengineers,applicationsystemsmanagers,etc.),manyareusingcollegeasaproxyforothertraits.Whenpressedonthoseadvantages,however,employersareunabletoidentifymuchbeyondteamworkandcommunication.Inaddition,despitehiringnearlyexclusivelyfromthecollege-graduatepool,astunninglylargesegmentofemployersreportsignificantskillgapsfornon-technicalskillsrangingfromproblem-solvinganddataanalysistoworkethic.Giventhecostofafour-yeardegree,thisappearsanexpensiveandincompleteremedytosolvingsuchskillgaps.

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Greaterfocusoncriticalthinkingandproblem-solving,inparticular,mayprovideanimmediateopportunitytoimprovetheloomingtalentshortageandeasedifficultyamongemployers.

Inadditiontothehighercostassociatedwithhiringcollege-educatedworkersforpositionsthatdonotrequirecollege-leveltechnicalskills,limitingtheapplicantpoolonlytodegreeholderscreatestalentbottlenecks.Whiledemandgrowthhascertainlycontributedtothedifficultyemployersfaceinfindingqualifiedtalent,morethanhalfofthelaborpooldoesnothaveadegree,furthercompoundingtheproblem.Asprojectedgrowthcontinuestoinclineandunemploymentdrops,hiringdifficultyislikelytoincreaseaswell.

Atthesametime,largeswathsofthepopulation—asseeninICTemploymentdistributionacrossneighborhoodsintheCityofBoston—arenotdirectlybenefitingfromthisimportantoccupationalcluster.Communitieswithfewercollegegraduatesareunderrepresented,perpetuatingacyclethatpreventseconomicmobilityasindividualsfacefewopportunitiestobreakintosustainable,high-wagecareers.Itisimperativethattrainingproviders,companies,educatorsandtheworkforcedevelopmentcommunitycreateprogramsandpartnershipsthattransformalargelyunconnectedtalentpoolintotheprofessional,career-focused,problem-solversthatthebusinesscommunitystronglydemands.

DiversityAcrossthenation,theICTworkforcesuffersfromalackofdiversity.Inthe4.4millioncomputerandmathematicaloccupationsintheUnitedStates,onlyninepercentoftheworkersareBlackorAfricanAmericanandonlysevenpercentareHispanicorLatino.Thesepercentagesaresmallerformanagementoccupations—sixpercentofcomputerandinformationsystemsmanagersareAfricanAmericanandfivepercentareHispanicorLatino.1Indeed,themajorityofICTworkers—especiallythoseinhigh-wagepositions—arewhitemenwithatleastafour-yeardegree.The

1BureauofLaborStatistics,LaborForceStatisticsfromtheCurrentPopulationSurvey,Employmentpersonsbydetailedoccupation,sex,race,andHispanicorLatinoethnicity;Marcus,Bonnie.TheLackofDiversityinTechisaCulturalIssue.Forbes,April2015

Of4.4millioncomputerandmathematicaloccupationsintheU.S.,Only9%areBlackorAfricanAmericanandonly7%areHispanicorLatino.

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researchshowsthatbothwomenandethnicorracialminoritiesareunderrepresented,andthosewiththesameormoreeducationandexperiencearenotonlyearningafractionoftheirmale,non-minoritycounterpartsbutarealsolesslikelytoreportmeaningfulcareeradvancement.Supply-sidedataindicatesthatmoremaleICTworkershavenodegreecomparedtowomen,yetappeartobemorelikelytonotonlylandajob,butalsoachievehigherwages.Similarly,fewerminorityworkersinICT-relatedoccupationsreportnodegreecomparedtonon-minorities,butfourintenminoritiesagreethattheyhavenotadvancedasquicklyintheircareerastheywouldlike.Expandingopportunitiesforwomenandethnicorracialminoritiesisaneconomicimperative.Withchangingdemographics,globalcompetition,andlimitedtalentsupply,businessesandtrainingprogramswillseeknewsourcesoftalent.

Mentorship,professionalnetworking,andothercareernavigationactivities,suchasperformingself-assessment,relationshipmanagement,andorganizationalreading,werereportedtobeespeciallyimportanttowomenandminorities.However,theseareoftennotincludedasformalcomponentsofatrainingprogram.Giventherapidlyemergingandchangingtechnologylandscape,manyICTjobsexistinanenvironmentofcreativedestruction,meaningthatplatforms,programminglanguages,andothertechnicalskillsrelatedtothejobquicklybecomeobsolete.SuccessfulICTprofessionalsnotethatself-evaluationandself-guidedlearningaswellasprofessionalnetworkmanagementhavesupportedcareernavigationandadvancement.Thesecharacteristicsarelearnedandpracticedbehaviors–andwhilethesearetraditionallyoftenacquiredathome,atauniversity,oronthejob,theresearchsuggeststhattheycanbetaughtandpracticedwithintrainingprograms–andremainimportantforalifetime.

ConclusionsandRecommendationsTheInformationandCommunicationTechnologyworkforceisrobustinMassachusetts,withaboveaveragerepresentationacrosseachofthe20detailedcomputerandmathematicaloccupations.Thoughtheoccupationalclusterissupportedbyoptimisticgrowthprojections—particularlyfromemployers—theiroptimismistemperedbysignificanthiringdifficultyandpotentialtalentshortagesthathaveleftthebusinesscommunitywithalackofqualifiedapplicantstofilltheirnewandopenpositions.ICTemployersfavoracollege-educatedpoolofapplicants,notonlyfortheindustry-specificskillsgainedthroughcoursework,butforhigherorder,non-technicalskills.Nevertheless,employersreportthatapplicantsarenotquitemeetingtheirrequirementsforthesenon-technicalskills.Giventhatthedegreeappearstobeaproxyforsuchskills—asfewareactuallyinICT-relatedsubjectareas—itseemsthatthesecanbelearned,eitherthroughICT-specificorotherworkforcedevelopmenttrainingaswellasmentorshipandcareernavigationprograms.Workforcedevelopmentinstitutionsarepivotaltothedevelopmentoftrainingmodulesthatincorporatecriticalthinkingandproblem-solvingskillsaswellasindustrypartnershipsthatfostermentorshipandprofessionalnetworkingopportunitiesbetweencurrentICTprofessionalsandthenextgenerationofworkers.Apathwaybetweenthesector’scurrentandpotentialworkforcewillalsoprovidejob-seekerswithanavenueforbothpersonalgrowthandtalentpromotion.

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Thoughemployersarecognizantofaskillgap,theymaybeunawareofalargelyuntappedtalentpoolwithinunderrepresenteddemographics—minoritypopulationsthat,asofyet,arelackingopportunityandaccesstosustainableICTcareers.Thisdisconnectrequiresasolutiontoaddressbothsupplyanddemand;careerexposureandexperienceprogramssupportdiversityandengagethebusinesscommunityinexploringnon-traditionalhiringsourcesandinternshipprograms.Ultimately,entry-levelnewhireswilllikelyhavetolearnadditionaltechnicalskillsviaon-the-jobtraining,regardlessofeducationalbackground.Workforcedevelopmentprogramsmustequipminoritypopulations,particularlythosefromlow-incomeneighborhoods,withthenecessaryindustry-specifictechnicalandnon-technicalskills,aswellascareernavigationexposureandtrainingthatarerequiredforICToccupations.Opportunityliesinstakeholderpartnershipsthatfosterimprovedcommunicationandcareerpathwaysthatwillexposehiddentalentpopulationstoemployers.Thesesolutionswillsupportnotonlythestate’sburgeoningICTindustry,butalsothenextgenerationofsuccessfulinventors,engineers,andmathematicians.Specifically,thefindingssupportthefollowingrecommendations:

• Developcareerexposureandexperienceprogramsthatfocusondiversity

• IntegrateproblemsolvingandcriticalthinkingintoallICTtraining

• Provideexpandednetworkingandmentorshipopportunities

• Workwithjob-seekerstoshowcasetheirtalent

• Engageemployerstoexplorenon-traditionalhiringsourcesandinternshipopportunities

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Introduction

InformationandCommunicationTechnologies(ICT)includeawidearrayofproductsandservices,includingcomputerhardware,softwareandapplications,networks,telecommunications,andtheinternet.Thesetechnologiesareemerging,evolving,andconvergingatarapidpace—skills,businesses,technologies,andworkerscompeteinaclimateofcreativedestruction.

Giventhepaceofchange,ICTworkersmustcontinuallyadapttomarketforcestoupdatetheirknowledgeandskills.Thosewhosuccessfullynavigateboththetechnicalandnon-technicalemploymentobstaclesofthishigh-techlandscapearerewardedwithhighwagesandjobsatisfaction.

MassachusettsisagloballeaderinICT.Boastingahighlyeducatedworkforceandhistoricindustrystrength,aswellasdataintensiveindustriessuchasfinancialservicesandlifesciences,theCommonwealthhasabundantopportunitiesacrossavastspectrumofICTjobroles—fromhelpdesktoCIO.

