Workforce Development
Continuum
Assessing Charlotte’s Workforce
Needs in the Year 2000
Workforce Continuum
Committee
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Jane Cooper, Chair
Elaine Lyerly, Marketing
Becky Paneitz, Service Delivery
Rick Vignos, Research
Kit Cramer, Staff
The Survey of the Workforce
• In August 2000 a Survey of the
Workforce was developed:
– Focus groups were held
– The 1996 survey was reviewed and major
revisions were made
– New questions were developed
Advantage Carolina Data
• Method
– 1,000 paper copies were mailed to
businesses
– the URL was emailed to 3,000 businesses
to complete the survey on-line
– follow-up postcards were mailed to 10,000
businesses
– 333 completed surveys were returned (138
paper copies, 195 via online data base)
Size of Businesses Responding
1 4 .3 %
4 5 .3 %
< 1 0 0 e m p lo y e e s
1 00 -4 9 9 e m p lo y e e s
> 5 0 0 e m p lo y e e s
4 0 .4 %
Respondents came from a wide variety of zip codes and businesses
Employers were asked to identify
the need for workers by type
– Low-skilled such as laborers and dishwashers
– Skilled such as secretaries, computer
technicians
– Professional such as managers and nurses
Availability of and Need for
Workers by Type
Type
Somewhat to
Very Available
Some need to
Great Need
Low Skilled
69.8%
45.7%
Skilled
64.3%
86.1%
Professional
64.5%
76.5%
Summary: Change in Need
• In 1996, the need was for:
– low-skilled workers (1st)
– professional workers (2nd)
– skilled workers (last)
• Today, the need is for:
– skilled workers (1st)
– professional workers (2nd)
– low-skilled (last)
Educational Needs
• Employers were asked
– “thinking about employees your firm is
likely to hire locally within the next five
years, please indicate the highest
completed education level future new
hires will need to have.”
– high school degree or less
• certificate or diploma
• 2-year degree
• 4-year degree
• post-baccalaureate degree
Educational Requirements of
Current and Future
Workforce
Education Level
41-100%
41-100% of of future
workforce
workforce
today has: will need:
Less than HS degree
HS degree only
Certificate or diploma
2-year degree
4 year degree
Post-bac. degree
10.6%
49.3%
14.7%
14.8%
43.1%
14.2%
7.2%
48.7%
26.3%
24.1%
49.5%
17.2%
Summary: Change in Education
• Employers feel the need for education is
increasing:
– Fewer employees with HS degrees only (or
less) will be needed in the future
– More employees with certificates,
diplomas, 2-year, 4-year and post
baccalaureate degrees will be needed
Changes from
1996
• The 1996 survey indicated that 47.6%
of employers indicated that their
employees needed a high school
degree
• Four year degrees were needed by
15.9% of employers
• Community college degrees were
needed by 10.7% of employers
Hiring Decisions
• Employers were asked to indicate
how important the following areas
were when making hiring decisions.
Attitude and demeanor
Communication skills
Previous work experience
Appearance/dress/grooming
Demonstrated skills
Longevity with previous employer
Years of schooling completed
100%
98.4%
98.1%
97.2%
92.2%
89.1%
87.5%
Recommendations from previous employers 86.9%
Professional/technical certifications
79.9%
Entry-level wage expectations
79.9%
Recommendations from other employees
75%
Scores on tests from interview
62.8%
Grades earned in school
53.6%
Military experience
21.9%
Summary: What Influences
the Hiring Decision
• Soft skills!
– Attitude, demeanor and communication
skills were at the top of the list
– Right behind that was demonstrated
skills and previous work experience
Perceptions of Change in the Skill Level of
the Workforce Over the Past Ten Years
low-skilled workers
skilled workers
professional workers
recent HS graduates
lower
same
higher
40%
15.9%
11.6%
38%
52.4%
27.9%
31.7%
41.2%
7.7%
56.2%
56.7%
20.8%
Perceptions of Change in the Work Ethic of
the Workforce Over the Past Ten Years
low-skilled workers
Skilled workers
Professional workers
Recent HS graduates
lower
same
higher
60.3%
49.4%
27.8%
68.1%
26.1%
38.4%
50%
26.4%
3.5%
12.2%
22.2%
5.5%
Summary
• Skill levels are increasing
among skilled and
professional workers
• Work ethic is decreasing
Addressing the Major Issues
Confronting Employers
• Hiring and Retaining Qualified Staff
• Hiring Practices in a Competitive
Labor Market
• Competition in the Labor Force
• Issues of Training
Obstacles to Recruiting and Retaining
Qualified Employees
competitive wages from other
companies
entry wage expectations
commuting time and distance
lack of affordable child care
lack of transportation
lack of affordable housing
84.4%
73.5%
58.9%
46.6%
37.4%
32.7%
Summary: Major Issues in
Hiring
• Competition from other companies was the
highest ranked factor -- companies are
hiring employees right out from under
businesses with competitive wages and
benefits
• Expectations - employees expect too much
for entry level jobs -- they want to be
rewarded with wages and benefits even if
they bring nothing to the table
Most Common Hiring Practices
Used in a Competitive Labor
Market
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•
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•
•
•
casual dress codes
recognition programs
tuition reimbursement
free parking
vacation packages
flextime
73.4%
69.4%
66.7%
61.4%
54.7%
51.7%
Considering the competitive local labor
market, to what extent is your company
doing the following?
