ANALYZING TALENT FLOW: Identifying Opportunities for Improvement
Author(s): No Individual Author Identified
Organizational Author(s): U.S. Chamber of Commerce and U.S. Chamber of Commerce Foundation Center for Education and Workforce
Resource Availability: Publicly available
Detailed how-to guide designed to provide guidance for employer-led initiatives to improve talent flows with the goal of increasing regional and employer competitiveness.
“The purpose of this guide is to explore an employer-driven approach to talent flow analysis (TFA) that can be used by regional public-private economic and workforce development initiatives to improve talent flows for critical jobs in key sectors (e.g., manufacturing, health care). TFA is a process for describing and analyzing the flow of workers into and out of a targeted set of jobs that are most critical for the competitiveness of employers and the region in which they do business.
The first section of this guide explores the need for an employer-driven approach to TFA. The second section defines the employer-driven approach, its principles, and its limitations. The third section describes the four “how to” steps, including how employer-led regional partnerships begin this process and then advance to adoption of more complex features as needs and opportunities arise. The final section suggests next steps in exploring and pilot-testing this approach in states and regions” (p.3).(Abstractor: Author)
Major Findings & Recommendations
“[This guide] presents a promising, yet untested, approach to employer-led improvement initiatives based on the sharing and analysis of both employer and public data. TFA requires unprecedented cooperation among employers within a region, in sharing sensitive information to achieve talent flow improvements. Although large employers have used TFA to improve their own talent flows with their education and workforce partners, employers have not yet worked together to do this at the regional level. As a result, this guide encourages employers to break new ground and start slowly with the assistance of a trusted intermediary such as a business and industry association. It encourages employer collaboratives to work with trusted intermediaries to build consensus and trust over time.
Employer collaboratives are encouraged to start by sharing some basic employer and public data to identify immediate improvement opportunities at the points of hiring, on-boarding, and short-term retention. They can then move to more advanced practices that address the entire end-to-end talent management process in regions.
Although employers to date have not shared data to identify joint improvement opportunities as suggested in this TFA guide, the time may be right to further explore and pilot-test this approach. Employers face unprecedented challenges in managing talent pipelines and are exploring new ways to work together at the state and regional levels. State and regional sector initiatives are exploring new ways to increase employer engagement and leadership and leverage national and state data resources.
Leading employers and business and industry associations have a unique opportunity to work with state and regional sector initiatives to use this guide to explore and pilot-test this employer-led approach to TFA. The next steps are for these partners to use this TFA guide to further explore an employer-driven approach and to pioneer the development of more advanced public-private data systems as well as more powerful data analytics. These piloting efforts could also explore how TFA can be used to better identify, implement, and evaluate improvements in talent flows at the state and regional levels” (p.29-30).