ICTemployershavemarkedlyhomogenoustalentpipelines.2Thelackofdiversityinthetechworkforcemaybelimitingfirms’abilitytogrow,whilemakingthishighgrowth,highwageclustermoreaccessibletotheeconomicallydisconnectedcouldhaveaprofoundeconomicimpacttoindividualsandcommunitiesthroughoutGreaterBostonandbeyond.

ResearchindicatesthatcareernavigationskillsarecriticalforsuccessinICT,butactivitiesthathonethem,suchasnetworking,mentorship,self-awareness,andorganizationalreading,areseldomformally

2Seegenerally,http://www.usatoday.com/story/tech/2014/06/26/silicon-valley-tech-diversity-white-asian-black-hispanic-google-facebook-yahoo/11372421/.

MassachusettsisagloballeaderinICT.

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includedintraditionalpost-secondaryoruniversityeducation.Whiletheseskillsareclearlyimportantforalljob-seekers,theyareespeciallycriticalforunderrepresentedpopulationsfromcommunitiesthatareeconomicallydisconnectedbecausesuchindividualstendtohavealessrobustsafetynettofallbackonshouldtheircareerprogressionbecomestunted.

Atthesametime,manyprogramsthatservedisconnectedyouthandadultstendtofocusonenrollees’deficiencies,inanattempttohighlighttheimportanceofparticularskillsandcharacteristics.Becausestudentexpectationshavebeenshowntobethemostimportantindicatorofsuccessinschool3,itispossiblethatthesewell-meaningprograms,byfocusingheavilyon“improvingdeficiencies,”arenegativelyimpactingenrolleesself-esteem.

TheMassachusettseconomy–particularlyinGreaterBoston–isproducingmanyhighskilled,highwagejobs,butemployersreportsignificantdifficultyfindingworkersthatmeettheirneeds.Atthesametime,ICTjobshavelessdiversity,whichlimitseconomicmobilityandispotentiallyleadingtotalentbottlenecks.ThisreportincludesasummaryofdatafromtheBureauofLaborStatisticsandCensusBureau,acomprehensivesurveyofmorethan300employersacrosstheCommonwealth,quantitativeandqualitativeassessmentsandethnographyofcurrentICTworkersinMassachusetts,andconclusionsandrecommendationsfromthefindings.

3Seegenerally,Hattie,J.,TeachersMakeaDifference;Whatistheresearchevidence?,October2003,availableat:http://www.decd.sa.gov.au/limestonecoast/files/pages/new%20page/PLC/teachers_make_a_difference.pdf.

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InformationandCommunicationTechnologies:LaborMarketDemandOccupationalOverviewTheBureauofLaborStatisticsandCensusBureaucollectdetailedinformationaboutcomputer-relatedoccupations,providingconsistentandhighlyaccuratedataontheICTworkforce.4Withabout156,000jobs,ComputerandMathematicalOccupationssupportapproximatelyfourpercentofthestate’sworkforceandhavegrownbyaboutthreepercentsince2010.5ThechartbelowillustratesthedetailedcomputerandmathematicaloccupationsthatareemployedinMassachusetts.6

Eachofthe20detailedICToccupationsfoundinMassachusettsexhibitsahigherthanaverageconcentrationcomparedtotheUnitedStates;rangingfrom12%to78%moreconcentratedinthestatethanthenationalaverage,andsevenofthe20occupationsareover50%moreconcentratedinMassachusettsthanthenationalaverage.ComputerandInformationResearchScientistshavethehighestconcentration,followedbyApplicationsandSystemsSoftwareDevelopers.Thesetwolatteroccupationsarealsoamongthehighestpaid,earningoverbetween$110,000and$115,000peryear.Intermsofsize,ApplicationsSoftwareDevelopersarethelargestsubgroupofICToccupations—almost22%oftheComputerandMathematicalworkforceinMassachusetts—followedbyComputerSystemsAnalysts(13%),ComputerUserSupportSpecialists(13%)andSystemsSoftwareDevelopers(12%).

4TheBureauofLaborStatisticsandotherFederalstatisticalagenciesrelyonaStandardOccupationalClassification(SOC)systemforbothdatacollectionandanalysis.ThisSOCsystemclassifiesworkersintooneof840detailedoccupationalcategoriesbasedontheiroccupationaldefinitions.Thesystemfunctionsasahierarchy,frommajor(23occupations)andminor(97occupations)groupstobroad(461occupations)anddetailed(840occupations)delineations.Thedetailedoccupationsareencompassedwithinthelargergroupsastheysharesimilarjobduties,skills,education,andtraining.Forthepurposesofthisstudy,secondarydataregardingInformationandCommunicationTechnologyoccupationsaredefinedusingtheComputerandMathematicalOccupationsmajorSOCcode.ThefollowinganalysesarebasedonsecondarydatafromJobsEQ2015Q4—unlessotherwisenoted—usingtheSOCcode15-0000(computerandmathematicaloccupations)anditscomponentminor,broad,anddetailedoccupationalgroups.5TotalemploymentreferstothetotalnumberofComputerandMathematicalOccupationsinthestateregardlessofwhetherornottheseworkersresideinMassachusetts.6Thelocationquotientquantifieshowconcentratedaparticularoccupationisrelativetothenationalaverage.Anythingabove1indicatesthatthisoccupationismorehighlyconcentratedinMassachusettscomparedtotherestoftheUnitedStates.Thesizeofeachbubbledenotesthetotalemploymentrelativetoeachoccupation,whilethex-axisdisplaysthelocationquotientandthey-axisnotesemploymentgrowthbetweenthefourthquarterof2010andthefourthquarterof2015.

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Figure1.ComputerandMathematicalOccupationsMatrix

ComputerProgrammers,ApplicationsSoftwareDevelopers,andComputerSystemsAnalystshaveexperiencedthehighestgrowthsince2010;theseoccupationshavegrownbetweenthreetofourpercentinthelastfiveyearsandemployalmost63,000individualsacrossthestate.However,ataboutthreepercentannualgrowth,economicprojectionsindicatethatStatisticians,OperationsResearchAnalysts,andWebDeveloperswillbeinhigherdemandoverthenextfiveyears.TheoveralloccupationalsegmentforComputerandMathematicsisexpectedtoaddjustover10,000newjobsoverthenextfiveyearsforanannualgrowthrateof1.4%—oratotalofsevenpercentinfiveyears—butsurveyedemployersaremoreoptimisticastheyprojectemploymenttoclimbbyalmostninepercentoverthecoming12months.Morerecent,positiveeconomictrends(includingtherelocationofamajorICTemployertothecity)arelikelydrivingthisgreateroptimism.ThetopthreeindustriesinMassachusettsthatemployComputerandMathematicalOccupationsareComputerSystemsDesignandrelatedservices(31%),SoftwarePublishers(11%),andtheManagement

9

ofCompaniesandEnterprises(5%).TherearefewICTworkersfoundinthedataprocessingandhosting(2%)orcomputerandperipheralequipmentmanufacturing(3%)industries.

GeographicCharacteristicsofComputerandMathematicalOccupationsComputerandMathematicalOccupationsaremosthighlyconcentratedinGreaterBoston7,andmostparticularlyinMiddlesexandSuffolkCounties.Notsurprisingly,theconcentrationofICTworkersdiminishesfurtherwestfromlargercitiesandthestate’scapital.TheBostonMSAaccountsforalmosteightintenICTjobsacrossthestate,andMiddlesexCountyalonerepresentsalmosthalfofICTjobs,followedbySuffolkwithaboutoneinsixICTworkers.ThestateappearstobeanetimporteroftalentwithregardstoITemployment.Overall,MassachusettsimportsaboutfivepercentofitsICTworkforcefromoutsidethestate;oftheroughly144,000ComputerandMathematicalOccupationsinthestate,about95%oftheseworkersactuallyliveinMassachusetts.Thereisquiteabitofcommutingwithinthestate’sregionsaswell,asICTworkersthatresideintheWorcester,Springfield,andProvidenceMSAscommuteoutoftheregionandintoSuffolkandMiddlesexCounty,andperhapsevencrossingtheborderintosomeneighboringstates.TheBoston-Cambridge-NewtonMSAsupportshigher-than-averagewagesforComputerandMathematicalOccupations.ThemeanannualwageforICToccupationsisabout$1,000greaterintheBostonMSAcomparedtothestatewideaverage.ThisregionprovidesamuchhigherwageforitsICTworkerscomparedtobothWorcesterCountyandtheSpringfieldMSA—about6%greaterthanWorcesterand14%greaterthanSpringfield.Figure2.ComputerandMathematicalOccupations,GeographicDistributionbyPlaceofWork

7DefinedastheBoston-Cambridge-NewtonMetropolitanStatisticalArea(MSA)

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TheproportionofComputerandMathematicalworkersthatresideintheCityofBostonisidenticaltothestate’soverallproportionofICTemployment.ComputerandMathematicaloccupationsrepresentjustoverfourpercentofallworkersthatliveintheCity.BrightonishometothehighestshareofICTworkers—aboutoneinsix—followedbyJamaicaPlain(9.4%)andDorchester(8.8%).LessthanonepercentofresidentsinHarborIslands,LMA,Mattapan,SouthBostonWaterfront,andtheWestEndare

workinginICToccupations.MissionHill,Brighton,andtheNorthEndhavethehighestproportionofComputerandMathematicalworkersbyregion—ICTworkerscompriseabouteightpercentofworkersthatresideineachoftheseneighborhoods.8AboutsevenintenICTjobsacrossthecityareheldbymen,buttherearesomeneighborhoodsthatsupportaveryhighproportionoffemaleICTemployees.Though

itonlyaccountsforthreepercentofcitywideComputerandMathematicalemployment,RoxburyhasthehighestregionalshareoffemaleICTworkers—oversixintenICTemployeesinRoxburyarewomen.9ThechartonthefollowingpageillustratesoverallComputerandMathematicalOccupationswithineachneighborhood—definedbycensustract—fortheCityofBoston.Thesizeofeachcircledenotestotalemploymentforalloccupations,whilethex-axisillustratesthepercentshareofwomenineachneighborhood’sICTemploymenttotalandthey-axisnotestheregionalshareoftotalcitywideICTworkers.

