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Stimulus, Green Jobs, Re-employment: One view of where we stand and where we’re going
Ed Morrison, Purdue University/ I-Open
Command and ControlLink and Leverage
Like the rest of the economy, the public workforce system isadjusting to new realities.We are moving from strategies based on top-down command-and-control to state and regional strategies based on linking andleveraging assets within open networks.Within these networks we are working with a wide range of partners: individuals, employers, educational institutions, trainingproviders, social service organizationsThe transition will take time, and it is our job to find new pathwaysto a 21st-century public workforce system.We are seeing the key characteristics of this system beginning toemerge.It will be more collaborative. It will be more open. It will rely moreheavily on networks. It will be more flexible and adaptive.Some the strategies are already emerging, and we will be doingadditional work today to refine these strategies for our region.
Promisig Focus Areas for Transformation
Shorter Term Opportunities
Early warning networks and Rapid Response/ transition managementActionable workforce data and informationSkill assessments
Longer Term Opportunities
Skills transferabilityFlexible service delivery and training optionsUnemployment Insurance system integrationTechnology
This material illustrates some of the key concepts in theworkshop, “Stimulus, Green Jobs, Re-employment”. The workshopintroduces you to the transformations taking place in our publicworkforce system and how open networks will drive thesetransformations.The challenge faced by every region: design and execute complexprojects quickly in an open environment in which no one can tellanyone else what to do. This workshop introduces StrategicDoing, a simple way to manage this complexity.
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As we move toward a transformed public workforce system, we willneed to new maps. Every region of the country and every businesssector is going through dramatic economic changes. It’s easy to getconfused and lost.These pictures will help us keep our bearings and focus on thechallenges ahead.These maps are approximations. They help us deal with complexchallenges by communicating a lot of information quickly.Here is an example of an early map. Like the early maps of ourcontinent, we will refine them, and they will become more accurate.We can use these maps to keep track of our strategies and maintainour focus.
Re-employment Pathways
New firm,sameindustryLife styleself-employmentNew firm,newindustryGrowthStart-upFormaltrainingRetirementLower skill,lower payemployment12345678
Business fails or downsizes Unemployment One Stops Business struggles with weak strategy Business grows after retraining tied to new strategy
Continued unemployment9These pathways are approximate. They do not represent exclusive either/or choices for anindividual. So, for example, a person might take a lower paying job (Path 7), while at thesame time pursuing a new job in a new industry (Path 4).This map is designed to help workforce development professionals focus on the networksthat they can build to leverage their resources.The re-employment process begins with a business saddled with a failing strategy. Facedwith this situation, a business can opt to take a new strategic direction and developtraining programs that support the new strategy. The current workforce gains new skills toimprove productivity and accelerate innovation.Alternatively, the firm can do little or nothing to change its strategic direction. In responseto market forces, the firm starts job-sharing, downsizes significantly, or goes out ofbusiness. Unemployed workers now face several different pathways.Some workers may be able to move quickly to firms and closely related businesses. Thistransition can take place without additional training.Other workers may decide to change their career path and complete a formal trainingprogram that enables them to find a new job and a new industry.A small number of unemployed workers may decide to launch a growth oriented spin-offbusiness, commonly based on skills, intellectual property, or business experience theygained at their old employer.Alternatively, some workers may decide to become self-employed in their own lifestylebusiness.Some workers may reluctantly decide to take lower skilled jobs at lower wages.Some workers may simply retire.Some workers stay unemployed.123456789
Charting re-employment pathways
An early map of North America (1797) does not look quite right. Source: Archiving Early America: http://www.earlyamerica.com
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Re-employment Pathways
New firm,sameindustryLife styleself-employmentNew firm,newindustryGrowthStart-upFormaltrainingRetirementLower skill,lower payemployment
Business fails or downsizes Unemployment One Stops Business struggles with weak strategy Business grows after retraining tied to new strategy
Continued unemployment
Layoff aversion and early warning strategies
assistcompanies and workers as theyadjust to new strategies neededto compete
Improvedskill assessments
help usfocus our assets on getting people re-employed quickly. They help provideeach individual their own map of their options
Skillstransferability
focuses onthe best opportunities to introduceindividuals to new opportunities in highergrowth sectors, such as healthcareand renewable energy
Training strategies
focus on creatingnew options withinnovativetrainingstrategies
Actionableworkforceinformation
focuses onturning piles of very detaileddata into high-qualityinformation and useful insightsthat move people toaction
UnemploymentInsurance SystemIntegration
focuses on thesmooth transition from UIto services
Technology
underpins the entire transformation process
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