Silicon Valley in Transition:

Community Technology Forum

September 29, 2011

Silicon Valley ICT StudyReview of Findings

Project Goals

Research and analysis to understand Silicon Valley ICT strategic advantages and growth trends.

Develop sustainable relationships among the WIBs and their stakeholders, IT employers, economic developers, and education and training providers.

Provide actionable results to help job-seekers navigate the ICT workplace, and the WIBs assist their clients.

Research and analysis to understand Silicon Valley ICT strategic advantages and growth trends.

Develop sustainable relationships among the WIBs and their stakeholders, IT employers, economic developers, and education and training providers.

Provide actionable results to help job-seekers navigate the ICT workplace, and the WIBs assist their clients.

Silicon Valley Talent is the Differentiator

for Existing Firms

Capital + Talent =New Companies & Growth

Maturity = Outsourcing to Low Cost Locations

Tech Leaders + Customers =Ecosystem of Firms

Proximity to Market is Critical

Speed to Hire is a Challenge

•60% of employers expect to grow

•15% growth rate across all jobs

•Flexibility and entrepreneurship are key

•Job-seekers must demonstrate problem solving skills

•Technical skills are still important, but demonstration of talent is critical

•60% of employers expect to grow

•15% growth rate across all jobs

•Flexibility and entrepreneurship are key

•Job-seekers must demonstrate problem solving skills

•Technical skills are still important, but demonstration of talent is critical

Research Findings

“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”

Alvin Toffler

“The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.”

Alvin Toffler

WIB Recommendations

•Provide demonstration opportunities

•Provide resume and networking support

•Offer flexibility training

•Develop more pathways to placement

•Develop more valuable outreach to employers and build stronger relationships

•Continue collaborating with each other

•Provide demonstration opportunities

•Provide resume and networking support

•Offer flexibility training

•Develop more pathways to placement

•Develop more valuable outreach to employers and build stronger relationships

•Continue collaborating with each other

Demonstration Opportunities

Portfolio Class Meets Learning Lab

Nonprofit Engagement

Team-based Learning

Illustrates Abilities and Attitude

Portfolio Class Meets Learning Lab

Nonprofit Engagement

Team-based Learning

Illustrates Abilities and Attitude

Resume and Networking

SupportShow, Don’t Tell!

Reflect Passion and Flexibility

Provide Targeted Networking Opportunities

Help Candidates be Reasonable in their Approaches

Show, Don’t Tell!

Reflect Passion and Flexibility

Provide Targeted Networking Opportunities

Help Candidates be Reasonable in their Approaches

Offer Flexibility Training

Teach Entrepreneurship

Highlight the 21st Century Employers’ Needs

Offer Contextualized Problem Solving

Teach Entrepreneurship

Highlight the 21st Century Employers’ Needs

Offer Contextualized Problem Solving

Develop Pathways to Placement

Recognize the rise of functions over titles

Provide cross-functional training

Help candidates understand business a well as technical aspects of the cluster

Recognize the rise of functions over titles

Provide cross-functional training

Help candidates understand business a well as technical aspects of the cluster

Offer Value to Employers

•Don’t be a charity case

•Don’t assume that engagement will lead to better candidates for employers – they’re not hiring them anyway

•Do provide access to important people

•Consider quarterly leadership meetings

•Don’t be a charity case

•Don’t assume that engagement will lead to better candidates for employers – they’re not hiring them anyway

•Do provide access to important people

•Consider quarterly leadership meetings

Continue Collaborating

Leverage strengths

Continue dialogue

Follow-up Online Survey (Nov. 2011)

Leverage strengths

Continue dialogue

Follow-up Online Survey (Nov. 2011)

Strategic Advantages

Talented workforce

Quality of life

Proximity to customers

Access to capital

Talented workforce

Quality of life

Proximity to customers

Access to capital

Labor costs

Real estate costs

Taxes and regulations (but much lower than expected!)

Labor costs

Real estate costs

Taxes and regulations (but much lower than expected!)

Disadvantages

Then competing for entrepreneurs includes competing for workers and their families

The SVLG CEO Survey reported “a deteriorating state infrastructure in areas ranging from public education to public transportation has added to the difficulties of recruiting the best workforce, finding them housing and educating their children to be tomorrow’s world-class workforce”

Then competing for entrepreneurs includes competing for workers and their families

The SVLG CEO Survey reported “a deteriorating state infrastructure in areas ranging from public education to public transportation has added to the difficulties of recruiting the best workforce, finding them housing and educating their children to be tomorrow’s world-class workforce”

If Talent is the Key Competitive

Advantage

•Successful workforce development is a partnership between WIBs, our funders, educational and training partners, business and labor and community groups.

•Today job seeker prospects depend on the national economy recovering, California being a great place to live and work and adequate funding for WIB activities but also for our partners.

•Successful workforce development is a partnership between WIBs, our funders, educational and training partners, business and labor and community groups.

•Today job seeker prospects depend on the national economy recovering, California being a great place to live and work and adequate funding for WIB activities but also for our partners.

WIBs Help Job Seekers by Helping Our

Partners

Investing in People, Infrastructure &

Communities The need to invest comes at a time when public budgets in California are struggling to maintain even basic public services . There are no magic bullets to finance these investments. Yet to postpone investing goes against one of the founding principles of success for Silicon Valley companies “invest or die”. What is right for our companies is right for our public sector as well.

A Final Thought—Don’t Forget Middle Skill

JobsThe baby boom retirement wave brings a loss of talent in health care, public safety, construction and other critical fields

Training the next generation in these fields is part of a competitiveness agenda

The McKinsey Global Institute reminds us “Shortages are likely in a number of specific vocations that students in community colleges and vocational schools should be training for”

Thank youSteve Levy

CCSCE

slevy@ccsce.com

http://www.ccsce.com

Josh Williams

BW Research / GreenLMI

jwilliams@bwresearch.com

http://bwresearch.com

Twitter: @bw_research