8AmericanCommunitySurvey,20135-yearestimatesbyCensusTract9Id.

AboutsevenintenICTjobsacrossthecityareheldbymen…RoxburyhasthehighestregionalshareoffemaleICTworkers–

Over6in10ICTemployeesinRoxburyarewomen.

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Figure3.ComputerandMathematicalOccupationsMatrix,byCensusTract10

EmployerSurveyDataTobetterunderstandthedemandsideoftheInformationandCommunicationTechnologylabormarket,BWResearchrecruitedarepresentativesampleof330employersthatemployICTworkers—includingdevelopersandimplementers—toparticipateinasurveythatquantifiesfirmprojectedgrowth,educationandtrainingrequirementsforITnewhires,workforcedemographics,andotheremployersentimentsregardingtheadequacywithwhichentryandnon-entrylevelICTstaffarepreparedforwork.Thefollowingsectiondetailstheseresults.

10PleasenotethatLMA,HarborIslands,Mattapan,andSouthBostonWaterfrontareexcludedfromthisvisualbecausetheyrepresentunder0.5%oftotalComputerandMathematicalOccupationsintheCityofBoston.

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Themajorityofsurveyedfirmsareintheinformationtechnology,financial,orhealthcareindustry.Together,thesethreeindustriesrepresentsixintenfirms.Almost40%offirms—thelargestsegmentofresponses—areintheinformationtechnologyindustry.Figure4.Industry

Informationtechnologyemploymentisfoundacrossarangeofvaluechainactivities.Aboutathirdoffirmsareprimarilyinvolvedinsalesanddistribution,whileanotherquarterprovideprofessionalservicesupportsuchasconsulting,finance,orlegalservices.Justovertwointenfirmsareinvolvedinresearchanddevelopmentactivities,andtenpercentoffirmsmanufacturegoods.Figure5.ValueChain

1.5%0.9%1.2%1.2%1.2%1.5%1.8%1.8%2.1%3.0%

4.9%8.8%10.0%10.9%12.5%

36.5%

OtherRealEstate

Information,OtherProfessional,ScientificandTechnicalServices,Other

ConstructionOtherServices

TransportationandLogisticsGovernment

ManufacturingEnergy

Pharmaceuticals,Devices,orBiotechnologyRetail,Hospitality,orTourism

EducationHealthcare

FinancialServices(Banking,Investment,Insurance)InformationTechnology(Software,Hardware,Internet,Data,…

32.5%

24.3%

21.6%

10.3%

4.9%

3.3% 3.0% Afirmthatsellsanddistributesproductsandservices

Afirmthatprovidesconsulting,finance,legal,orotherprofessionalservices

Afirmthatconductsresearchanddevelopment

Afirmthatmanufacturesgoods

Other

Afirmthateducatesorisanon-profit

Notsure

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Informationtechnologystaffingrangesfromonetomorethan100ITworkersacrosssurveyedfirms.Justoverathirdofemployersreport100ormorepermanentICTemployees,butanother20%offirmsreportonlyonetofivepermanentICTworkers.ThemediannumberofICTworkersis36.Figure6.InformationTechnologyStaffSize

ProjectedgrowthforITemploymentissixpercenthigherthanoverallfirmgrowth.Aboutfourintenemployersexpecttohiremoreinformationtechnologyworkersover2016;thesefirmsprojectalmostninepercentgrowth(8.5%)ininformationtechnologyemploymentoverthenext12months,comparedtojustovertwopercentprojected(2.4%)overallfirmemploymentgrowthforallworkers.Figure7.ProjectedInformationTechnologyEmployment(2016Projected)

ThemajorityoffirmsreportonetofivecurrentICTemploymentopportunitiesattheirlocations.OfthefirmsthatreportedthattheyarecurrentlytryingtofillpositionsforICTworkers,overhalfnoteonetofiveopenpositions.Employerswerenotaskedhowlongthesepositionshavebeenopen,butreportedthatmanagers,engineers,anddevelopersarethemostdifficulttofill.

0.6%

33.4%

10.6%

13.1%

9.4%

11.9%

21.0%

DK/NA

100ormorepermanentITemployees

50to99permanentITemployees

25to49permanentITemployees

11to24permanentITemployees

6to10permanentITemployees

1to5permanentITemployees

39.8%

4.0%

54.1%

2.1%

More

Fewer

Samenumber

Refused

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Figure8.NumberofOpenInformationTechnologyPositions

MostfirmshavehiredonetofiveICTworkersoverthelast12months,andthemajoritywereforpositionsthatrequiredrelevantworkexperience.Fifty-fivepercentofemployersreportthattheyhavehiredonetofiveinformationtechnologyspecialistsover2015,andjustundersixinten(58%)ofthesenewhiresrequiredpreviousworkexperiencerelatedtotheposition.Forty-threepercentofrecentICThiresrequiredaBachelor’sdegreeorbeyond,and27%onlyrequiredanAssociate’sdegreeorcertificatefromanaccreditedcollege.Thirty-onepercentofICTworkershiredoverthelast12monthsarewomen,andjustoveraquarter(26%)areethnicorracialminorities.EighteenpercentofrecentICThiresareveteransoftheU.S.ArmedForcesand17%ofITnewhiresareovertheageof55.Figure9.NewInformationTechnologyEmployees(2015)

Employersreportdifficultyfindingqualifiedcandidatestofilltheirinformationtechnologypositions.Justunderthree-quartersoffirmsreporthiringdifficultyinfillingtheiropenICTpositionsoverthelast12months.

29.9%

10.9%

59.1%

11ormoreITopenings

6to10ITopenings

1to5ITopenings

9.4%

6.7%

5.2%

4.0%

9.1%

10.3%

55.3%

DK/NA

100ormoreITworkershiredoverthelast12months

50to99ITworkershiredoverthelast12months

25to49ITworkershiredoverthelast12months

11to24ITworkershiredoverthelast12months

6to10ITworkershiredoverthelast12months

1to5ITworkershiredoverthelast12months

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Figure10.HiringDifficulty

Themostreportedreasonsforhiringdifficultywerelackofexperience,training,ortechnicalskills.Almostfourintenfirmsmentionedthiswhenaskedwhatthetwomostsignificantreasonsareforhiringdifficulty.Another30%ofemployersreportdifficultyfindingindustry-specificknowledgeandskills,andabouttwointenfirmseachreportedthattheycannotprovidecompetitivewage,theirapplicantshadinsufficientqualifications,certifications,oreducation,orthereistoomuchcompetitionandasmallapplicantpool.Figure11.ReasonsforHiringDifficulty

Firmsreportdifficultyhiringforanumberofpositionsfrommanagerstoadministrativesupport.ThemostdifficultICToccupationtofillisinmanagement;halfoffirmsreportqualifiedmanagers,directors,orsupervisorsaredifficulttofind,followedbysoftwareengineersorwebdevelopersandICTsupport.

11.9%

60.5%

22.5%

5.2%

Verydifficult

Somewhatdifficult

Notatalldifficult

Don'tknow/Refused

14.2%

20.7%

3.4%

8.6%

16.4%

20.3%

20.7%

20.7%

29.7%

38.4%

DK/NA

Other

Culturalfit

Location

Lackofsoftskills(workethic,dependability,criticalthinking,…

Competition/smallapplicantpool

Insufficientqualifications,certifications,education

Cannotprovidecompetitivewages

Difficultyfindingindustry-specificknowledgeandskills

Lackofexperience,training,technicalskills

16

Figure12.MostDifficultPositionstoHire

Firmsalsoreportthatapplicantsdonotmeettheirhiringstandardsforworkexperience,position-specifictraining,education,andnon-technicalskills.HalformorenotedifficultyfindingqualifiedICTapplicantswhomeethiringstandardswhenitcomestorelevantworkexperienceandtrainingspecifictotheposition.Aboutathirdalsonotethatapplicantsoverthelast12monthsdidnotmeetingthefirm’seducationalandsoftskillrequirements.Giventhenumberoffirmsthatreportlackofinterpersonalandsocialskills,togetherwithreporteddifficultyfindingworkerswiththerightsoftskills,suggeststhatthereisacommunication,problem-solving,andteamworkskillgapbetweenwhatemployersseekandwhattrainingprogramsproduce.Figure13.HiringStandards

ThemajorityofICTpositionstypicallyrequirehighereducation.OversixintenemployersnotethataBachelor’sdegreeistypicallyrequiredofnewinformationtechnologyworkers,andanotherthirdreportthatprofessionalcertificationsarealsotypicallyrequired.Justoveraquarteroffirmsexpectsometypeofgraduatedegree.

