Managing the Talent Pipeline: A Supply Chain Approach

America’s Skill Gap

Our education and workforce system is failing to keep pace with our

economy

Employers struggle with finding skilled workers who can contribute to

economic growth and competitiveness

Disconnect between what employers need and what prospective

employees are prepared to do

The Skills Gap: Companies can’t

grow and compete, students

struggle with transitioning to

careers

92% execs agree

37% can’t take on

new business

49% unfilled

openings6 million unfilled

positions

America’s Skill Gap

65% plan to hire recent grads 96%

CAOs believe

grads are prepared

America’s Skill Gap

11% businesses

believe grads are prepared

35% believe they are prepared for a job

40% Students

don’t complete

50% unemployed or underemployed

Youth unemployment

is double the national average

America’s Skill Gap

Silo Measures – Example

We Need a Strategy for Our Time

For Positions that Drive Competitive Advantage

Employers have the Resources to Make a Difference

Moving to a Supply Chain Approach

Employers can close the skills gap by applying lessons learned from supply

chain management (SCM) to their education and workforce partners.

Supplier Manufacturer Distributor Retailer CustomerRaw Materials

Lessons Learned from Supply Chain Management

Supply Chain Management Talent Pipeline Management

1. Supply chains drive competitive advantage, they are not a cost of doing business

1. Connect your talent strategy to your business strategy to improve competitiveness

2. Supply chain networks create shared value and competitiveness across all partners

2. Organize and manage flexible and responsive partnerships with preferred providers to create shared value

3. End-to-end metrics and aligned incentives improve performance across the supply chain

3. Shared measures and aligned incentives improve performance of education and workforce partners

Segmenting Your Workforce

Choosing a Talent Pipeline Strategy

Organizing a Value Chain

From Silo Measures to End-to-End Performance

Balanced Measures

Preferred Providers

The National Learning Network

18

Strategy 1: Organize Employer Collaboratives

19

Implementation Guide Strategies

Strategy 2: Engage in Demand Planning

Strategy 3: Communicate Competency and Credential Requirements

Strategy 4: Analyze Talent Flows

Strategy 5: Implement Shared Performance Measures

Strategy 6: Align Incentives

Mapping the Value Stream

Mapping the Value Stream

Building Talent Supply Chains

Performance Dashboard Example

What We Have Learned

Our Vision:Growing the

movement and taking supply

chain solutions to scale

1. Not just demand-driven, but employer-led

2. Time for employers to organize themselves

3. Build capacity within employers and their member

organizations

Scaling Up Talent Supply Chain Solutions

Talent Pipeline Management Academy

2015 2017 2020

7

72

40

1,000

300

7,500

Level 1 National Business Associations

Level 2 Industry Associations

Level 3 Employers & Collaboratives

Employer

Employer Collaborative

Employer

Employer

Employer

Employer

Employer

Employer Quality Assurance Layers

Talent Supplier Recognition and Certification

Self-Declare Audit

www.TheTalentSupplyChain.org

Thank You to Our Sponsor

“Completion with a purpose”

USCCF Youth Employment Initiative

Youth Employment Network

www.YouthEmploymentWorks.org

Forthcoming Publications

1.Talent Orchestrators: Scaling Youth Employment Through Business-

Facing Intermediaries

2.Competing on Innovation: Disrupting the Education Enterprise and

Building Tomorrow’s Talent Today

3.Communicating the Value Proposition

For more information contact:

Jason A. TyszkoExecutive Director

jtyszko@uschamber.com