New Growth Group and MJ Crocker and Associates partnered with Cuyahoga Community College to explore the role of the employer in addressing current skill gaps and the emerging Industry 4.0 trends. The project team used a framework to identify and analyze manufacturing workforce programs that exemplify best practices, resulting in sustainable partnerships with measurable outcomes. The Employer Engagement Playbook was created from this work and is designed to guide community colleges in collaborating with employers and other key stakeholders to meet current and future workforce needs. Nikki Glazer Stoicoiu recently presented the findings and introduced the Employer Engagement Playbook at the National Coalition of Advanced Technology Centers Conference. This blog summarizes the presentation.
Throughout our years in workforce development, we have seen programs and initiatives focused on either supply-side or demand-side. In this dichotomy, supply-side programs focus on the process of training and supporting job seekers or incumbents, and demand-side initiatives focus on organizing employers to address their talent challenges. While it should be noted that programs are rarely only supply or demand facing, the focus on who the program is seeking to serve (job seekers or businesses) can lead to siloed systems with limited information flows. To address this, investors, policy makers, project directors, and other key stakeholders may consider moving from an either/or approach, to a both/and.
In workforce development, one day you’re in and the next day you’re out. New Growth has worked in over 20 states, which gives us a sneak peak into the hottest trends in workforce development from coast to coast. This summer, apprenticeships, shortened grant timelines, and interstate data sharing are making waves.
This month we sat down with our Counsel, Krissa Kean, to learn more about administrative data sharing. As part of her role, Krissa manages data transfer and integrity issues during workforce program evaluations, and negotiates data security agreements with entities ranging in size from community colleges to state agencies.
This month we sat down with our Director of Evaluation, Brian Schmotzer to learn more about how he puts together evaluation plans and the sources of data we use to execute program evaluations.
This report identifies strong practices for aligning postsecondary education and training program content with the skill needs of employers in the advanced manufacturing sector. Advanced manufacturing employers grapple with skill gaps that hinder their businesses. Effective solutions to this challenge emerge when employers contribute essential knowledge and resources to improve education and training programs. As such, identifying and implementing innovative roles for employers to connect with the web of educational institutions, training providers, and public workforce systems is critical. This report establishes a framework for identifying exemplary practices, provides summary information, and presents key findings and recommendations for engaging employers.
We sat down with Kaci Roach, our Project Manager, to learn more about her role and how she keeps her projects and meetings on schedule.
We sat down with Nikki Glazer Stoicoiu, our Data Manager and Analyst, to learn more about her role and what sort of data she geeks out over.
We sat down with Robin King, our Grant Services Manager to learn more about how she views her work and what drives her passion for grant writing and funding forecasting.
Since being founded in 2010, New Growth has performed evaluations and data analyses for various organizations such as K-12 school districts, post-secondary educational institutions, and non-profits. While the definition of impact differs from project to project, many education or workforce-related evaluations include the tracking of education or employment-related information such as: enrollments, graduation rates, job placements, and job retention. In most cases, the best way to obtain data and track outcomes is to connect directly with administrative data sources that have standardized ways of collecting information.
As 2017 comes to a close, we reflected on some of the biggest lessons we learned this year. Observing the cardinal rule of knowledge-sharing “what is learned here leaves here”; below are some of the insights we gained:
Last month we blogged about the work that New Growth did for Skills for Chicagoland’s Future (Skills). Skills is a public-private partnership working to find jobs for unemployed and underemployed job seekers in the Chicago area. They have adopted a “demand driven” approach – working with businesses to determine their hiring needs and then finding qualified individuals to fill those jobs. Skills wanted to measure how well their model was working in the real world, so they hired New Growth to evaluate the project.
New Growth just wrapped up work on an evaluation project for Skills for Chicagoland’s Future (Skills). Skills is a public-private partnership working to find jobs for unemployed and underemployed job seekers in the Chicago area. They have adopted a “demand driven” approach – working with businesses to determine their hiring needs and then finding qualified individuals to fill those jobs. Skills wanted to measure how well their model was working in the real world, so they hired New Growth to do an evaluation of the project.
Structural barriers have kept unemployment stubbornly high for young adults in Cleveland, and a vast gulf separates white youth from youth of color in success finding a job. A report released last month by Policy Matters Ohio, in collaboration with Generation Work, found that young Clevelanders across the board face unemployment rates five points higher than the median worker, despite being more likely to search for work. Among young people of color, nearly one in three is unemployed.
The Great Recession was devastating for many, but as the recovery continues, teens and young adults are struggling to keep up. A new report from Policy Matters Ohio found in Cleveland, those in the 18-29 age range had an unemployment rate of 13.8% in 2013-2015, five points higher than the total population (8.8%). While most in this age group have increased educational attainment, many are employed in low-wage jobs that lack career ladders. The most common jobs for young adults have a median salary of $22, 176 which is lower than the average of all workers, $32,596 and much lower than the median of older workers, $39, 739. These gaps are glaring when the data is disaggregated, with stark disparities for young people of color across employment, education and wage rates. These issues have not gone unnoticed, and leaders in Cleveland are organizing to create a solution.