46.5%35.8%

4.9%6.6%

10.2%10.2%11.9%

23.0%38.5%

41.6%50.0%

DK/NA

Other

ITSecurity

Programmer

Administrativesupport

Finance/accounting

Analyst/research

Sales,marketing,customerservice/HR

ITsupport/consultant

Softwareengineer/webdeveloper

Manager,director,supervisor,VP

7.3%

11.2%

30.1%

35.3%

49.8%

59.6%

Don'tknow/Refused

Noneoftheabove

Interpersonalandsocialskills

Educationlevel

Trainingspecifictotheposition

Relevantworkexperience

17

Figure14.TypicalEducationRequirements

Mostfirmsexpectatleastayearofworkexperienceinacomparableposition.Onlysixpercentofrespondentsreportthatnoformalworkexperienceisrequired,but89%notethatatleastayeartomorethanthreeyearsinacomparablepositionistypicallyrequiredoftheirICTapplicants.AlmostfourintenemployerswouldliketheirICTemployeestohaveworkedonetothreeyearsinacomparableposition.Figure15.TypicalExpectedWorkExperience

Atleastthree-quartersofemployersfindtechnicaltraining,relevantworkexperience,afouryearcollegedegree,andanindustry-recognizedcredentialaseitherveryorsomewhatimportant.Themostimportantconsiderationsfornewcandidatesareoccupation-specifictechnicaltrainingandatleastoneyearofindustry-relatedworkexperience;eachofthesequalitiesareratedimportant(veryandsomewhat)byalmostnineintenfirms.

5.5%

19.1%

24.3%

26.7%

32.8%

62.6%

Don'tknow/Refused

Completionofhighschoolorequivalent

Associatedegreefromacommunitycollege

Mastersorothergraduatedegree(M.A.,MBA,M.S.,…

Professionalcertification(Cisco,CompTIAA+,etc.)

Bachelor'sdegree

6.1%

30.7%

38.9%

19.8%

4.6%Noformalworkexperienceinacomparablepositionrequired

Upto12monthsinacomparableposition

Onetothreeyearsinacomparableposition

Morethanthreeyearsinacomparableposition

Don'tknow/Refused

18

Figure16.ImportanceofTrainingandCredentials

Employersreportthatnon-technicalskillsaremostdifficulttofindamongnon-entrylevelworkers.Justunderaquarteroffirmsfindthatworkethic,dependability,criticalthinking,andothersoftskillsaremostlackingintheirnon-entrylevelworkers,followedbyindustryexperience,training,ortechnicalskills.Figure17.SkillGapforNon-EntryLevelWorkers

Firmsnotethatacollegeeducationlackstheabilitytoinstillthesoftskills—suchasgoodworkethics—requiredforemployment.Overhalfofemployersfindthatcollegesuccessfullyprepares

30.1%

43.2%

56.5%

58.7%

44.4%

37.4%

31.0%

28.9%

11.6%

10.0%

3.6%

4.6%

10.9%

6.7%

7.0%

6.1%

Anindustryrecognizedcredential

Afouryearcollegedegreeorhigher

Atleastoneyearofindustryrelatedworkexperience

Technicaltrainingandexpertisespecifictothepositiontheyareapplyingfor

Veryimportant Somewhatimportant Notatallimportant

Itdepends Don'tknow/Refused

14.6%

2.0%

4.0%

4.6%

9.9%

11.9%

13.2%

17.2%

22.5%

Other

ITprivacy/security

Industryqualifications,certifications,education

Leadership/managerialQualities

Programming/codingskills

Companyspecificknowledgeandskills

Web/softwaredevelopmentskills

Industry/ITexperience,training,technicalskills

Non-technicalskills(workethic,dependability,criticalthinking,etc.)

19

individualswiththeknowledgeandtechnicalskillsrequired,butlessthantenpercentbelievethatcollegesuccessfullyinstillsproperworkethics.Figure18.CollegePreparation

TheabilitytoproblemsolveisaveryimportanttechnicalskillforICToccupations.Sevenintenemployersreportthattheyrequireeitheradvancedcompetencyorexpertiseinthisareaforeithernewhiresorcurrentopenpositions.Quantitativeskills,suchastheabilitytoprocessandanalyzedataarealsoimportant;65%offirmsexpectICTworkerstohaveeitheradvancedcompetencyofexpertiseinthisarea,followedbytheabilitytowriteeffectively(47%).Figure19.ImportantTechnicalSkills

EmployersalsoexpecttheirICTspecialiststopossesscustomerservice,organizational,andspeakingskills.Theabilitytoworkwithothersisthemostimportantnon-technicalskillforfirms;justundertwo

4.1%

0.8%

8.7%

31.0%

55.4%

Don'tknow/Refused

Collegepreparesworkerswithothercharacteristicsrequiredforthejob

Collegepreparesworkerswiththeworkethicandattituderequiredforthejob

Collegepreparesworkerswithbettercommunicationandteamworkskillsrequiredforthejob

Collegepreparesworkerswiththeknowledgeortechnicalskillsrequiredforthejob

3.6%

3.6%

5.2%

11.2%

7.9%

4.9%

35.9%

21.3%

17.6%

25.5%

30.4%

36.5%

21.0%

34.3%

33.4%

Abilitytowriteeffectively(technicalwritingskills)

Abilitytoprocessandanalyzedata(quantitativeskills)

Abilitytoproblemsolve

TheseskillsarenotneededforthispositionBasicproficiency,noadditionaltrainingorexperienceisusuallyneededGeneralcompetency,couldrequiregeneraltrainingorexperienceAdvancedcompetency,typicallyrequiresspecifictrainingorworkexperienceExpertiseinthisarea,specific,training,educationandexperienceisexpectedDon’tknow/NoAnswer

20

thirdsoffirmsexpectthattheirICTemployeeswillhaveadvancedcompetencyorexpertiseinthisarea,followedbymanagementandorganizationalskills(61%)andeffectiveverbalcommunication(47%).

Figure20.ImportantNon-TechnicalSkills

3.3%

3.6%

3.3%

12.8%

9.4%

7.6%

34.3%

23.4%

24.0%

28.9%

32.5%

36.2%

18.5%

28.6%

26.4%

Abilitytospeakeffectivelytodifferentaudiences(speakingskills)

Abilitytomanageandorganizeprojectsandpeopletoensuretheyare

completedcorrectly(managementand…

Abilitytoworkwithothers,includingcustomersandco-workers(peopleand

customerserviceskills)

Theseskillsarenotneededforthisposition

Basicproficiency,noadditionaltrainingorexperienceisusuallyneededGeneralcompetency,couldrequiregeneraltrainingorexperience

21

InformationandCommunicationTechnologies:TheTalentSupplyInadditiontosurveyingICTemployersacrossMassachusetts,BWResearchalsorecruitedjustover100ICTworkersfromacrossthestatetoprovideinsightintothesupplysideoftheICTindustry.Theseindividualsparticipatedinasurveytoprovidedeeperunderstandingonsuccessfulcareerstrategieswithintechnology-relatedfields.Questionscoveredindividualpathwaystocareeradvancement,barriers,andpotentialsolutionstomoveforwardinICToccupations,aswellastheimportanceofvarioustechnicalandnon-technicalskillsforsuccessintheindustry.Followingthiscareernavigationsurvey,participantsagreedtotakeadditionalpersonalityandskillassessments.TheWoofoundassessmentbyTraitifyasksindividualstoidentifywithdifferentactivities,crafts,orsituationsandthenassignsapercentagetovariouspersonalitytraits—visionary,planner,analyzer,action-taker,naturalist,inventor,ormentor—andthebestworkenvironmentsfortheseparticipants.RespondentsalsotooktheStrengthsquestassessmentwhichprovidesqualitativedataonthetopfivestrengthsofITworkerswhoparticipated.Finally,asubsetofrespondentsalsoagreedtotakealonger,morerigorousexamknownasCTECS.ThisexamtestsworkplacereadinessskillsrelatedtotheICTindustryinthreecategories—personalqualitiesandpeopleskills,professionalknowledgeandskills,andtechnologyknowledgeandskills.Individualsreceivedapercentagescoredependingontheirproficiencies,andeachmajorskillisbroken-downintoskillsubsets,suchaspositiveworkethic,integrity,criticalthinkingandproblemsolving,orinternetuseandsecurity.

