1. Bridging the Skills Gap Workforce Development Is Everyone’s Business.

3. What is the Skills Gap? A significant gap between an organization’s current capabilities and the skills it needs to achieve its goals and meet customer demand. When an organization is not able to grow or remain competitive because it cannot fill critical jobs with employees who have the right knowledge, skills, and abilities.

4. Key Findings

5. Contributors to the Skills Gap The changing nature of work –technology + knowledge economy Innovation and pace of change Multiple generations in the workforce

6. What Are the Biggest Gaps?

7. Action Plan for Talent Development Professionals Understand the organization’s performance metrics Identify competencies and skills that map to strategies and performance metrics Assess the skills gap Set goals and prioritize the path to filling gaps Implement solutions Communicate the impact

8. Case Studies Newport News Shipbuilding Sandy Spring Bank University Health System Capella University

9. Newport News Shipbuilding “Bridging the Skills Gap”

10. Why Closing the Skills Gap is a Priority Shipbuilding is a very labor intensive industry. Many unique and distinct skills are needed to build large, technologically advanced ships. Hard to find some of these specialized skills on the external market. Talent development can require 3-5 years. 10

11. What Infrastructure Do We Have in Place? Significant training & workforce development infrastructure required NNS Apprentice School established in 1919 Over 250 additional instructors and developers yard-wide Move training to the deck plate using tablet technology, micro learning, and videos Significant capital and overhead investments 11

12. How Do We Partner to Address Skills Gaps? Community Colleges –Apprentice School Academics –Pre-Hire Program Local Workforce Development Board Local High Schools/Middle Schools –Teacher Internship Program National, State, and Local Policies Industry Consortiums –Energy Consortium –Virginia Nuclear Energy Consortium –Shipbuilding Consortium (Virginia Ship Repair Association) 12

13. Closing the Skills Gap: Sandy Spring Bank’s Two Prong Approach

14. Sandy Spring Bank

15. Business Strategy and a Key Job Role Deposit and loan growth from commercial businesses Opportunities sourced by Commercial Relationship Managers Highly skilled; low inventory in the marketplace “Poaching” led to high turnover

16. Our Two-Pronged Approach: High Touch Onboarding Process and Career Pathing Onboarding: –Highly structured during the first 90-days –Culture immersion to build relationships Career Pathing –Developed a career progression with a new role to bridge path between Branch Manager and CRM

17. Business Impact CRM retention increased by 25% Fees paid to external recruiters decreased by 80% In eighteen months, four employees have successfully advanced their careers via the career path

18. Healthy Partnerships University Health System and Capella University

19. The Need to Upskill Nurses Institute of Medicine (IOM) mandate Increase BSN nurses from 50% to 80% by 2020 UHS Collaborates with trusted partner, Capella University

20. The Patient Safety / Satisfaction Correlation University of Michigan study 10% increase in BSNs lowers patient mortality 10.9% Patients receiving care from BSNs = shorter stays and fewer readmissions

21. The Results of the Partnership 10% increase in BSN-educated nurses Advanced competencies support Magnet Status through American Nurses Credentialing Center Capella’s online education program solves strategic workplace issues

23. CareerBuilder and Capella Learning Solutions are using real-time labor data, paired with competency-based education to design RightSkill learning experiences directly aligned to bridge the growing talent gap.

24. Based on a 70-20-10 framework, designed around the world’s top leadership competencies. Built to provide a high-quality, self-paced, interactive leadership experience on a fully online platform, tailored to an organization’s needs. Because of the program's assessment-based model, organizations can easily track how well the program is working, and see how employees can translate these new skills into immediate on-the- job impact.

26. Contact Information  Bill Docalovich: Bill.Docalovich@hii-nns.comBill.Docalovich@hii-nns.com 757-380-7017  Sandi Maxey: SMaxey@SandySpringBank.comSMaxey@SandySpringBank.com 301-570-8356  Jacque Burandt: Jacqueline.burandt@uhs-sa.comJacqueline.burandt@uhs-sa.com 210-743-6301  Barbara Butts Williams: barbara.buttswilliams@capella.edubarbara.buttswilliams@capella.edu 612-977-5771  C. Michael Ferraro: ferraro@trainingsolutions.comferraro@trainingsolutions.com 703-318-0838  Kristen Fyfe-Mills: kfyfe@td.orgkfyfe@td.org 703-683-8192

27. Download the whitepaper BRIDGING THE SKILLS GAP: WORKFORCE DEVELOPMENT IS EVERYONE'S BUSINESS at www.td.org/publicpolicy

28. Your feedback helps ATD continue to provide top-notch educational programs that help you stay on top of a changing profession. Evaluations forms for this session are available via the mobile app and at the following link: http://www.atdconference.org/attendees.http://www.atdconference.org/attendees.