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Acknowledgements
SkillWorkswouldliketothankourmanyfunders,partners,andstakeholdersforsupportingourexpansionintotheIT/Techsectors.SpecialthanksgoestotheSkillWorksFundersCollaborativecomprisedofTheBostonFoundation,CityofBostonandtheNeighborhoodJobsTrust,StateStreetFoundation,U.S.Trust,BankofAmericaPrivateWealthManagementandthePerpetualTrustFund,TheClowesFundInc.,HerbandMaxineJacobsFoundation,NationalFundforWorkforceSolutions,andLudckeFoundationfortheircontinuedsupportofthecollaborative.SkillWorkswouldalsoliketothanktheJPMorganChaseFoundationforitssupportinengagingemployersandtrainingprovidersaswellashiringandtrainingskilledworkersforjobsininformationtechnologyandtechnologyacrossbiotech,lifesciences,andSTEM-relatedfields.Inparticular,SkillWorkswouldliketothankDarylGraham,VicePresidentforGlobalPhilanthropyatJPMorganChaseandCo.whohasbeenathoughtfulpartnerandavidsupporterinthiswork.SkillWorkswouldalsoliketothankourclosepartnerandstrategicindustryconvener,theBostonPrivateIndustryCouncil,forleadinganefforttoconveneemployersacrossindustriesaroundacommonneedtotrainanddiversifyapipelineofqualifiedworkersforjobsinITandTechnology.Lastly,SkillWorkswouldliketothankallofourworkforceandeducationpartnersthatareworkingcloselywithustodevelopastrongsystemoftrainingforjobsinIT/Techthatreflectouracademic,technical,cultural,andsocialqualities.
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AboutSkillWorks
Launchedin2003,SkillWorksisa$30millionpublic/privatepartnershipbetweenTheBostonFoundation,theCityofBoston,andlocal,national,andcorporatephilanthropydesignedtomeetworkerandbusinessneedswhiledevelopingpathwaysoutofpovertyinthefaceofoverwhelmingevidencethatalargepercentageofourworkforceisunpreparedfortheavailableandgrowingjobsinoureconomy.Asaworkforcefundercollaborative,SkillWorksinvestsinemployer-driven,sector-basedtrainingandplacementstrategiestohelplow-skill,low-andmoderate-incomejobseekersmovetofamily-sustainingjobs,andhelpemployersfindandretainskilledemployees.SkillWorksisanationallyrecognizedworkforcedevelopmentintermediaryandisthemodelfortheNationalFundforWorkforceSolutions.Sinceitsinception,SkillWorkshashelpedover5,500jobseekersandincumbentworkersprogressonapathtoself-sufficiency,servedhundredsofemployersinhealthcare,hospitality,constructionandfinancialservicessectors,increasedthenumberandcapacityofsector-basedworkforcepartnershipsimplementinginnovativetrainingandplacementstrategies,andadvocatedsuccessfullyformorethan$100millioninstatefundingforkeyworkforcepriorities.SkillWorkscommissionedtheEconomicAdvancementResearchInstitutetoconductthisresearchaspartofastrategicplanningefforttoexpanditssector-drivenportfoliointotheIT/Techindustry.SimilartoitsoperationalsupportoftheBostonHealthcareCareersConsortiumthatcentrallyconveneshealthcareemployerstovoiceworkforceneedsandopportunities,SkillWorksanticipatesreplicatingthehealthcaremodelfortheIT/TechnologysectorinclosepartnershipwiththeBostonPrivateIndustryCouncil,theCityofBoston,industryleadersintheregion,communitybasedorganizations,post-secondaryeducationandworkforcetrainingprovidersinGreaterBoston.
AboutEARI
TheEconomicAdvancementResearchInstitute(EARI)isaMassachusetts501(c)(3)nonprofitorganizationfocusedonissuesandchallengesrelatedtoeconomicmobility,sustainabilityandvitality—allcriticaltorestoringAmerica’scompetitiveness.Addressingthesechallengesrequirestheabilityofregionaleconomiestothrive.Connectingregionalassetstocreateacompetitiveeconomicenvironmenthastobedrivenbyempiricalresearchanddatathatinformsandtransformssystemicpoliciesthataretoofocusedonshort-termpoliticalideology.EARI’sapproachtonuancedresearchandpolicyprovidesactionablerecommendationstoovercomeshort-termpoliticalideologyandsupportasuccessfulregionalframework.
Ournonprofitinstitutedeliverspolicyreformrecommendations,newframeworksandactionableguidancethroughappliedeconomicresearchthatidentifiespathwaysbetweentalentdevelopmentandworkforceneeds,andempowersregionstomovetowardsfullemploymentwithexpandedopportunitiesforjobseekers,entrepreneursandthebusinesscommunity.
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ExecutiveSummary
Massachusettsisattheforefrontofthedigitaleconomy.Thestateishometoaworld-classInformationandCommunicationTechnology(ICT)sector,headlinedbysoftwareandenterprisesolutionsaswellasbigdataandtechnology-intensiveindustriessuchasfinancialservices,cleanenergy,healthcare,andbiotechnology.Altogether,Massachusettssupportsabout156,000computerandmathematicsrelatedjobs;theseworkers—largelylocatedintheGreaterBostonArea—representfourpercentofthestate’sworkforce.Withstrongemployment,thesectorhintstowardsyetmoregrowthacrossthesesustainable,high-wageoccupations.
