“Using Skills Panels in Addressing
Industry Needs”
AWS – Weld-Ed Education Conference
Las Vegas, NV
October 6, 2008
Business & Industry Services at Worksystems, Inc.
Metals &
Transportation
Equipment
Retail/
Hospitality
Sector/Cluster
Healthcare
WSI B&I
Information
Technology
Info System
Analysis/Gaps
Partners
Small
Business
Development
Creative
Services
Bob Visdos & Workforce Institute
571-214-5239
2
Developing Demand Driven Services
Process
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Input/Info from Sector/Cluster
Input/Info from Partners
Analysis of Data
Gap Analysis
Identify Solutions
Recommend Products/Services
as part of solution
Deliver needed solution
Evaluate effort (using business
measures)
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Return On Investment
•
Productivity improvements
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Retention
•
Improved bottom-line
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Other
Typical solutions address:
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Quality improvement
Increased bottom line
Increased productivity
Increased pool of quality
applicants
Bob Visdos & Workforce Institute
571-214-5239
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Developing Demand-Driven Services
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Staff are assigned to specific clusters or industries
Staff work with industries to identify needs
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Short-term
Mid-term
Long-range
Staff work with partners and One-Stops to
identify solutions, typically in the following areas:
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•
•
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Productivity improvements
Workforce enhancements
Quality improvements
Increased bottom-line
Bob Visdos & Workforce Institute
571-214-5239
4
Developing Demand-Driven Services
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The organization will need to strongly involve
business leaders in key sectors in the
identification of current and future needs of their
company, industry, the sector and sub sectors
including supply and distribution chains.
Advisory councils work, but one of the most
successful models is the Washington State WIB
Skills Panels model that has been established with
key sectors throughout the state on a regional
basis.
Bob Visdos & Workforce Institute
571-214-5239
5
Advisory Committees vs. Skill Panels
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Advisory Committees
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Industry or sector specific
Address industry or sector
needs
Membership is typically
employers from the industry or
sector
Limited involvement in industry
data collection, gap analysis
and new program design
Maybe involved in curricula
review
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Skill Panels
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Bob Visdos & Workforce Institute
571-214-5239
Involves industry
representatives, talent
development providers,
economic development, local
elected officials, the public
workforce system and possibly
organized labor
Rely heavily on the collection of
“forward data” from the
industry to determine needs
Performs gap analysis of needs
versus supply pipeline
Actively involved in plotting
regional strategies to meet
industry needs that include all
partners.
Produce products
6
Developing Demand-Driven Services
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Skill Panels are typically centered around
sectors or industries.
NAWB and the National Network of Sector
Partners define sector initiatives based on:
1.
2.
3.
4.
Focusing attention on the needs of multiple
employers in a specific industry or sector (in a
specific community or region)
Serves dual customers
Building in-depth knowledge of the industry and
designing multiple solutions to address the industry
or sectors needs
Promoting community change that achieves win-win
solutions for employers and workers in the industry
Bob Visdos & Workforce Institute
571-214-5239
7
Developing Demand-Driven Services
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Sector initiatives are not one or two-year targeted
initiatives that build an advisory committee of
employers, meet quarterly to review curriculum or
interview students and possibly conduct a job fair.
Sector initiatives especially those using skill
panels are long-term, using multiple strategies
that require a substantial investment of employer
time and that of other key partners.
The strategic value and success of skill panel
based sector initiatives increase as work matures.
Bob Visdos & Workforce Institute
571-214-5239
8
Developing Demand-Driven Services
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Types of industry challenges:
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Difficulty recruiting or retaining entry-level employees
Extremely high turnover among key positions
A lack of workers with the flexibility and/or support to work
the shifts that current business demands
Employees without sufficient technical skills to adequately do
the job
A large gap between the skills of job applicants and those
required for critical positions lacking trained workers
A large number of immigrant or other workers in entry
positions who are limited English proficient or have limited
literacy skills
Key employees critical to business success who are reaching
retirement age without a skilled workforce following behind
them
Closure of high school or vocational programs that provide
entry level workers for the sector
Bob Visdos & Workforce Institute
571-214-5239
9
Developing Demand-Driven Services
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Types of industry challenges - continued:
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Major changes in technology affecting the business for
which employees lack the needed technical skills to make
the shift
A lack of flexible skills among current employees to
accommodate product changes required to remain
competitive
The need for workers without the transportation to move
between multiple sites where work is now taking place in
the sector
A lack of human resources capacity among small-to
medium-sized employers that makes recruiting and
advancing workers difficult
A lack of training slots or a shortage of qualified
instructors at local education and training institutions
causing a “Bottleneck” for workers trying to advance.
