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Read video transcript
– Okay, bubba.
Test one, two three.
– [Producer] Yeah.
– Hi, I’m Jason and I’m drinking a Rogue Dreamland American lager today.
– And hi, I’m Connie, and I’m drinking LaCroix Peach Pear.
– Look at that.
That’s talent right there.
– Wonder-twin powers.
It’s nice and light.
Hi, I’m Jason, the workforce development specialist based in Oklahoma.
I’ve been in workforce development for over 15 years.
– And I’m Connie, also a workforce development specialist based in Oklahoma.
I’ve been in workforce development and higher education for more than 25 years.
– Today we.
Oh, that’s you.
– That’s me!
– That’s my line!
– Sorry, dude.
– Today we want to talk about new ways to help people plug into job openings.
There’s more than 7 million job openings right now but the labor force participation rate is well below the pre-COVID rate.
The economy is short about six to seven million people who just aren’t looking.
That’s a problem.
Oh, I looked at you.
– At the same time about 9 million people are unemployed.
That’s a real disconnect.
– What we’ve got here is a failure to communicate.
– So how can communities get job seekers better communicating their knowledge and abilities and businesses finding the talent they need?
– Millions of Starbucks cards.
– [Producer] I’ll let you keep going.
– Here are three ways skills are helping get people on the sidelines into those seven million openings.
– First, we can use skills-based assessments, personalized to the job seeker to help them know where their strengths line up to opportunity.
Labor market information tells us a lot about the individuals and op, occupations that drive.
– Try that again.
(chatter behind camera)
– Want a drink?
Labor market information tells us a lot about the industries and occupations that drive local economy.
Skills data goes a step further and tells us how an individual job seeker can plug in to that local economy.
LMI is the blueprint of a house, skills are the wall colors and final finishes.
This personalization goes well beyond the framework of SOC and ONAP, allowing workforce organizations to solve problems at the individual level.
– Second, we are using data to create more insightful and work-based links to employment and training.
When job seekers understand their skills it makes connecting them to job opportunities far easier.
This is because companies use skills when they describe their work and in their job postings.
From job postings we can learn specific combination of human skills, technical skills and certifications that employers are seeking.
And since we’ve assessed individuals based on those same skills, we can identify up-skilling and re-skilling needs in real time.
– Are you parched?
– Thank you, dear.
– Third, we use data to identify real world career transitions based on skill similarity.
For every role, there are likely transitions and then there are aligned transitions, but too often people only make likely transitions and thus find themselves in a career rut.
But by using skills we can identify aligned transitions based on similarities.
For example, working with UNCF in Atlanta, we found and aligned transition opportunities for hospitality workers to move into sales roles.
While skills between the two roles are different, there are many similarities.
Skills in both roles revolve around the customer and hospitality roles develop business and management skills seen in sales positions.
– You sure you got liquor in there?
More personalized job seeker assessments, better connections between job seekers and employers. and discovery of aligned transitions.
Three ways skills data can help communities fill openings with local businesses.
– We’re excited about how skills are re-imagining workforce development.
Stay tuned for details on new Emsi tools to help communities better serve individual job seekers.
– [Producer] He is so excited.
– I am so excited.
– This has been beer with Emsi, workforce edition.
– Thank you for joining us.