Infact,eachofthe20computerandmathematicaloccupationsismorehighlyconcentratedinMassachusettsthanintheUnitedStates,andsevenoftheseareover50%moreconcentratedinthestatecomparedtothenationalaverage.Withthehighestgrowthsince2010,ComputerProgrammers,ApplicationsSoftwareDevelopers,andComputerSystemsAnalystshaveincreasedtotalemploymentbythreetofourpercentoverfiveyears;thesethreeoccupationsnowsupportalmost63,000individualsacrossthestate.However,economicprojectionsindicatethatStatisticians,OperationsResearchAnalysts,andWebDeveloperswillbeinhigherdemandoverthenextfiveyears—athreepercentannualgrowthratethrough2020.
WhilelabormarketdataillustratesahighconcentrationofsustainableICTemploymentopportunityinMassachusetts,theyalsosuggestmisalignededucationalrequirements,insufficientcriticalthinking,problem-solving,andanalyticalskills,andlackofdiversity.Theseissueshaveresultedintalentshortagesthatcouldlimitfutureeconomicgrowthintheregion.
CollegeasaProxyAsmostICTemployersrequireorpreferacollegedegree,theworkforceislargelycomprisedofcollege-educatedindividuals.However,abouthalfofthosedegreesareinsubjectareasunrelatedtoICTtechnologies.ThoughICTemployersnotethatcollegeisimportantforknowledge,communication,andteamworkskills,itisnotconsideredtobeanimportantfactorindevelopingothernon-technicalskills,suchasworkethic,dependability,orcriticalthinking.Infact,theseskillswerethemostreporteddeficiencyamongnon-entry-leveljobapplicants—nearlyoneinfouremployersstatethattheirnon-entry-levelapplicantslackedtheseskills.
ThesefindingssuggestthatwhilesomeemployersreportthattheirICTpositionsrequireskillsandknowledgeattainedincollege(e.g.,softwareengineers,applicationsystemsmanagers,etc.),manyareusingcollegeasaproxyforothertraits.Whenpressedonthoseadvantages,however,employersareunabletoidentifymuchbeyondteamworkandcommunication.Inaddition,despitehiringnearlyexclusivelyfromthecollege-graduatepool,astunninglylargesegmentofemployersreportsignificantskillgapsfornon-technicalskillsrangingfromproblem-solvinganddataanalysistoworkethic.Giventhecostofafour-yeardegree,thisappearsanexpensiveandincompleteremedytosolvingsuchskillgaps.
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Greaterfocusoncriticalthinkingandproblem-solving,inparticular,mayprovideanimmediateopportunitytoimprovetheloomingtalentshortageandeasedifficultyamongemployers.
Inadditiontothehighercostassociatedwithhiringcollege-educatedworkersforpositionsthatdonotrequirecollege-leveltechnicalskills,limitingtheapplicantpoolonlytodegreeholderscreatestalentbottlenecks.Whiledemandgrowthhascertainlycontributedtothedifficultyemployersfaceinfindingqualifiedtalent,morethanhalfofthelaborpooldoesnothaveadegree,furthercompoundingtheproblem.Asprojectedgrowthcontinuestoinclineandunemploymentdrops,hiringdifficultyislikelytoincreaseaswell.
Atthesametime,largeswathsofthepopulation—asseeninICTemploymentdistributionacrossneighborhoodsintheCityofBoston—arenotdirectlybenefitingfromthisimportantoccupationalcluster.Communitieswithfewercollegegraduatesareunderrepresented,perpetuatingacyclethatpreventseconomicmobilityasindividualsfacefewopportunitiestobreakintosustainable,high-wagecareers.Itisimperativethattrainingproviders,companies,educatorsandtheworkforcedevelopmentcommunitycreateprogramsandpartnershipsthattransformalargelyunconnectedtalentpoolintotheprofessional,career-focused,problem-solversthatthebusinesscommunitystronglydemands.
DiversityAcrossthenation,theICTworkforcesuffersfromalackofdiversity.Inthe4.4millioncomputerandmathematicaloccupationsintheUnitedStates,onlyninepercentoftheworkersareBlackorAfricanAmericanandonlysevenpercentareHispanicorLatino.Thesepercentagesaresmallerformanagementoccupations—sixpercentofcomputerandinformationsystemsmanagersareAfricanAmericanandfivepercentareHispanicorLatino.1Indeed,themajorityofICTworkers—especiallythoseinhigh-wagepositions—arewhitemenwithatleastafour-yeardegree.The
1BureauofLaborStatistics,LaborForceStatisticsfromtheCurrentPopulationSurvey,Employmentpersonsbydetailedoccupation,sex,race,andHispanicorLatinoethnicity;Marcus,Bonnie.TheLackofDiversityinTechisaCulturalIssue.Forbes,April2015
Of4.4millioncomputerandmathematicaloccupationsintheU.S.,Only9%areBlackorAfricanAmericanandonly7%areHispanicorLatino.