Bob Visdos & Workforce Institute
571-214-5239
10
Developing Demand-Driven Services
Designing new programs and services using Skills Panels
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Several Washington State workforce boards piloted the
concept of “Skills Panels” to address sector and industry
needs.
The panels are comprised of representatives from the
industry/sector, local community/technical colleges,
economic development, and are staffed by local Board or
One-Stop staff.
The panels are charged with providing in-depth
information regarding their industry/sector, employment
trends, future trends and technological advancements
that impact the industry.
Panels meet on an on-going basis (usually quarterly in the
first year) until such time as they have accomplished their
primary goals and objectives, then they meet periodically.
Bob Visdos & Workforce Institute
571-214-5239
11
Developing Demand-Driven Services
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Through the Skill Panel the collaborative
effort:
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builds in-depth knowledge of the industry
establishes relationships with multiple
employers
conducts research to monitor the industry’s
changing needs
coordinates community resources to address
industry staffing and competitiveness needs,
and
invests in potential and current workers in the
industry to create enhanced opportunities.
Bob Visdos & Workforce Institute
571-214-5239
12
Developing Demand-Driven Services
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Information from the Skills Panel is used to
develop new programs and services to address
the defined needs of the sector/industry.
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By participating in the process some organizations
may become presumptive provider of the new
demand-driven education and training services (this
is especially true for community colleges), or they
may decide that a collaborative approach between
many talent development providers is the best
strategy.
Through the Skill Panel participating talent
development organizations are often identified by
the employers as key players in addressing the ongoing needs of their existing workforce and a
primary resource for future workers that are trained
to meet their needs.
Bob Visdos & Workforce Institute
571-214-5239
13
Developing Demand-Driven Services
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Examples of possible sector services that
maybe developed as a result of the Skill Panel
efforts:
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A training institute that provides new entrants to
the field and current entry-level employees with
stronger occupational skills
A career information campaign
Front-line supervisor training from multiple
companies on how to retain employees
Soft skills training for the unemployed, helping
them to better understand what is needed to
succeed in the industry
Training of older workers on computer literacy
related skills that are needed in the industry
Bob Visdos & Workforce Institute
571-214-5239
14
Developing Demand-Driven Services
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Examples of possible sector services – continued
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The development of a non-profit temp agency to screen
potential workers and ease the placement of workers into
industry
A career ladder/pathway effort that uses a “move up and
backfill” strategy to upgrade incumbent workers into
intermediate and advanced skilled positions and then backfill
the vacated positions with newly trained individuals.
Developing new apprenticeships or the tailoring of current
apprenticeships to a targeted population.
The creation of a pipeline development strategy to move
future workers into occupations in a given sector or industry,
including recruitment of youth, adults and incumbent
workers.
Strategies to quickly move dislocated workers into
employment in high growth, high wage sectors/industries.
Bob Visdos & Workforce Institute
571-214-5239
15
Developing Demand-Driven Services
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Tracking outcomes
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Reduced recruitment costs
Lower training costs
Reduced turnover
Lower production and/or waste costs
Greater promotion-potential of entry employees
Higher quality customer service
Increased earnings
Increased work hours
Greater access to employee benefits (health care,
annual leave)
Improved job retention
Bob Visdos & Workforce Institute
571-214-5239
16
Developing Demand-Driven Services
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Resources to aid you in developing your sector
initiatives
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The National Association of Workforce Boards
(NAWB) – DC
The National Network of Sector Partners (NNSP) –
SF
Aspen Institute Workforce Strategies Initiative
Public/Private Ventures (PPV)
AFL-CIO Working for America Institute
U.S. Department of Labor Employment and Training
Administration
Bob Visdos & Workforce Institute
571-214-5239
17
Purpose of the Weld-Ed Skill Panel
The purpose of the skills panel is to
gather “forward” industry workforce
needs data for welders, welding
technicians and welding engineers.