ThemajorityofICTworkersaremale.AbouttwothirdsofITprofessionalsaremale,andjustoverathirdarefemale.

22

DemographicsandBackgroundThemajorityofICTworkersaremale.Abouttwothirdsofinformationtechnologyprofessionalsaremale,andjustoverathirdarefemale.Thiscomparesto51%ofmenintheoverallstatewideworkforceand49%women.11Figure21.Gender

FewICTemployeesidentifythemselvesasracialorethnicminorities.Themajority—justoverthree-quarters—ofsurveyedinformationtechnologyworkersdidnotidentifythemselvesasracialorethnicminorities.ThisissimilartotheoverallpopulationinMassachusetts,whichreportsabout26%racialorethnicminorities.12Figure22.RacialorEthnicMinority

11AmericanCommunitySurvey20141-YearEstimate;SexbyOccupationfortheCivilianEmploymentPopulation16YearsandOver12AmericanCommunitySurvey2010-20145-YearEstimate;ACSDemographicandHousingEstimates

65.8%

34.2% Male

Female

24.3%

75.7%Yes No

23

InformationTechnologyworkersarefoundacrossaverydiversespreadofindustries.Twointenrespondentsnotethattheirfirmisinthesoftwaredevelopmentindustry;thiswasthelargestchunkofresponses.Anadditionaltwointenreporttheyareinmanufacturing,bothcomputerandnon-computerornetworking-related,buttherestofworkersarespreadacrosseducation,professionalservice,healthcare,finance,insurance,retail,andotherindustries.Figure23.Industry

However,inanaidedquestion,themajorityofworkersreportthattheyarealsointhebroadlydefinedinformationcommunicationtechnologysector.OnlyathirdoffirmsrepliedthattheircompaniesarenotintheICTsector.Figure24.InformationCommunicationTechnologySector

2.7%1.8%1.8%1.8%1.8%1.8%1.8%1.8%1.8%2.7%

5.4%5.4%

7.2%7.2%7.2%

9.0%9.0%9.9%

19.8%

OtherGovernment/PublicAdmin./Military

Non-ProfitPublishing/Media/Entertainment

RealEstateReseller/VAR/SystemIntegrator

TransportationUtilities

Wholesale/DistributionRetail

InsuranceTelecommunications(ServiceProvider)

Banking/FinanceHealth/Medical

ProfessionalServices(Finance,Consulting,Legal,etc.)Education

Manufacturing(Computer/Networkingrelated)Manufacturing(Non-Computer/Networkingrelated)

SoftwareDevelopment

64.0%

33.3%

2.7%

Yes

No

Don'tknow/Refused

24

Ofworkersthatreporttheyareintheinformationcommunicationtechnologysector,justunderhalfnotetheyaremostcloselyconnectedtothesoftwareindustry.Forty-fourpercentofworkerssupportsoftware,andaboutaquarterworkintheinternetindustry,followedbynetworkingwithaboutone-sixthofrespondents.Figure25.InformationCommunicationTechnologiesBreakdown

ICTemployeesacrossMassachusettshavevariedexperienceinthesector.Almosthalfofrespondentsnotetheyhaveworkedintheircurrentpositionbetweenfiveto20years—thelargestchunkofresponsesisfivetotenyears.Justoverfivepercentofworkersreporttheyhavebeenworkingfor20yearsormore,and13%notetheyhavebeenatthisjobforlessthanoneyear.

Figure26.YearsinCurrentPosition

43.7%

22.5%

15.5%

11.3%

7.0%

Software

Internet

Networking

Communications

Hardware

12.6%

31.5%

27.9%

21.6%

5.4% 0.9%Oneyearorless

Morethanoneyear,lessthanfiveyears

Betweenfiveyearsandlessthan10years

Between10yearsandlessthan20years

20yearsormore

Don'tknow/Refused

25

MenandindividualswithaMaster’sdegreeorgreateraremorelikelytohavelongerexperienceinatechnology-relatedfieldcomparedtowomenorthosewithaBachelor’sdegreeorless.Figure27.YearsinTechnology-RelatedField

1.8%

11.7%

27.9%

37.8%

19.8%

0.9%Oneyearorless

Morethanoneyear,lessthanfiveyearsBetweenfiveyearsandlessthan10yearsBetween10yearsandlessthan20years20yearsormore

Don'tknow/Refused

26

Careers,Education,andTraining

DemographicAssessment

ThefollowingaresomekeyfindingsregardingdemographicdifferenceswithintheInformationCommunicationTechnologyworkforceinMassachusetts:

Thereisaslightdifferencebetweenmenandwomenacrossexperience,educationalattainment,andannualsalary.Menareslightlymorelikelytohavespenttenyearsormoreinatechnology-relatedfieldthanwomen,buttheyarealsomorelikelytohavenodegree;eightpercentofmenreportedtheyhavenodegreecomparedtononeofthesurveyedwomen.ThoughthereisaslightlyhigherpercentageofmenthathaveachievedaMaster’sdegreeorbeyond(29%vs.21%),therearesignificantlymorewomenwhohavecompletedtheirBachelor’sdegree(71%vs.52%).Withregardstowages,womenmakeslightlylessthantheirmalecounterparts;justoverhalfoffemaleITworkers(52%)reporttheyearn$75,000ormoreperyearcomparedto56%percentofmen.Thoughminoritiestendtohaveasmucheducationandexperience,theyreportbothlowerwagesandsatisfactionwithcareeradvancement.Eighty-twopercentofminoritieshaveaBachelor’sdegreeorgreater;threeintennotethattheyhavecompletedtheirMaster’sdegreeorbeyond—comparedtoaquarterofnon-minorities—andfewerreporthavingnodegreecomparedtonon-minorityITworkers.Minoritiesaremorelikelytoreportthattheyhavebeenworkingintheircurrentpositionforovertenyears,butonly37%ofminoritiesagreethattheyhaveadvancedasquicklyintheircareerastheywouldlike,comparedto43%ofnon-minorities.MinorityITworkersarealsolesslikelytomakeabove$75,000comparedtotheirnon-minoritycounterparts.Figure28.DemographicComparisonsbyEducation,Salary,andCareerAdvancement

52%56%

35.6%

71%

52% 52.6%52%48%

37.0%

61% 57%

42.9%

Bachelor'sDegree Annualsalaryof$75,000orgreater

CareerAdvancementSatisfaction

Male Female Minority Non-Minority

27

Themajorityofemployeesnotethattheyhavenotonlymovedupthecareerladder,butalsocontinuetogrowintheirposition.Justovertwo-thirdsofsurveyedinformationtechnologyworkersreportthis,and11%notetheyhavemovedupthecareerladderbutnowhavefeweropportunitiesforadvancement.Sevenpercentofrespondentsfeeltheyarestuckintheircurrentposition.Figure29.CareerinTechnology

Themajorityofinformationtechnologyprofessionalsareeithertechnologyimplementersordevelopers.Forty-fivepercentofrespondentsnotethattheyinstallormaintaintechnologyapplicationsattheirfirm,assistingotherswithtechnologyuse,andanother45%worktocreatenewtechnologiesandapplications.Onlytenpercentofrespondentsreportthattheyonlyusethetechnologiesthatareprovided.Figure30.UseofTechnologyinCurrentPosition

Themajorityofinformationtechnologyprofessionalshavereceivedformaleducationortraining;88%ofrespondentsreporttheyhaveinfactreceivedformaleducationortrainingontheuse,implementation,ordevelopmentortechnologies.

7.2%

10.8%

18.0%

64.0%

Ihavenotbeenverysuccessfulinmovingupthecareerladderandfeelstuckinmycurrentposition

IhavesuccessfullymovedupthecareerladderbutIhavefeweropportunitiesforadvancement

Ihavesuccessfullymovedbetweenjobswithsatisfyinglateralmovesbuthavenotmovedup…

Ihavesuccessfullymovedupthecareerladderandcontinuetogrowinmyposition

9.9%

45.0%

45.0%

Iamauseroftechnology,whichmeansthatIusevarioustechnologiesbutIdonotimplementor

developthem

Iamadeveloperoftechnology,meaningthatIworkoncreatingnewtechnologiesand

applications

Iamanimplementeroftechnology,meaningthatIsetup,install,ormaintaintechnologyapplicationsatmyfirmandassistotherswithtechnologyuse

28

Figure31.FormalEducationforTechnology

However,fewerhavetechnologicalcertifications.Abouthalfofsurveyrespondentshavecertifications—suchasCompTIA,Microsoft,Cisco,orJava—whiletheotherhalfdonothavesuchcertifications.Figure32.Certifications

Themajorityofinformationtechnologyprofessionalshavecompletedhighereducation.About85%ofrespondentsnotetheyhaveeitheraBachelor’sdegree,Master’sdegree,orbeyond;59%ofITworkershaveaBachelor’sdegree—thisisthelargestchunkofresponses.Fewindividualsreportthattheyhavenodegree;menandnon-minoritiesaremorelikelytofallintothiscategorythanwomenandminorities.