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researchshowsthatbothwomenandethnicorracialminoritiesareunderrepresented,andthosewiththesameormoreeducationandexperiencearenotonlyearningafractionoftheirmale,non-minoritycounterpartsbutarealsolesslikelytoreportmeaningfulcareeradvancement.Supply-sidedataindicatesthatmoremaleICTworkershavenodegreecomparedtowomen,yetappeartobemorelikelytonotonlylandajob,butalsoachievehigherwages.Similarly,fewerminorityworkersinICT-relatedoccupationsreportnodegreecomparedtonon-minorities,butfourintenminoritiesagreethattheyhavenotadvancedasquicklyintheircareerastheywouldlike.Expandingopportunitiesforwomenandethnicorracialminoritiesisaneconomicimperative.Withchangingdemographics,globalcompetition,andlimitedtalentsupply,businessesandtrainingprogramswillseeknewsourcesoftalent.
Mentorship,professionalnetworking,andothercareernavigationactivities,suchasperformingself-assessment,relationshipmanagement,andorganizationalreading,werereportedtobeespeciallyimportanttowomenandminorities.However,theseareoftennotincludedasformalcomponentsofatrainingprogram.Giventherapidlyemergingandchangingtechnologylandscape,manyICTjobsexistinanenvironmentofcreativedestruction,meaningthatplatforms,programminglanguages,andothertechnicalskillsrelatedtothejobquicklybecomeobsolete.SuccessfulICTprofessionalsnotethatself-evaluationandself-guidedlearningaswellasprofessionalnetworkmanagementhavesupportedcareernavigationandadvancement.Thesecharacteristicsarelearnedandpracticedbehaviors–andwhilethesearetraditionallyoftenacquiredathome,atauniversity,oronthejob,theresearchsuggeststhattheycanbetaughtandpracticedwithintrainingprograms–andremainimportantforalifetime.
ConclusionsandRecommendationsTheInformationandCommunicationTechnologyworkforceisrobustinMassachusetts,withaboveaveragerepresentationacrosseachofthe20detailedcomputerandmathematicaloccupations.Thoughtheoccupationalclusterissupportedbyoptimisticgrowthprojections—particularlyfromemployers—theiroptimismistemperedbysignificanthiringdifficultyandpotentialtalentshortagesthathaveleftthebusinesscommunitywithalackofqualifiedapplicantstofilltheirnewandopenpositions.ICTemployersfavoracollege-educatedpoolofapplicants,notonlyfortheindustry-specificskillsgainedthroughcoursework,butforhigherorder,non-technicalskills.Nevertheless,employersreportthatapplicantsarenotquitemeetingtheirrequirementsforthesenon-technicalskills.Giventhatthedegreeappearstobeaproxyforsuchskills—asfewareactuallyinICT-relatedsubjectareas—itseemsthatthesecanbelearned,eitherthroughICT-specificorotherworkforcedevelopmenttrainingaswellasmentorshipandcareernavigationprograms.Workforcedevelopmentinstitutionsarepivotaltothedevelopmentoftrainingmodulesthatincorporatecriticalthinkingandproblem-solvingskillsaswellasindustrypartnershipsthatfostermentorshipandprofessionalnetworkingopportunitiesbetweencurrentICTprofessionalsandthenextgenerationofworkers.Apathwaybetweenthesector’scurrentandpotentialworkforcewillalsoprovidejob-seekerswithanavenueforbothpersonalgrowthandtalentpromotion.
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Thoughemployersarecognizantofaskillgap,theymaybeunawareofalargelyuntappedtalentpoolwithinunderrepresenteddemographics—minoritypopulationsthat,asofyet,arelackingopportunityandaccesstosustainableICTcareers.Thisdisconnectrequiresasolutiontoaddressbothsupplyanddemand;careerexposureandexperienceprogramssupportdiversityandengagethebusinesscommunityinexploringnon-traditionalhiringsourcesandinternshipprograms.Ultimately,entry-levelnewhireswilllikelyhavetolearnadditionaltechnicalskillsviaon-the-jobtraining,regardlessofeducationalbackground.Workforcedevelopmentprogramsmustequipminoritypopulations,particularlythosefromlow-incomeneighborhoods,withthenecessaryindustry-specifictechnicalandnon-technicalskills,aswellascareernavigationexposureandtrainingthatarerequiredforICToccupations.Opportunityliesinstakeholderpartnershipsthatfosterimprovedcommunicationandcareerpathwaysthatwillexposehiddentalentpopulationstoemployers.Thesesolutionswillsupportnotonlythestate’sburgeoningICTindustry,butalsothenextgenerationofsuccessfulinventors,engineers,andmathematicians.Specifically,thefindingssupportthefollowingrecommendations:
• Developcareerexposureandexperienceprogramsthatfocusondiversity
• IntegrateproblemsolvingandcriticalthinkingintoallICTtraining
• Provideexpandednetworkingandmentorshipopportunities
• Workwithjob-seekerstoshowcasetheirtalent
• Engageemployerstoexplorenon-traditionalhiringsourcesandinternshipopportunities
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Introduction
InformationandCommunicationTechnologies(ICT)includeawidearrayofproductsandservices,includingcomputerhardware,softwareandapplications,networks,telecommunications,andtheinternet.Thesetechnologiesareemerging,evolving,andconvergingatarapidpace—skills,businesses,technologies,andworkerscompeteinaclimateofcreativedestruction.