Bob Visdos & Workforce Institute
571-214-5239
18
Questions the Skill Panel is Exploring
1.
2.
3.
4.
The short-term hiring needs of the
welding industry (up to 2 years).
The mid-term hiring needs of the welding
industry (3-6 years).
The long-term hiring needs of the welding
industry (7+ years).
What impact are baby boomer
retirements having on the welding
workforce?
Bob Visdos & Workforce Institute
571-214-5239
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Questions the Skill Panel is Exploring
5.
6.
7.
What technological improvements or new
welding/material joining techniques will
impact future employment?
What technological advancements in
welding equipment will impact future
employment?
What other factors will impact the future
of the welding and materials joining
industry?
Bob Visdos & Workforce Institute
571-214-5239
20
Questions the Skill Panel is Exploring
8.
9.
10.
What other national trends will impact the
industry?
What domestic factors impact
competitiveness in the welding/materials
joining industry?
What global factors impact
competitiveness in the welding/materials
joining industry?
Bob Visdos & Workforce Institute
571-214-5239
21
Questions the Skill Panel is Exploring
11.
12.
13.
What role could economic development
play in improving the industry’s
competitiveness?
What role could government sponsored
programs such as those from the U.S.
Department of Labor play in improving
competitiveness?
Have there been any educational
programs offered by colleges,
universities, or equipment manufacturers
that have significantly impacted your
industry?
Bob Visdos & Workforce Institute
571-214-5239
22
How will the Skill Panels data be used?
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The employment information that is gathered will
be analyzed and the identified needs will be
matched against existing welding and materials
joining courses and programs that are offered by
the education community.
The employment information will also be shared
with the educational community to create
awareness of the industry’s need.
The employment information will also be shared
with government and foundations to make them
aware of the needs of the industry.
New curricula that is needed will result in Weld-Ed
or one of its educational partners seeking funds
from NSF or other sources to develop the
curriculum.
Bob Visdos & Workforce Institute
571-214-5239
23
How will the Skill Panels data be used?
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The economic development information will
form the basis for strategies for the
economic development/chamber of
commerce community to support the needs
of the industry.
That information will also be used to help
facilitate and inform an on-going dialogue
between the industry and economic
development community.
Bob Visdos & Workforce Institute
571-214-5239
24
How will the Skill Panels data be used?
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The information that is gathered about trends,
domestic and international factors that influence
competitiveness will be analyzed and used to inform
the industry, government and legislators regarding
positive and negative influences on the industry.
It is hoped that this information will also form the
basis for on-going dialogues between AWS, the
industry, related associations, and appropriate
federal government agencies and Congress.
Bob Visdos & Workforce Institute
571-214-5239
25
How will the Skill Panel data be used?
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The overall information will be used to form the
basis for the report on the “State of the Welding
Industry in the United States”.
The report will also include regional information that
will be gathered by the five regional skill panels.
This effort will take 18 months (beginning today).
We anticipate that the national panel will meet two
more times in person as well as by conference call
every 4-6 weeks.
We also anticipate breaking the Panel into
subcommittees to address some of the issues and
activities as we move through the Skill Panel
process.
Bob Visdos & Workforce Institute
571-214-5239
26
Factors to Consider
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Long-term demand for workers
Short-term demand for workers
Supply of trained workers
Other considerations affecting
balance
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Wages
Retirements
Industry image
Availability of instructors
Bob Visdos & Workforce Institute
571-214-5239
27
Welding Occupations
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Welders
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Welding Technicians
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Engineering Technicians, Except Drafters, All Other (173029)
Welding Inspectors
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Welders, Cutters, Solderers, and Brazers (51-4121)
Welding, Soldering, and Brazing Machine Setters,
Operators, and Tenders (51-4122)
Inspectors, Testers, Sorters, Samplers, and Weighers
(51-9061.00)
Welding Engineers
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Materials Engineers (17-2131)
Bob Visdos & Workforce Institute
571-214-5239
28
Short-Term Projections
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Short-term projections have been derived
from information from the “Job Central”
employment database.