88.3%

11.7%

Yes

No

50.5%47.7%

1.8%

Yes

No

Don'tknow/Refused

29

Figure33.CollegeCertificateorDegree

Aboutsixinteninformationtechnologyprofessionalsreceivedtheirdegreeinarelatedfield.Fifty-sevenpercentofindividualsreportthattheystudiedeitherInformationTechnology,ComputerScience,orEngineeringforInformationScienceorSystems.Figure34.PrimaryFieldofStudy

1.8%

8.1%

58.6%

26.1%

5.4%

Yes,certificatebutnodegree

Yes,Associatedegree

Yes,Bachelordegree

Yes,Masterdegreeorbeyond

Nodegree

2.9%

1.0%

1.9%

1.9%

1.9%

2.9%

3.8%

3.8%

5.7%

7.6%

9.5%

10.5%

18.1%

28.6%

Other

Physics

Chemistry

Engineering-Networking

Mathematics

Education

Engineering-Other

Non-technicalfieldsuchasHumanities,Art,…

Medical,Health,AgricultureorLifeSciences

Engineering-ElectricalorComputing

BusinessorManagement

Engineering-InformationScienceorSystems

ComputerScience

InformationTechnology

30

KeystoSuccessHighereducation,workexperience,andon-the-jobtrainingaremostimportantforsuccessfulcareernavigation.AbouthalformoreofsurveyedinformationtechnologyprofessionalsnotethataBachelor’sdegree,previousworkexperience,andon-the-jobtraininghavebeenmostimportantinsuccessfullyadvancingtheircareertonewjobswithincreasedpayandresponsibilities.Self-guidedlearningandexperimentingisalsoratedhighlyimportantby44%ofrespondents.

Figure35.ResourcesforSuccessfulCareerNavigation

Self-awareness,networking,andrelationshipmanagementareratedveryimportantforcareeradvancementbyoverhalfofITprofessionals.Infact,self-awareness—formalassessments,understandingstrengthsanddesires,orcareerpathwayevaluation—isconsideredimportant(veryandsomewhat)bynearlyallsurveyrespondents,andveryimportantbyjustoverthree-quarters;thisskillisthemosthighlyratedinimportanceforcareeradvancement.Networking,orformalandinformalactivitiestomeetpeopleandexpandprofessionalconnections,wasalsoratedimportantbynearlyallrespondents,followedbyrelationshipmanagement—maintenanceofpersonalconnections,valuedemonstrationinprofessionalconversations,rememberingcontacts,andbeingagoodlistener.Respondentsnotethattheyspendthemosttimeeachmonthdeveloping,practicing,orconductingrelationshipmanagement—anaverageof15hoursandamedianof10—followedbyorganizationalreading,networking,mentorship,andself-awareness.Individualswhoself-reportedasminoritiesaremorelikelytofindmentorshipveryandsomewhatimportantcomparedtothosewhoidentifyasnon-minorities.

0.9%9.9%

14.4%16.2%

19.8%21.6%22.5%

27.0%28.8%29.7%30.6%32.4%

36.0%41.4%44.1%

48.6%51.4%

62.2%

Don'tknow/RefusedPhD

AssociatesdegreeFormalmentorship

K-12educationJobboardssuchasMonsterandCareerBuilder

LinkedInInformalmentorship

OnlinelearningcommunitiesofindustryprofessionalsMastersdegree

Family/friendssupportandguidanceTechnicalcertifications

WebsitesIn-personnetworking

Self-guidedlearningandexperimentingOn-the-jobtrainingatcurrentemployer

PreviousworkexperienceBachelorsdegree

31

Figure36.ImportanceofCareerAdvancementActivities

Lackofsufficientmentorshipisperceivedasthegreatestobstacletocareerdevelopment.Lackofmentorshipduringtheircareerreceivedthehighestagreement(stronglyandagree)frominformationtechnologyprofessionals,followedbyfeelingtheyhavenotadvancedasquicklyastheywouldlike,andnothavingtherightconnectionswithpeoplethatmakehiringdecisions.Figure37.CareerObstacles

Fewindividualshaveparticipatedinformalcareermentoringprogramsaseitheramentororamentee.Onlyaboutthreeintenindividualsreportthattheyhaveeitherreceivedmentorshiporprovidedmentorshipinaformalcareermentoringprogram.Menaremorelikelytoparticipateaseither

36.9%

46.8%

63.1%

65.8%

76.6%

45.9%

45.9%

34.2%

30.6%

21.6%

14.4%

5.4%

Mentorship(includingformalandinformalmentorship)

OrganizationalReading(includingunderstandingcompanyculture,workplacerelationships,industrytrends,andother

organizationalbehaviors)

RelationshipManagement(includingmaintainingpersonalconnections,takingnotesoncontacts,demonstratingvaluein

professionalconversations,andbeingagoodlistener)

Networking(includingformalandinformalactivitiestomeetpeopleandexpandprofessionalconnections)

SelfAwareness(includingtakingformalassessments,takingastepbackandevaluatingyourowncareerpathway,and

determiningyourownstrengthsanddesires)

Veryimportant Somewhatimportant Notatallimportant Don'tknow/Refused

9.0%

9.0%

12.6%

6.3%

16.2%

9.9%

17.1%

18.0%

17.1%

24.3%

18.0%

25.2%

17.1%

15.3%

18.9%

17.1%

24.3%

25.2%

22.5%

29.7%

27.0%

31.5%

31.5%

26.1%

32.4%

27.0%

24.3%

20.7%

9.9%

13.5%

Ihavebeenlimitedbynothavingenoughformaleducationortraining

Ihavetroublegettinganswerstomytechnicalquestions

Ihavenotbeenabletoacquireenoughnewtechnologyskillstoadvanceinmycareer

Ihavenothadtherightconnectionswithpeoplethatmakehiringdecisions

IhavenotadvancedasquicklyasIwouldlikeinmycareer

Ihavenothadenoughmentorsalongtheway

Stronglyagree Agree Neitheragreenordisagree

Disagree Stronglydisagree Don'tknow/Refused

32

amentorormenteecomparedtowomen,asareminoritiesandindividualswithaMaster’sdegreeormore.Infact,fewfirmsactuallyoffermentorshipprograms.Justunderathirdoffirmsreportthattheyhavesometypeofformalmentorshipprogram,but68%offirmsdonot.Figure38.MentorshipProgram

SkillandCompetencyProfilesInformationtechnologyprofessionalsweremosthighlyratedasplanners,analyzers,andaction-takers.SurveyedITworkersthatparticipatedintheWoofoundpersonalitytestweremorelikelytoscorehigherfortheirpersonalitytraitsasplanners,analyzers,andaction-takers.Plannersaremostoftenfoundinofficesettings;theyenjoydetail-orientedwork,suchasdataanalysis,andaremethodicalandprecise.Analyzersareinquisitiveinnatureandexcelatfindinginformationandidentifyingsolutions.Action-takersenjoymanualorphysicaltasks,usingmachineryortechnologytocompleteprojects;theyarepractical,systematic,andapplied—drawntojobsthatinvolveaspecificskill-setandconcretetask.Ofthesetopthreepersonalitytraits,themostcorrelatedareanalyzersandaction-takers—thehigheranindividualscoresintheanalyzercategory,themorelikelytheyaretobeanaction-takeraswell.Thisisparticularlytrueformenaswellasthoseindividualsthatareemployedinthemanufacturingorsoftwaredevelopmentindustries.13

13TheoverallR-squaredvalueis.65;R-squaredformenonlyis.86;R-squaredformanufacturingis.99;andR-squaredforsoftwaredevelopmentis.94.

27.0%

30.6%

71.2%

67.6%

Participatedinformalcareermentoringprogramasmentee

Participatedinformalcareermentoringprogramasmentor

Yes No Don'tknow/Refused

33

Table1.PersonalityTraits,AverageScores

PersonalityTrait AverageScore

Planner 71.6%

Analyzer 70.6%

Action-Taker 64.3%

Visionary 63.1%

Mentor 58.0%

Naturalist 51.2%

Inventor 50.4%

Morethanaquarterofinformationtechnologyemployeesworkbestinastructuredenvironmentwithcleargoalsandtangibleresultsthatstillmanagestofosterautonomyandencourageinvestigation.Almosthalfofrespondentsworkbestinanenvironmentthatfostersautonomy,andanotherfourintenworkbestinanenvironmentthatisroutine-orientedandstructuredyetstillencouragesinvestigation;threeintenindividualsworkbestinanenvironmentthatofferstangibleresultsandclearlyoutlinesgoalstobeaccomplished.

Table2.TopFiveBestWorkEnvironments

WorkEnvironment PercentofCases

Fostersautonomy 48%

Isroutine-orientedandstructured 41%

Encouragesinvestigation 38%

Offerstangibleresults 28%

Outlinescleargoalstobeaccomplished 28%

Informationtechnologyworkersexhibitthegreateststrengthsintheirinput,learning,andstrategicskills.Aboutthreeintenindividualswerefoundtohaveinput,learner,andstrategicstrengths,andjustunderaquarteralsodemonstrateachiever,deliberative,harmony,ideation,analytical,relator,andresponsibilitystrengths.