Giventhepaceofchange,ICTworkersmustcontinuallyadapttomarketforcestoupdatetheirknowledgeandskills.Thosewhosuccessfullynavigateboththetechnicalandnon-technicalemploymentobstaclesofthishigh-techlandscapearerewardedwithhighwagesandjobsatisfaction.
MassachusettsisagloballeaderinICT.Boastingahighlyeducatedworkforceandhistoricindustrystrength,aswellasdataintensiveindustriessuchasfinancialservicesandlifesciences,theCommonwealthhasabundantopportunitiesacrossavastspectrumofICTjobroles—fromhelpdesktoCIO.
ICTemployershavemarkedlyhomogenoustalentpipelines.2Thelackofdiversityinthetechworkforcemaybelimitingfirms’abilitytogrow,whilemakingthishighgrowth,highwageclustermoreaccessibletotheeconomicallydisconnectedcouldhaveaprofoundeconomicimpacttoindividualsandcommunitiesthroughoutGreaterBostonandbeyond.
ResearchindicatesthatcareernavigationskillsarecriticalforsuccessinICT,butactivitiesthathonethem,suchasnetworking,mentorship,self-awareness,andorganizationalreading,areseldomformally
2Seegenerally,http://www.usatoday.com/story/tech/2014/06/26/silicon-valley-tech-diversity-white-asian-black-hispanic-google-facebook-yahoo/11372421/.
MassachusettsisagloballeaderinICT.
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includedintraditionalpost-secondaryoruniversityeducation.Whiletheseskillsareclearlyimportantforalljob-seekers,theyareespeciallycriticalforunderrepresentedpopulationsfromcommunitiesthatareeconomicallydisconnectedbecausesuchindividualstendtohavealessrobustsafetynettofallbackonshouldtheircareerprogressionbecomestunted.
Atthesametime,manyprogramsthatservedisconnectedyouthandadultstendtofocusonenrollees’deficiencies,inanattempttohighlighttheimportanceofparticularskillsandcharacteristics.Becausestudentexpectationshavebeenshowntobethemostimportantindicatorofsuccessinschool3,itispossiblethatthesewell-meaningprograms,byfocusingheavilyon“improvingdeficiencies,”arenegativelyimpactingenrolleesself-esteem.
TheMassachusettseconomy–particularlyinGreaterBoston–isproducingmanyhighskilled,highwagejobs,butemployersreportsignificantdifficultyfindingworkersthatmeettheirneeds.Atthesametime,ICTjobshavelessdiversity,whichlimitseconomicmobilityandispotentiallyleadingtotalentbottlenecks.ThisreportincludesasummaryofdatafromtheBureauofLaborStatisticsandCensusBureau,acomprehensivesurveyofmorethan300employersacrosstheCommonwealth,quantitativeandqualitativeassessmentsandethnographyofcurrentICTworkersinMassachusetts,andconclusionsandrecommendationsfromthefindings.
3Seegenerally,Hattie,J.,TeachersMakeaDifference;Whatistheresearchevidence?,October2003,availableat:http://www.decd.sa.gov.au/limestonecoast/files/pages/new%20page/PLC/teachers_make_a_difference.pdf.
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InformationandCommunicationTechnologies:LaborMarketDemandOccupationalOverviewTheBureauofLaborStatisticsandCensusBureaucollectdetailedinformationaboutcomputer-relatedoccupations,providingconsistentandhighlyaccuratedataontheICTworkforce.4Withabout156,000jobs,ComputerandMathematicalOccupationssupportapproximatelyfourpercentofthestate’sworkforceandhavegrownbyaboutthreepercentsince2010.5ThechartbelowillustratesthedetailedcomputerandmathematicaloccupationsthatareemployedinMassachusetts.6
Eachofthe20detailedICToccupationsfoundinMassachusettsexhibitsahigherthanaverageconcentrationcomparedtotheUnitedStates;rangingfrom12%to78%moreconcentratedinthestatethanthenationalaverage,andsevenofthe20occupationsareover50%moreconcentratedinMassachusettsthanthenationalaverage.ComputerandInformationResearchScientistshavethehighestconcentration,followedbyApplicationsandSystemsSoftwareDevelopers.Thesetwolatteroccupationsarealsoamongthehighestpaid,earningoverbetween$110,000and$115,000peryear.Intermsofsize,ApplicationsSoftwareDevelopersarethelargestsubgroupofICToccupations—almost22%oftheComputerandMathematicalworkforceinMassachusetts—followedbyComputerSystemsAnalysts(13%),ComputerUserSupportSpecialists(13%)andSystemsSoftwareDevelopers(12%).