• doing more training once employees
are hired
• using creative hiring practices
• leaving jobs unfilled
• advertising in different regions of
the country
• hiring lower skilled employees
• hiring ESL employees
• using co-op and internship students
91.9%
81.7%
59.6%
56.4%
48.1%
44.9%
40.5%
Perceived Factors Impacting the Training
Needs of the Local Workforce
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competition with other companies
technology specific to the industry
technology changes
growth in the knowledge base in the field
low skills of new hires
low skills of current workforce
organizational structure/process change
required continuing education
cultural diversity of the workforce
non-English speaking employees
85.4%
78.7%
76.6%
73.4%
70.6%
64.8%
64.7%
51.9%
45.0%
34.8%
Summary: Contributions to
Training Needs
• Remaining up-to-date to compete
• Workforce issues are rapidly changing:
– technology
– knowledge base in field is increasing
– technologies specific to industries are
increasing
Training Needs
More than 50% of Employers
Perceived the Following List of
Subjects to be
Training Needs of
Their Current
Workforce
Soft Skills
teamwork ability
communication
interpersonal skills
professionalism
punctuality
attitude toward supervisors
self-initiative
perseverance
listening
physical appearance
Basic Job Skills
learning new skills
problem-solving
reading
phone skills
writing
basic arithmetic
speaking/communication
Management Skills
using time, money, materials, space
and staff wisely
decision-making
leadership ability
Technical Skills
acquiring/using information performing technical tasks
understanding graphs/charts computer literacy
Diversity Skills
working with diverse cultures
English language skills
Employers Considered the
Need for Training in the
Following Areas Would
Significantly Increase Over
the Next Five Years
acquiring/using information
problem-solving
attitude toward supervisors
performing technical tasks
working with diverse cultures
understanding graphs/charts
English language skills
learning new skills
reading
decision-making
computer literacy
physical appearance
basic arithmetic
Top Computer Skills Needed by
Employees
Percent indicating
some need to great need….
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•
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•
•
e-mail
data base management
spreadsheets
word processing
data entry
desktop publishing
84.2%
83.3%
78.9%
75.9%
72.6%
53%
Greatest Computer Skills
Training Need
• Email
– aging workforce
– training not only on email use but on
etiquette and ethics
– spelling, grammar and language skills
– truckers, machinists and plant
workers now need to know email for
communication
Will your firm do training in
the next few years?
7.5%
% yes
% no
92.5%
Employers were asked….
• If you said “yes”….. to what
extent do you anticipate your
company using the following
sources for training?
Sources of Training Employers Will
Use
in-house training
private consulting firms
two-year colleges
four-year colleges/universities
government resources
union resources
98.7%
58.7%
39.7%
35.2%
24.5%
3%
Methods Employers Plan to Use
on-site training
workshops, seminars or conferences
one-on-one training
traditional class room
off-site training
outside experts
self-paced tutorials
internet or on-line training
distance education
94.5%
87.5%
87.3%
82.2%
71.1%
65.8%
58.6%
58.1%
30.6%
Summary: Training Methods
• Businesses are still most interested in:
– on-site, one-on-one training
– or -- on-site traditional classroom style
training
– sending people to seminars and
conferences
• They seem less interested in:
– on-line training
– distance education
– self-paced training
Open-ended Questions
Employers were asked to list...
• the jobs that their company is
having difficulty filling locally.
• the technical/job specific
skills/needs their company is
having difficulty recruiting.