34

Table3.TopTenStrengths

Strength PercentofCases

Input 31%

Learner 28%

Strategic 28%

Achiever 24%

Deliberative 24%

Harmony 24%

Ideation 24%

Analytical 21%

Relator 21%

Responsibility 21%

OfthethreemajorworkplacereadinessskillsfortheCommonwealth—personalqualitiesandpeopleskills,professionalknowledgeandskills,andtechnologyknowledgeandskills—informationtechnologyworkersreceivedthelowestaveragescoreintheirprofessionalknowledgeandskills,particularlyincriticalthinkingandproblemsolving—theirabilitytoanalyzeandresolveproblemsthatariseincompletingassignedtasks.Notsurprisingly,theseindividualsscoredhighestintheirtechnologyknowledgeandskills,especiallyfortheinformationtechnologysubset,ortheirabilitytousecomputers,filemanagementtechniques,andsoftwareprogramseffectively.Infact,individualsperformedatorabove86%inallfouroftheinformationtechnologyskillsubcategories,whichisabovethenationalorstateaverageonthesefourITskills.

35

Table4.WorkplaceReadinessSkills,AverageScores

WorkplaceReadinessSkillsfortheCommonwealth AverageScore

PersonalQualitiesandPeopleSkills 82.6%

PositiveWorkEthic:Comestoontime,willingtotakedirection,motivatedtoaccomplishthetaskathand 73.7%

Integrity:Abidesbyworkplacepoliciesandlawsanddemonstrateshonestyandreliability 92.6%

Teamwork:Contributestothesuccessoftheteam,assistsothers,andrequestshelpwhenneeded 87.4%

Self-representation:Dressesappropriatelyanduseslanguageandmannerssuitablefortheworkplace 71.1%

DiversityAwareness:Workswellwithallcustomersandcoworkers 89.5%

ConflictResolution:Negotiatesdiplomaticsolutionstointerpersonalandworkplaceissues 84.2%

CreativityandResourcefulness:Contributesnewideasandworkswithinitiative 75.8%

ProfessionalKnowledgeandSkills 79.2%

SpeakingAndListening:Followsdirectionsandcommunicateseffectivelywithcustomersandemployees 86.3%

ReadingAndWriting:Readsandinterpretsworkplacedocumentsandwritesclearly 75.8%

CriticalThinkingAndProblemSolving:Analyzesandresolvesproblemsthatariseincompletingassignedtasks 64.5%

HealthAndSafety:Followssafetyguidelinesandmanagespersonalhealth 73.7%

Organizations,Systems,AndClimates:Identifiesbigpictureissuesandroleinfulfillingworkplacemission 86.3%

LifelongLearning:Continuallyacquiresnewindustry-relatedinformationandimprovesprofessionalskills 81.1%

JobAcquisitionAndAdvancement:Preparestoapplyforajobandtoseekpromotion 82.1%

Time,Task,AndResourceManagement:Organizesandimplementsaproductiveplanofwork 78.9%

Mathematics:Usesmathematicalreasoningtoaccomplishtasks 71.6%

CustomerService:Identifies/addressesallcustomerneeds;helpful,courteous,andknowledgeableservice 88.4%

TechnologyKnowledgeandSkills 89.5%

Job-SpecificTechnologies:Selectsandsafelyusestechresourcestoproductivelyaccomplishresponsibilities 89.5%

InformationTechnology:Usescomputers,filemanagementtechniques,andsoftware/programseffectively 92.6%

InternetUseAndSecurity:UsestheInternetappropriatelyforwork 85.5%

Telecommunications:Selectsandusesappropriatedevices,services,andapplications 89.5%

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KeyFindingsandRecommendationsEmployersreporthiringdifficulty,asapplicantsfailtomeettheirstandards.Almostthree-quartersoffirmsreportthattheyhavehaddifficultyfindingqualifiedITworkersinthelast12months,andabouthalfoftheseemployersnotethatITapplicantsfailtomeettheirhiringstandardsintermsofrelevantworkexperienceandoccupation-specifictraining.Asignificantnumber—aboutthreeinten—alsomentionthatpotentialnewhiresdonotmeettheirstandardsforinterpersonalandsocialskills.Highereducationandworkexperienceisveryimportantatinformationtechnologyfirms.ThemajorityofemployersrequireaBachelor’sdegree,andaboutthreeinteneachrequireadditionalcertificationsoraMaster’sdegree.FourintenfirmsexpecttheirITapplicantstohaveonetothreeyearsofexperienceinacomparableposition,andanother20%wouldliketheirnewhirestohaveoverthreeyearsofexperience.Notsurprisingly,themajorityofsurveyedITworkershavecompletedhighereducationinsometechnology-relatedfield.Infact,atleasthalfofinformationtechnologyprofessionalsreportthathighereducation,experience,andon-the-jobtraininghavebeenimportantforsuccessfullyadvancingtheircareer.However,employersalsoexpectITnewhirestobeproficientatbothtechnicalandnon-technicalskills.Overhalfoffirmsreportthattheirinformationtechnologynewhiresmusthaveeitheradvancedcompetencyortotalexpertiseinproblem-solving,dataanalysisandprocessing,peopleandcustomerservice,andmanagementororganizationalskills.Justunderhalfalsoexpectadvancedcompetencyorexpertiseineffectivewritingandcommunicationskills.Indeed,currentinformationtechnologyworkersarealsocognizantoftheimportanceofsoftskills.Justunderhalfnotethatself-guidedlearningandexperimentinghavebeenimportantinsuccessfulcareernavigationandadvancement.Infact,self-awarenesswasratedveryimportantbyjustoverthree-quartersofITprofessionals,andnearlyallfindthisskilleitherveryorsomewhatimportant.Despitethis,employersfindthatnon-entryleveljobapplicantsaremostlackingintheirnon-technicalskills.Accordingtosurveyedinformationtechnologyemployers,non-technicalskills,suchasworkethic,dependability,orcriticalthinking,aremostdifficulttofindamongtheirnon-entryleveljobapplicants.Moreover,veryfewfirmsfindthatcollegepreparesindividualswithallofthesoftskillsneededforcareersuccess.OfemployersthathavehiredanewITworkerwithaBachelor’sdegreeoverthelast12months,themajorityagreethatcollegepreparesindividualswiththeknowledgeandtechnicalskillsrequiredforajob.However,fewreportthatcollegepreparesworkerswiththeproperworkethicandattitude.Informationtechnologyprofessionalsnotethatalackofmentorshiphascreatedobstaclesincareeradvancement.JustoverathirdofITemployeesagreethattheyhavehadinsufficientmentorsalongtheircareerpathway.Onlyoneinthreesurveyedfirmsoffermentorshipprograms,andlessthanthree

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intensurveyedemployeesreportthattheyhaveparticipatedinaformalcareermentoringprogramasamentee;justoverthreeintenreportthattheyhaveparticipatedasamentor.ThoughMassachusettsexhibitsaboveaveragestrengthinbothoccupationalconcentrationandgrowthpotential,employersstillnotedifficultyfindingqualifiedapplicantstofilltheseopenpositions.JustunderhalfofrecentICTnewhiresrequiredaBachelor’sdegreeormoreandaboutsixintenrequiredpreviousworkexperience.Butwhilehighereducationandworkexperienceareveryimportanttoemployers,onlyabouthalfofinformationtechnologyprofessionalsreceivedtheirdegreeinarelatedfield.Thissuggeststhatemployersareusingcollegedegreesasaproxyforcriticalthinkingandotherrelatedskills,asopposedtotheindustry-specifictechnicalskillsgainedduringcoursework.However,fewemployersbelievethatcollegeadequatelyinstillsothernon-technicalskillssuchascommunication,teamwork,andworkethic.Thisseemsparticularlytrueforhigh-levelmanagementpositions,wheretheabilitytocommunicateeffectivelyandworkwithothersbecomesincreasinglyimportantasindividualsadvanceintheircareers.Indeed,employersnotethatnotonlyaretheyhavingthemostdifficultyfindingmanagers,directors,andsupervisors,butalsothatthesenon-entrylevelapplicantsaremostdeficientinsoftskills.Manyinformationtechnologyprofessionalscommentontheimportanceofself-drivennon-technicalskillsinadditiontomentoringprogramsforcareeradvancement,butunfortunatelyfewsuchprogramsexist.Entry-levelnewhiresarelikelytogainthenecessarytechnicalskillsfrombotheducationandon-the-jobtraining,buttheremaybemoreopportunityforcompany-drivenmentorshipprogramsthatfosterpersonalgrowthandultimatelycareeradvancement.Furthermore,theindustry’slackofdiversitymayindicateyetmoreopportunityintermsofuntappedtalentpotentialacrossthesedemographicminorities.Expandingthetalentpooltounderrepresentedcommunitieswithtraining,careernavigation,andmentorshipsupportcoulddrivegrowthinthesehigh-demandsoftskills,alleviatethetalentshortage,andfostereconomicgrowthbyplacingindividualsintolong-term,sustainablecareerpathways.Specifically,werecommendthefollowingactionstoexpandICTemploymentopportunitiesandsupportthelocaleconomy:

1. Developcareerexposureandexperienceprogramsthatfocusondiversity.Employersreportadesireforamorediverseworkforce,butwomenandracialorethnicminoritiesremainunderrepresented.However,ignoringcurrentdemographicswithintheICTworkforceandprovidinglessexposuretounderrepresentedcommunitiesmayleadwomenandpeopleofcolortoexcludethemselvesfromthefield.Leftonitsown,lackofdiversitycanhaveaspiralingeffect,asnetworks,mentors,andopportunitiesremainsegregated.Itiscritical,therefore,toengageinintentionaldialogueaboutrace,ethnicity,andgenderinICT.