4TheBureauofLaborStatisticsandotherFederalstatisticalagenciesrelyonaStandardOccupationalClassification(SOC)systemforbothdatacollectionandanalysis.ThisSOCsystemclassifiesworkersintooneof840detailedoccupationalcategoriesbasedontheiroccupationaldefinitions.Thesystemfunctionsasahierarchy,frommajor(23occupations)andminor(97occupations)groupstobroad(461occupations)anddetailed(840occupations)delineations.Thedetailedoccupationsareencompassedwithinthelargergroupsastheysharesimilarjobduties,skills,education,andtraining.Forthepurposesofthisstudy,secondarydataregardingInformationandCommunicationTechnologyoccupationsaredefinedusingtheComputerandMathematicalOccupationsmajorSOCcode.ThefollowinganalysesarebasedonsecondarydatafromJobsEQ2015Q4—unlessotherwisenoted—usingtheSOCcode15-0000(computerandmathematicaloccupations)anditscomponentminor,broad,anddetailedoccupationalgroups.5TotalemploymentreferstothetotalnumberofComputerandMathematicalOccupationsinthestateregardlessofwhetherornottheseworkersresideinMassachusetts.6Thelocationquotientquantifieshowconcentratedaparticularoccupationisrelativetothenationalaverage.Anythingabove1indicatesthatthisoccupationismorehighlyconcentratedinMassachusettscomparedtotherestoftheUnitedStates.Thesizeofeachbubbledenotesthetotalemploymentrelativetoeachoccupation,whilethex-axisdisplaysthelocationquotientandthey-axisnotesemploymentgrowthbetweenthefourthquarterof2010andthefourthquarterof2015.
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Figure1.ComputerandMathematicalOccupationsMatrix
ComputerProgrammers,ApplicationsSoftwareDevelopers,andComputerSystemsAnalystshaveexperiencedthehighestgrowthsince2010;theseoccupationshavegrownbetweenthreetofourpercentinthelastfiveyearsandemployalmost63,000individualsacrossthestate.However,ataboutthreepercentannualgrowth,economicprojectionsindicatethatStatisticians,OperationsResearchAnalysts,andWebDeveloperswillbeinhigherdemandoverthenextfiveyears.TheoveralloccupationalsegmentforComputerandMathematicsisexpectedtoaddjustover10,000newjobsoverthenextfiveyearsforanannualgrowthrateof1.4%—oratotalofsevenpercentinfiveyears—butsurveyedemployersaremoreoptimisticastheyprojectemploymenttoclimbbyalmostninepercentoverthecoming12months.Morerecent,positiveeconomictrends(includingtherelocationofamajorICTemployertothecity)arelikelydrivingthisgreateroptimism.ThetopthreeindustriesinMassachusettsthatemployComputerandMathematicalOccupationsareComputerSystemsDesignandrelatedservices(31%),SoftwarePublishers(11%),andtheManagement
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ofCompaniesandEnterprises(5%).TherearefewICTworkersfoundinthedataprocessingandhosting(2%)orcomputerandperipheralequipmentmanufacturing(3%)industries.
GeographicCharacteristicsofComputerandMathematicalOccupationsComputerandMathematicalOccupationsaremosthighlyconcentratedinGreaterBoston7,andmostparticularlyinMiddlesexandSuffolkCounties.Notsurprisingly,theconcentrationofICTworkersdiminishesfurtherwestfromlargercitiesandthestate’scapital.TheBostonMSAaccountsforalmosteightintenICTjobsacrossthestate,andMiddlesexCountyalonerepresentsalmosthalfofICTjobs,followedbySuffolkwithaboutoneinsixICTworkers.ThestateappearstobeanetimporteroftalentwithregardstoITemployment.Overall,MassachusettsimportsaboutfivepercentofitsICTworkforcefromoutsidethestate;oftheroughly144,000ComputerandMathematicalOccupationsinthestate,about95%oftheseworkersactuallyliveinMassachusetts.Thereisquiteabitofcommutingwithinthestate’sregionsaswell,asICTworkersthatresideintheWorcester,Springfield,andProvidenceMSAscommuteoutoftheregionandintoSuffolkandMiddlesexCounty,andperhapsevencrossingtheborderintosomeneighboringstates.TheBoston-Cambridge-NewtonMSAsupportshigher-than-averagewagesforComputerandMathematicalOccupations.ThemeanannualwageforICToccupationsisabout$1,000greaterintheBostonMSAcomparedtothestatewideaverage.ThisregionprovidesamuchhigherwageforitsICTworkerscomparedtobothWorcesterCountyandtheSpringfieldMSA—about6%greaterthanWorcesterand14%greaterthanSpringfield.Figure2.ComputerandMathematicalOccupations,GeographicDistributionbyPlaceofWork
7DefinedastheBoston-Cambridge-NewtonMetropolitanStatisticalArea(MSA)
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TheproportionofComputerandMathematicalworkersthatresideintheCityofBostonisidenticaltothestate’soverallproportionofICTemployment.ComputerandMathematicaloccupationsrepresentjustoverfourpercentofallworkersthatliveintheCity.BrightonishometothehighestshareofICTworkers—aboutoneinsix—followedbyJamaicaPlain(9.4%)andDorchester(8.8%).LessthanonepercentofresidentsinHarborIslands,LMA,Mattapan,SouthBostonWaterfront,andtheWestEndare
workinginICToccupations.MissionHill,Brighton,andtheNorthEndhavethehighestproportionofComputerandMathematicalworkersbyregion—ICTworkerscompriseabouteightpercentofworkersthatresideineachoftheseneighborhoods.8AboutsevenintenICTjobsacrossthecityareheldbymen,buttherearesomeneighborhoodsthatsupportaveryhighproportionoffemaleICTemployees.Though
itonlyaccountsforthreepercentofcitywideComputerandMathematicalemployment,RoxburyhasthehighestregionalshareoffemaleICTworkers—oversixintenICTemployeesinRoxburyarewomen.9ThechartonthefollowingpageillustratesoverallComputerandMathematicalOccupationswithineachneighborhood—definedbycensustract—fortheCityofBoston.Thesizeofeachcircledenotestotalemploymentforalloccupations,whilethex-axisillustratesthepercentshareofwomenineachneighborhood’sICTemploymenttotalandthey-axisnotestheregionalshareoftotalcitywideICTworkers.