Technical/Job Specific Skills Needed
(top 20)
Computer
Mechanical
Customer service
Data entry
Communication
Engineering
Machine operation
Welders
Sales
Electrical
Cashiering
Web design
Telephone
Filing
AutoCAD
Carpentry
Managerial/organizational
Maintenance/electrical & mechanical
Accounting/bookkeeping
Database management/design
Difficult Jobs to Fill Locally
(top 20)
Customer Service Representatives
Sales (associates/managers)
Administrative Assistants
Clerical Workers
Project Managers
Engineers
Nurses (LPN&RN)
Warehouse Employees
Welders (qualified)
IT Professionals
Difficult Jobs to Fill Locally
(top 20)
Machine Operators
Maintenance/Technical Workers
Production Managers
Receptionists
Supervisors/managers
Accountants
Marketing
Service Technicians
Machinists
Systems Analyst
The Cluster Groups
Six Identified Cluster Groups
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Cluster
# respondents
High Growth Manufacturing
77
Financial Services
41
Travel & Entertainment Services 39
Professional Services
38
Innovative Technology
21
Transportation
17
Need Versus Availability of Low
Skilled Workers by Cluster
9 0%
8 0 .0 %
7 8 .9 %
8 0%
7 0%
8 3 .3 %
7 7 .1 %
6 2 .2 %
6 0%
5 8 .8 %
5 0%
6 4 .9 %
6 4 .9 %
5 8 .8 %
F in .S er.
T r an s .
H G M anu.
4 0%
Pr o f.S erv .
3 0%
T r av / E n te r
In n o v .T e ch .
2 1 .6 %
2 0%
2 1 .5 %
1 0%
0 .0 %
0%
% need
% av a ilab le
Difference in Need Versus
Availability of Low Skilled Workers
• Where need was low, availability was
perceived as high (innovative
technologies, financial services and
professional services)
• Where the need was high, perception
of availability was low (travel and
entertainment)
• There was no true difference
between need and availability in high
growth manufacturing and
transportation
Need Versus Availability of
Skilled Workers by Cluster
100%
95%
90%
85%
80%
75%
1 0 0 .0 %
9 5 .1 %
8 9 .5 %
8 5 .7 %
F in .S e r .
8 1 .2 %
Trans.
7 8 .4 %
H G M anu.
7 6 .6 %
7 1 .1 %
70%
P r o f.S e r v .
I n n o v .T e c h .
T r a v / E n te r
65%
5 8 .5 %
5 7 .9 %
60%
5 5 .8 %
55%
5 2 .9 %
50%
% need
% a v aila b le
Difference in Need Verses
Availability in Skilled Workers by
Cluster
• Availability was considered low and
need high in five of six cluster
(financial services, transportation,
high growth manufacturing,
professional services, and innovative
technology)
• In travel and entertainment, the need
was not much greater than the
availability
Need Versus Availability of
Professional Workers by Cluster
1 00 %
95 %
90 %
85 %
80 %
75 %
95 . 2%
87 . 5%
8 0%
78 . 4%
73 . 7%
70 %
65 %
Fin .S e r .
7 6 . 2%
73 . 7%
T r a n s.
H G M an u .
P r o f .Se r v.
I n n o v.T e c h .
6 4 .5 %
6 4. 7 0%
64 . 5%
60 %
57 . 9%
55 %
5 0. 0 %
50 %
% need
% a v a ila b le
T r a v / E n te r
Difference in Need Versus
Availability of Professional Workers
by Cluster
• Need was considered high and
availability low in five clusters
(financial services, transportation,
professional services, innovative
technology and travel and
entertainment)
• Need and availability for professional
workers was equal for high growth
manufacturing
Cluster Group Employers were
asked:
• What percentage of your future
workforce will need the following
educational credentials:
– high school degree or less
– certificate, diploma or 2-year degree
– 4-year degree or greater
Percent of Future Workforce
Needing a High School Degree or
Less
80%
70%
7 3 .3 %
60%
6 5 .3 %
50%
60%
Fin .Se r.
T ra n s.
40%
HG M anu.
46%
P ro f.Se rv.
30%
20%
I n n o v.T e c h .
T ra v/E n te r
2 0 .7 %
10%
0%
0%
p e rc e n t
Percent of Future Workforce
Needing a Certificate, Diploma or 2Year Degree
40%
35%
3 8 .5 %
30%
3 5 .3 %
25%
2 6 .7 %
20%
15%
10%
2 2 .6 %
2 0 .0 %
1 7 .2 %
Fin .Se r.
T ra n s.
HG M anu.
P ro f.Se rv.
I n n o v.T e c h .
T ra v/E n te r
5%
0%
p e rc e n t
Percent of Future Workforce
Needing a 4-Year Degree or Greater
100%
90%
95%
80%
70%
75%
60%
50%
T ran s .
H G M an u .
58%
50%
40%
10%
Pro f.S erv .
In n o v .T ech .
30%
20%
F in .S er.