This database replaced “America’s Job
Bank” and is operated with funds from
Fortune 1000 companies.
47 of the 50 states have their
employment opportunities listed on this
database as part of their public workforce
development system.
Bob Visdos & Workforce Institute
571-214-5239
29
Short-Term Projections
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The following jobs snapshot is from Job
Central on May 9, 2008:
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Welders – 5,500 listed on an average day, 950
new jobs listed per week
Welding Technicians – 440 listed on an average
day, 70 new jobs listed per week
Welding Inspectors – 150 listed on an average
day, 20-25 new listings per week
Welding Engineer – 365 listed on an average
day, 60 new listings per week.
Bob Visdos & Workforce Institute
571-214-5239
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National Long-term Outlook
Welders (data for both welding occupations)
 Employment Growth of 5%
 Projected Employment 484,100 by 2016
 Annual Average Openings 11,910 (due to
growth and replacement needs
 Average Wage $16.00 per hour or $33,000
annually
Bob Visdos & Workforce Institute
571-214-5239
31
National Long-term Outlook
Engineering technicians, except drafters
 Employment Growth of 2%
 Projected Employment 83,400 by 2016
 Annual Average Openings 1,760 (due to
growth and replacement needs
 Average Wage $ 26.08 per hour or $54,200
annually
 Estimated that Welding Technicians make
up about 35% of the occupation
Bob Visdos & Workforce Institute
571-214-5239
32
National Long-term Outlook
Welding Inspectors
 Negative Employment Growth of -7%
 Projected Employment 456,800 by 2016
 Annual Average Openings 7,280 (due to
growth and replacement needs)
 Average Wage $ 15.86 per hour or $32,980
annually
Bob Visdos & Workforce Institute
571-214-5239
33
National Long-term Outlook
Welding Engineers
 Employment Growth of 4%
 Projected Employment 22,500 by 2016
 Annual Average Openings 590 (due to
growth and replacement needs
 Average Wage $ 37.90 per hour/ $ 78,840
annually
Bob Visdos & Workforce Institute
571-214-5239
34
Short-term Outlook
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National short-term projections not
available
State short-term projections vary
by:
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Availability
Time frame
Industry vs. occupational
Bob Visdos & Workforce Institute
571-214-5239
35
Short and Mid-term Outlook
Short-term outlook is best indicated
by observable factors:
 Planned economic development
activity
 Industry growth/decline
 Planned infrastructure revitalization
 Natural disasters
Bob Visdos & Workforce Institute
571-214-5239
36
Welding Industry
2 out of 3 welding jobs or 66% are
found in Manufacturing
 Fabricated Metal Product (232)
 Metal Working and Machinery (233)
 Transportation Equipment (236 )
Another 10% are found in
Construction
 Specialty Trade Contractors (238)
Bob Visdos & Workforce Institute
571-214-5239
37
Supply of Trained Workers
Welding Technologies Programs
 692 Schools in 47 States reported
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9658 program completers
Apprenticeship Programs
reported1890 completers
Approximate total of 10,000 trained
per year
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Bob Visdos & Workforce Institute
571-214-5239
38
Supply/Demand Comparison
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National openings – over 12,000
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National program completers – 10,000
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Programs in Welding Technologies also is
part of the supply for Welding Technicians
and Inspectors
Bob Visdos & Workforce Institute
571-214-5239
39
Most Reported Program
Completers
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Georgia
Texas
Oklahoma
Florida
North Carolina
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Kentucky
Washington
California
Illinois
Arkansas
Bob Visdos & Workforce Institute
571-214-5239
40
Welding Skills Comparison
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Common and advanced types of
welding
Variety of materials
Automated welding
Cutting
Brazing and Coating
New technologies
Bob Visdos & Workforce Institute
571-214-5239
41
Questions and Contact Information
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Questions?

Contact information:
Bob Visdos, President
Workforce Institute, Inc.
10919 N. Williams Avenue
Portland, OR 97217
571-214-5239
rvisdos@workforceinstitute.com
Bob Visdos & Workforce Institute
571-214-5239
42