8AmericanCommunitySurvey,20135-yearestimatesbyCensusTract9Id.
AboutsevenintenICTjobsacrossthecityareheldbymen…RoxburyhasthehighestregionalshareoffemaleICTworkers–
Over6in10ICTemployeesinRoxburyarewomen.
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Figure3.ComputerandMathematicalOccupationsMatrix,byCensusTract10
EmployerSurveyDataTobetterunderstandthedemandsideoftheInformationandCommunicationTechnologylabormarket,BWResearchrecruitedarepresentativesampleof330employersthatemployICTworkers—includingdevelopersandimplementers—toparticipateinasurveythatquantifiesfirmprojectedgrowth,educationandtrainingrequirementsforITnewhires,workforcedemographics,andotheremployersentimentsregardingtheadequacywithwhichentryandnon-entrylevelICTstaffarepreparedforwork.Thefollowingsectiondetailstheseresults.
10PleasenotethatLMA,HarborIslands,Mattapan,andSouthBostonWaterfrontareexcludedfromthisvisualbecausetheyrepresentunder0.5%oftotalComputerandMathematicalOccupationsintheCityofBoston.
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Themajorityofsurveyedfirmsareintheinformationtechnology,financial,orhealthcareindustry.Together,thesethreeindustriesrepresentsixintenfirms.Almost40%offirms—thelargestsegmentofresponses—areintheinformationtechnologyindustry.Figure4.Industry
Informationtechnologyemploymentisfoundacrossarangeofvaluechainactivities.Aboutathirdoffirmsareprimarilyinvolvedinsalesanddistribution,whileanotherquarterprovideprofessionalservicesupportsuchasconsulting,finance,orlegalservices.Justovertwointenfirmsareinvolvedinresearchanddevelopmentactivities,andtenpercentoffirmsmanufacturegoods.Figure5.ValueChain
1.5%0.9%1.2%1.2%1.2%1.5%1.8%1.8%2.1%3.0%
4.9%8.8%10.0%10.9%12.5%
36.5%
OtherRealEstate
Information,OtherProfessional,ScientificandTechnicalServices,Other
ConstructionOtherServices
TransportationandLogisticsGovernment
ManufacturingEnergy
Pharmaceuticals,Devices,orBiotechnologyRetail,Hospitality,orTourism
EducationHealthcare
FinancialServices(Banking,Investment,Insurance)InformationTechnology(Software,Hardware,Internet,Data,…
32.5%
24.3%
21.6%
10.3%
4.9%
3.3% 3.0% Afirmthatsellsanddistributesproductsandservices
Afirmthatprovidesconsulting,finance,legal,orotherprofessionalservices
Afirmthatconductsresearchanddevelopment
Afirmthatmanufacturesgoods
Other
Afirmthateducatesorisanon-profit
Notsure
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Informationtechnologystaffingrangesfromonetomorethan100ITworkersacrosssurveyedfirms.Justoverathirdofemployersreport100ormorepermanentICTemployees,butanother20%offirmsreportonlyonetofivepermanentICTworkers.ThemediannumberofICTworkersis36.Figure6.InformationTechnologyStaffSize
ProjectedgrowthforITemploymentissixpercenthigherthanoverallfirmgrowth.Aboutfourintenemployersexpecttohiremoreinformationtechnologyworkersover2016;thesefirmsprojectalmostninepercentgrowth(8.5%)ininformationtechnologyemploymentoverthenext12months,comparedtojustovertwopercentprojected(2.4%)overallfirmemploymentgrowthforallworkers.Figure7.ProjectedInformationTechnologyEmployment(2016Projected)
ThemajorityoffirmsreportonetofivecurrentICTemploymentopportunitiesattheirlocations.OfthefirmsthatreportedthattheyarecurrentlytryingtofillpositionsforICTworkers,overhalfnoteonetofiveopenpositions.Employerswerenotaskedhowlongthesepositionshavebeenopen,butreportedthatmanagers,engineers,anddevelopersarethemostdifficulttofill.