2. IntegrateproblemsolvingandcriticalthinkingintoallICTtraining.TheBachelor’sDegreehas

becomeaproxyformanyemployers.AcollegedegreecertainlyprovidesthenecessaryknowledgeandskillsforsomeICTjobs,buttoooften,employerswillonlyhirecandidateswithadegreebecausetheydesiretheproblem-solving,analytical,andcriticalthinkingskillsoftenassociatedwithcollege.Notonlyisthisanexpensivesolution(collegedegreeholdershave

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higherpay),theresearchsuggeststhatmostcollegeprogramsdonotimprovecriticalthinkingandproblem-solvingwithoutintentionaldesigntodoso.Noncreditcourseworkthatincludescriticalthinkingmodules(suchasNSF-fundedCATApps14)canbridgethegapatafractionofthecost.

3. Provideexpandednetworkingandmentorshipopportunities.Particularlyfor

underrepresentedpopulations,mentorshipisreportedasacriticalsuccessfactor.However,justunderonethirdofICTemployersreportthattheircompanyhasaformalmentorshipprogram.Developingformalmentorshipandnetworkingprogramsprovidesseveraltangiblebenefits.First,ithelpsindividualsmitigatesomeoftherisksoftheircareerdevelopmentbyfollowingtheadviceandpathwaysoftheirmentors.Inaddition,itleadstomoredialogueaboutcareernavigationstrategiesfornon-traditional(e.g.,collegeeducated)pathways.Finally,diversecareernetworksandmentorshipprogramshelptobreakthespiralbredbylackofdiversity,andhelptobreaksilosinhiringandadvancement.

4. Workwithjob-seekerstoshowcasetheirtalent.Jobseekers—particularlythosewhohave

lackedmentorshipandprofessionalICTnetworks—mustfocustheirjobsearchandmarketingeffortsonthevaluetheycanbringtoanorganization.Thisincludeshelpingjobapplicantstorecognizecompanies’placeinthemarket,highlightinghowtheycanmaketheorganizationsmoreeffective,andpositionthemselvesasgoodcommunicatorsandteamplayers,problem-solvers,andhowtheyintegratetheirtechnicalandnon-technicalskillstomaximumeffect.

5. Engageemployerstoexplorenon-traditionalhiringsourcesandinternshipopportunities.

Whilemostoftherecommendationsinthisreporthavebeenfocusedonjobseekersandthetrainingcommunity,employersthatcontinuetodrawfromtheirtraditionalsources(e.g.,degreeprograms,non-diversecandidatepools,etc.)willhavefewercandidatestodrawfromandmaymissoutonmoretargetedandeffectiveprograms.Thereisalwaysperceivedrisktochange,butwithincreasingnumbersofunfilled,openpositions,greaterdifficultyhiring,andincreasedcompetitionfortalent,expandingthetalentpoolisbecominganeconomicimperative.SkillWorksanditspartnersandstakeholderscanplayacriticalroleinengagingwithemployersanddevelopingprogramthatpreparejob-seekersandreduceriskforemployers.

14Seehttps://www.tntech.edu/cat/cat-applications-in-the-discipline

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MethodologyTheEconomicAdvancementResearchInstitute(EARI)partneredwithSkillworkstodesignandimplementaresearchplaninordertounderstandthedemandandsupplysideoftheInformationandCommunicationsTechnology(ICT)industrysectorinMassachusetts.Alongwiththeinitialsecondarydataanalysisforindustryandoccupations,theresearchplanwassplitintothreeadditionalphases.

ThefirstphaseofresearchcoveredthedemandsideofICT,includingdetailedanalysisofexistingpublicandprivateresourcesaswellasasurveyadministeredtoarandomsampleofapproximately4,300businessestablishmentsinMassachusetts.ThesampleincludedestablishmentsthatarestrictlyICT(1,800),areinvolvedinindustriesthatutilizetechnologyatahighrateandemployworkerswithtechcredentials(1,500),andcompaniesthatareclassifiedaslowtechandtypicallyhavetechsupportonstafforoutsourcesuchtechworkers(1,000).ThissamplewasreinforcedwithinternetpanelsacrossthesameindustrygroupsintheCommonwealth.Forconfirmation,thesurveyedestablishmentshadtomeetthefollowingcriteria;

• BusinesslocationinMassachusetts• Businessemploysinformationtechnologyworkersclassifiedassupportworkers(suchashelp

desk)orworkersclassifiedasdevelopers,includingsoftware,database,andwebdevelopers.

Thesurveyeffortwasconductedoverthephoneandonlinewith329firmscompletingasurvey.

ThesecondphaseoftheresearchtargetedtheICTworkforceandsoughttogainfurtherinformationonactivitiesatfirmsthatemploytheseworkers,educationalattainment,salary,pathways,etc.TherespondentswereculledfromaninternetpanelofICTworkersinMassachusettsandthosethatcompletedwereofferedagiftcardincentive.Respondentswerealsoaskedtoprovidetheirpersonalemailaddresssothattheycouldbeinvitedtothreeseparateassessmentsuponcompletionofthesurvey.Atotalof111ICTworkersintheCommonwealthparticipatedinthesurveyeffortandprovidedcontactinformationtobeusedforthethirdphaseoftheresearch.

Thethirdphaseoftheresearchwasanextensionofthesupplysidefocusofphasetwo.Eachofthe111respondentswereinvitedtotakethreeseparateassessmentstofurtherexpandonthedataalreadygatheredpreviouslyandtoroundouttheworkforceprofileofICTworkersinMassachusetts.Participantswereofferedanadditionalgiftcardincentivethatwasdistributeduponthecompletionofallthreeassessments.Thefollowingassessmentswereadministered;

• WoofoundPersonalityAssessment–surveyrespondentsweresentanemailandaskedtoregisteranaccountwithWoofoundathttps://swn.woofound.me/sessions/new.Fromthere,aseriesofworkactivitiesandpersonalityquestionswereadministered.Theassessmenttookanaverageoffiveminutestocomplete.Eachparticipantwasprovidedacustomizedpersonalityassessmentthatalsoincludedfavoredworkenvironmentsandoccupationalrecommendations.ThisdatawasgatheredbytheresearchteamandanalyzedtodetermineacombinedpersonalityprofileforICTworkers.

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• StrengthsQuestStrengthsFinderOnlineAssessment–thisassessmentwasadministeredtosurveyrespondentsfromphase2thatalsocompletedthefirstadditionalassessment(WoofoundPersonalityAssessment).Eachparticipantwasprovidedauniqueaccesscodeandaskedtoregisterathttps://www.strengthsquest.com/register/default.aspx.Theonlineassessmenttookapproximately30minutestocomplete.Respondentswereprovidedwithareportthatlistedtheirtopfivetalentthemesorstrengthsandofferedsuggestionsfortheirapplicationtoacademic,careerandleadershipdevelopment.ThisdatawasgatheredbytheresearchteamandanalyzedtodetermineacombinedtalentorstrengthsprofileforICTworkers.

• CareerandTechnicalEducationConsortiumofStates(CTECS)WorkplaceReadinessSkillsfortheCommonwealthAssessment–Thisfinalassessmentwasadministeredtosurveyrespondentsfromphase2thatcompletedthefirsttwoadditionalassessmentsofphase3(WoofoundPersonalityAssessmentandStrengthsQuestStrengthsFinderOnlineAssessment).EachparticipantwassentaninvitationfromCTECStotaketheassessment.Theonlineassessmentconsistedof100multiplechoicequestionsandofferedaone-hourwindowforcompletion.EachrespondenttotheCTECSassessmentwasofferedanofficialcertificateiftheyachievedanoverallpassingscoreof75%orhigher.Theassessmentoffereddisaggregatedscoreswithinthefollowingassessmentthemes;

o PersonalQualitiesandPeopleSkillso ProfessionalKnowledgeandSkillso TechnologyKnowledgeandSkills

ThisdatawasgatheredbytheresearchteamandanalyzedtodetermineacombinedworkplacereadinessskillprofileforICTworkers.