National Association of Governmental Labor Officials
NAGLO Annual Meeting
Building a State Workforce Business
Architecture
7/29/14
Current State
Different entities speaking different languages
Education – Education and Career Pathways, Demand
Workforce Development – Sector Strategies
Economic Development – Industry Clusters, Attraction
Requires a crosswalk to build integrated strategies
supported by data with reporting capabilities
Business Architecture - Where to Begin?
Current State plus:
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Voices to be Heard: Relationships +
Expectations to Incorporate: Requirements +
Opportunities to Evaluate: Principles +
Customer and Client Engagement: Programs +
Projections to Consider: Market Relevancy +
Collaborations to Forge: Partnerships +
Systems to be Integrated: Applications +
Legislation to be Introduced: Policy =
Future State Business Architecture - VALUE
Strengthened Network Collaborations
Economic Development
Workforce/Talent
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Workforce Development
Boards
Partner Agencies
Apprenticeship Councils
Youth Apprenticeship
Consortia
Staffing Agencies
Talent Developers
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WEDC
Grow Regions
County Economic
Development
Export Strategies
Business
Retention/Attraction
Site Locators
Demand
Driven
Programming
Employers
P-20 Education
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K-12
Technical Colleges
2 and 4 Year institutions
Credentialing Agencies
School Counselors
Parents!!!
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Chambers of Commerce
Business Alliances
Trade Associations
Professional Associations
Small and Independent
Businesses
Entrepreneurs
Start up companies
• Voices in the Conversation are “Both/And” not either/or
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Employers and Educators
State and Local stakeholders
Economic and Workforce Development
2-year and 4-year colleges and universities
Professional, Liberal Arts and Technical programs
Surveys and Research
Private and Public interests
Supply and Demand models
Common processes and constituent specific programs
Current and Future talent
How Employers Think
The voice of employers = Demand
What are employers saying about talent?
The HUMAN Age = Human Capital +Talent Development
ManpowerGroup/The Human Age/Talentism
http://www.manpowergroup.com/wps/wcm/connect/manpowergroup-en/home/thought-leadership/human-age/Talentism+_new/
The New Capitalism
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The world has entered a new era, one requiring the redesign of business
models, redefinition of value propositions and reinvention of social systems.
This transformation is necessary with “Capitalism” shifting to “Talentism,”
where it matters less if countries and companies can access the capital they
need and more if they can attract the talent they need to win. Exponentially
complicating matters, the demographic landscape dictates that talent— as
capital once was—is becoming not only a scarce resource, but the key
competitive differentiator.
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Countries and companies will need to examine their business strategies and
ensure they have an appropriate talent strategy in place to attract, retain
and develop talent; unlocking the human potential they need to succeed.
Projected Mismatch in
Wisconsin’s Talent Pipeline
Adapted with permission from the National Governor’s Association
Without strategic pathways, employers and job seekers (current
and future) struggle to connect around skills and labor demands
Adapted with permission from the National Governor’s Association
What is DWD’s strategic role?
Adapted with permission from the National Governor’s Association
What is DWD’s operational role?
Collaborator
Convener
Strategic
Partner &
Investor
Granting
Authority
Direct Service
Provider
Balanced Scorecard
Market Relevancy
One Stop Services
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One & Done Principles
Talent Assessment
Skills Definition
Career Planning & Pathways
Employment Readiness
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Demand driven services
Talent recruitment/retention
Standard Operating Environment
“Earned” Value
Today’s Clients
Today’s Customers
Talent Development
Program & Fiscal Management
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Training Investment
Career Pathway Coordination
Regional Training consultation
Sector Facilitation
Future Workforce
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Program Forecasting/Effectiveness
Inclusive Partnerships
Sustainable Funding Strategies
Scalable, Portable, Replicable models
Collaboration & Compliance
Wisconsin’s evolving Labor Market Information System
Customer
Case
Management
Tool
User Councils
Programs
Future
Workforce /
Career
Pathways
Staff Assisted
Functions for
Job Seekers
and Employers
Roles and
Responsibilities
Business
Services
Public
Labor
Information
Exchange
Skill
Exploration
Labor Market
Information
and
Forecasting
Employer
Registration
and Job
Postings
Job Seeker
Resume and
Job Search
Match
Functionality to
Connect
Employers and
Job Seekers
Data Sharing
• Five Value Drivers
Assessments & Tools
Skill Explorer
Skill Explorer: Linking people, skills
and knowledge to job postings.
Wisconsin Talent Development Driver Strategies
Expansion of demand-driven workforce models at the state,
regional and local level
Inclusion of high-demand technical education programming and
credentialing in K-12 schools and technical colleges
Further alignment of workforce partners, resources, and
networks to support economic development and business
expansion/attraction strategies
Enhancement of workforce strategies, programming and
funding models
Five Value Drivers
Demand Focused
Employment
Readiness, Skills
Assessment,
Candidate
Inventories
Career Pathways,
Access to Skill
Development,
Future Worker
Education,
Integration,
Analysis &
Research, Job
Readiness
WFF,
Business
Retention and
Attraction,
Business
Development
Talent
Development
Economic
Development
Client
Services
Demand driven models,
Targeted Career Expos,
Honest Broker
Relationships, Research
Based, Coordinated
Business Services
Customer
Services
Economic Research,
Data Analysis &
Forecasting
Economic
Modeling,
Skill and
Labor Market
Forecasting,
Program
Evaluation
Future State
Education, Workforce & Economic Development
Align Around Specific Industries to Meet Demand
Adapted with permission from the National Governor’s Association
Thank You!
Division Administrator
Scott Jansen
608-266-3485
scott.jansen@dwd.wisconsin.gov