0.6%
33.4%
10.6%
13.1%
9.4%
11.9%
21.0%
DK/NA
100ormorepermanentITemployees
50to99permanentITemployees
25to49permanentITemployees
11to24permanentITemployees
6to10permanentITemployees
1to5permanentITemployees
39.8%
4.0%
54.1%
2.1%
More
Fewer
Samenumber
Refused
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Figure8.NumberofOpenInformationTechnologyPositions
MostfirmshavehiredonetofiveICTworkersoverthelast12months,andthemajoritywereforpositionsthatrequiredrelevantworkexperience.Fifty-fivepercentofemployersreportthattheyhavehiredonetofiveinformationtechnologyspecialistsover2015,andjustundersixinten(58%)ofthesenewhiresrequiredpreviousworkexperiencerelatedtotheposition.Forty-threepercentofrecentICThiresrequiredaBachelor’sdegreeorbeyond,and27%onlyrequiredanAssociate’sdegreeorcertificatefromanaccreditedcollege.Thirty-onepercentofICTworkershiredoverthelast12monthsarewomen,andjustoveraquarter(26%)areethnicorracialminorities.EighteenpercentofrecentICThiresareveteransoftheU.S.ArmedForcesand17%ofITnewhiresareovertheageof55.Figure9.NewInformationTechnologyEmployees(2015)
Employersreportdifficultyfindingqualifiedcandidatestofilltheirinformationtechnologypositions.Justunderthree-quartersoffirmsreporthiringdifficultyinfillingtheiropenICTpositionsoverthelast12months.
29.9%
10.9%
59.1%
11ormoreITopenings
6to10ITopenings
1to5ITopenings
9.4%
6.7%
5.2%
4.0%
9.1%
10.3%
55.3%
DK/NA
100ormoreITworkershiredoverthelast12months
50to99ITworkershiredoverthelast12months
25to49ITworkershiredoverthelast12months
11to24ITworkershiredoverthelast12months
6to10ITworkershiredoverthelast12months
1to5ITworkershiredoverthelast12months
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Figure10.HiringDifficulty
Themostreportedreasonsforhiringdifficultywerelackofexperience,training,ortechnicalskills.Almostfourintenfirmsmentionedthiswhenaskedwhatthetwomostsignificantreasonsareforhiringdifficulty.Another30%ofemployersreportdifficultyfindingindustry-specificknowledgeandskills,andabouttwointenfirmseachreportedthattheycannotprovidecompetitivewage,theirapplicantshadinsufficientqualifications,certifications,oreducation,orthereistoomuchcompetitionandasmallapplicantpool.Figure11.ReasonsforHiringDifficulty
Firmsreportdifficultyhiringforanumberofpositionsfrommanagerstoadministrativesupport.ThemostdifficultICToccupationtofillisinmanagement;halfoffirmsreportqualifiedmanagers,directors,orsupervisorsaredifficulttofind,followedbysoftwareengineersorwebdevelopersandICTsupport.
11.9%
60.5%
22.5%
5.2%
Verydifficult
Somewhatdifficult
Notatalldifficult
Don'tknow/Refused
14.2%
20.7%
3.4%
8.6%
16.4%
20.3%
20.7%
20.7%
29.7%
38.4%
DK/NA
Other
Culturalfit
Location
Lackofsoftskills(workethic,dependability,criticalthinking,…
Competition/smallapplicantpool
Insufficientqualifications,certifications,education
Cannotprovidecompetitivewages
Difficultyfindingindustry-specificknowledgeandskills
Lackofexperience,training,technicalskills
16
Figure12.MostDifficultPositionstoHire
Firmsalsoreportthatapplicantsdonotmeettheirhiringstandardsforworkexperience,position-specifictraining,education,andnon-technicalskills.HalformorenotedifficultyfindingqualifiedICTapplicantswhomeethiringstandardswhenitcomestorelevantworkexperienceandtrainingspecifictotheposition.Aboutathirdalsonotethatapplicantsoverthelast12monthsdidnotmeetingthefirm’seducationalandsoftskillrequirements.Giventhenumberoffirmsthatreportlackofinterpersonalandsocialskills,togetherwithreporteddifficultyfindingworkerswiththerightsoftskills,suggeststhatthereisacommunication,problem-solving,andteamworkskillgapbetweenwhatemployersseekandwhattrainingprogramsproduce.Figure13.HiringStandards
ThemajorityofICTpositionstypicallyrequirehighereducation.OversixintenemployersnotethataBachelor’sdegreeistypicallyrequiredofnewinformationtechnologyworkers,andanotherthirdreportthatprofessionalcertificationsarealsotypicallyrequired.Justoveraquarteroffirmsexpectsometypeofgraduatedegree.
46.5%35.8%
4.9%6.6%
10.2%10.2%11.9%
23.0%38.5%
41.6%50.0%
DK/NA
Other
ITSecurity
Programmer
Administrativesupport
Finance/accounting
Analyst/research
Sales,marketing,customerservice/HR
ITsupport/consultant
Softwareengineer/webdeveloper
Manager,director,supervisor,VP
7.3%
11.2%
30.1%
35.3%
49.8%
59.6%
Don'tknow/Refused
Noneoftheabove
Interpersonalandsocialskills
Educationlevel
Trainingspecifictotheposition
Relevantworkexperience
17
Figure14.TypicalEducationRequirements
Mostfirmsexpectatleastayearofworkexperienceinacomparableposition.Onlysixpercentofrespondentsreportthatnoformalworkexperienceisrequired,but89%notethatatleastayeartomorethanthreeyearsinacomparablepositionistypicallyrequiredoftheirICTapplicants.AlmostfourintenemployerswouldliketheirICTemployeestohaveworkedonetothreeyearsinacomparableposition.Figure15.TypicalExpectedWorkExperience
Atleastthree-quartersofemployersfindtechnicaltraining,relevantworkexperience,afouryearcollegedegree,andanindustry-recognizedcredentialaseitherveryorsomewhatimportant.Themostimportantconsiderationsfornewcandidatesareoccupation-specifictechnicaltrainingandatleastoneyearofindustry-relatedworkexperience;eachofthesequalitiesareratedimportant(veryandsomewhat)byalmostnineintenfirms.