T rav / E n ter
2 3 .1 %
1 1 .8 %
0%
p e rc e n t
Factors Driving Training by Cluster
95%
85%
F in .S e r .
Tra n s.
HG M anu.
75%
P r o f .S e r v .
I n n o v .T e c h .
T r a v / E n te r
65%
55%
C o m p e titio n w ith
T e c h n o lo g y
S p e c if ic
c o m p a n ie s
changes
te c h n o lo g y to
in d u s tr y
Factors Driving Training by Cluster
90%
80%
F in .S e r.
70%
T ra n s .
H G M a nu.
P ro f.S e rv .
60%
I n n o v .T e c h .
T ra v / E n t e r
50%
40%
g ro w t h in
o rg a n iz a t io n a n d
lo w s k ills o f n e w
k n o w le d g e
p ro c e s s c h a n g e
h ire s
Factors Driving Training by Cluster
90%
80%
70%
60%
F in .S e r .
Tra n s.
50%
HG M anu.
P r o f .S e r v .
40%
I n n o v .T e c h .
T r a v / E n te r
30%
20%
10%
0%
lo w s k ills
cu rren t
w orkforc e
c o n tin u in g e d
d iv e r s ity
ES L
Top Ten Training Needs Financial Services
% indicating somewhat
to a great need
•
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Teamwork ability
Professionalism
Self-initiative
Leadership ability
Perseverance
Listening
Interpersonal skills
Communication
Phone skills
Punctuality
92.7%
92.7%
92.5%
90.2%
90.0%
87.5%
87.2%
85.4%
85.0%
85.0%
Top Ten Training Needs Transportation
% indicating somewhat
to a great need
•
•
•
•
•
•
•
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•
•
•
Writing
Teamwork ability
Phone skills
Professionalism
Self-initiative
Communication
Listening
Problem-solving
Learning new skills
Acquiring/using info
Performing technical tasks
95.1%
94.1%
94.1%
94.1%
94.1%
94.1%
94.1%
94.1%
94.1%
94.1%
94.1%
Top Ten Training Needs - High
Growth Manufacturing
% indicating somewhat
to a great need
•
•
•
•
•
•
•
•
•
•
Teamwork Ability
Self-initiative
Attitude toward supervisor
Communication
Interpersonal Skills
Listening
Leadership ability
Perseverance
Acquiring/using information
Punctuality
98.7%
96.1%
94.7%
93.3%
92.1%
92.0%
90.8%
90.8%
90.7%
89.6%
Top Ten Training Needs Professional Services
% indicating somewhat
to a great need
•
•
•
•
•
•
•
•
•
•
Performing technical tasks
Leadership ability
Acquiring/using information
Computer literacy
Teamwork ability
Listening
Self-initiative
Perseverance
Interpersonal skills
Using time, money, materials, space
and staff wisely
81.1%
78.9%
78.9%
78.9%
76.3%
76.3%
76.3%
76.3%
75.7%
73.7%
Top Ten Training Needs Innovative Technologies
% indicating somewhat
to a great need
•
•
•
•
•
•
•
•
•
•
Teamwork ability
Communication
Leadership ability
Interpersonal skills
Working with diverse cultures and people
Listening
Phone skills
Acquiring/using information
Problem-solving
Decision-making
81%
76.7%
76.2%
71.4%
71.4%
61.9%
61.9%
61.9%
60%
60%
Top Ten Training Needs - Travel
and Entertainment Services
% indicating somewhat
to a great need
•
•
•
•
•
•
•
•
•
•
Communication
Interpersonal skills
Listening
Teamwork ability
Professionalism
Self-initiative
Punctuality
Perseverance
Problem-solving
Decision-making
100.0%
100.0%
97.4%
94.9%
94.9%
94.9%
94.9%
94.9%
94.9%
94.9%
Conclusions
• Employers have high need for skilled
and professional workers
• Employers are experiencing a high
degree of competitiveness
• Employers are looking for educated
employees with the need for
education increasing over the next
five years
Conclusions
• Employers felt that while skill levels
had increased in some areas, work
ethic had decreased over the past ten
years.
• Employers will be doing their own
training over the next few years.
• Greatest training needs are for soft
skills.
• Employers are finding it more difficult
to hire qualified workers
Research Team Members
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•
Rick Vignos - Harris Interactive
David Belton - Charlotte Chamber
Tony Crumbley - Charlotte Chamber
Ashley James - Charlotte Chamber
Cheryl Roberts - UNCC Urban Institute
Terri Manning - Central Piedmont
Community College
For a Copy of This Presentation
• Contact:
Terri Manning
terri_manning@cpcc.cc.nc.us
330-6592