5.5%
19.1%
24.3%
26.7%
32.8%
62.6%
Don'tknow/Refused
Completionofhighschoolorequivalent
Associatedegreefromacommunitycollege
Mastersorothergraduatedegree(M.A.,MBA,M.S.,…
Professionalcertification(Cisco,CompTIAA+,etc.)
Bachelor'sdegree
6.1%
30.7%
38.9%
19.8%
4.6%Noformalworkexperienceinacomparablepositionrequired
Upto12monthsinacomparableposition
Onetothreeyearsinacomparableposition
Morethanthreeyearsinacomparableposition
Don'tknow/Refused
18
Figure16.ImportanceofTrainingandCredentials
Employersreportthatnon-technicalskillsaremostdifficulttofindamongnon-entrylevelworkers.Justunderaquarteroffirmsfindthatworkethic,dependability,criticalthinking,andothersoftskillsaremostlackingintheirnon-entrylevelworkers,followedbyindustryexperience,training,ortechnicalskills.Figure17.SkillGapforNon-EntryLevelWorkers
Firmsnotethatacollegeeducationlackstheabilitytoinstillthesoftskills—suchasgoodworkethics—requiredforemployment.Overhalfofemployersfindthatcollegesuccessfullyprepares
30.1%
43.2%
56.5%
58.7%
44.4%
37.4%
31.0%
28.9%
11.6%
10.0%
3.6%
4.6%
10.9%
6.7%
7.0%
6.1%
Anindustryrecognizedcredential
Afouryearcollegedegreeorhigher
Atleastoneyearofindustryrelatedworkexperience
Technicaltrainingandexpertisespecifictothepositiontheyareapplyingfor
Veryimportant Somewhatimportant Notatallimportant
Itdepends Don'tknow/Refused
14.6%
2.0%
4.0%
4.6%
9.9%
11.9%
13.2%
17.2%
22.5%
Other
ITprivacy/security
Industryqualifications,certifications,education
Leadership/managerialQualities
Programming/codingskills
Companyspecificknowledgeandskills
Web/softwaredevelopmentskills
Industry/ITexperience,training,technicalskills
Non-technicalskills(workethic,dependability,criticalthinking,etc.)
19
individualswiththeknowledgeandtechnicalskillsrequired,butlessthantenpercentbelievethatcollegesuccessfullyinstillsproperworkethics.Figure18.CollegePreparation
TheabilitytoproblemsolveisaveryimportanttechnicalskillforICToccupations.Sevenintenemployersreportthattheyrequireeitheradvancedcompetencyorexpertiseinthisareaforeithernewhiresorcurrentopenpositions.Quantitativeskills,suchastheabilitytoprocessandanalyzedataarealsoimportant;65%offirmsexpectICTworkerstohaveeitheradvancedcompetencyofexpertiseinthisarea,followedbytheabilitytowriteeffectively(47%).Figure19.ImportantTechnicalSkills
EmployersalsoexpecttheirICTspecialiststopossesscustomerservice,organizational,andspeakingskills.Theabilitytoworkwithothersisthemostimportantnon-technicalskillforfirms;justundertwo
4.1%
0.8%
8.7%
31.0%
55.4%
Don'tknow/Refused
Collegepreparesworkerswithothercharacteristicsrequiredforthejob
Collegepreparesworkerswiththeworkethicandattituderequiredforthejob
Collegepreparesworkerswithbettercommunicationandteamworkskillsrequiredforthejob
Collegepreparesworkerswiththeknowledgeortechnicalskillsrequiredforthejob
3.6%
3.6%
5.2%
11.2%
7.9%
4.9%
35.9%
21.3%
17.6%
25.5%
30.4%
36.5%
21.0%
34.3%
33.4%
Abilitytowriteeffectively(technicalwritingskills)
Abilitytoprocessandanalyzedata(quantitativeskills)
Abilitytoproblemsolve
TheseskillsarenotneededforthispositionBasicproficiency,noadditionaltrainingorexperienceisusuallyneededGeneralcompetency,couldrequiregeneraltrainingorexperienceAdvancedcompetency,typicallyrequiresspecifictrainingorworkexperienceExpertiseinthisarea,specific,training,educationandexperienceisexpectedDon’tknow/NoAnswer
20
thirdsoffirmsexpectthattheirICTemployeeswillhaveadvancedcompetencyorexpertiseinthisarea,followedbymanagementandorganizationalskills(61%)andeffectiveverbalcommunication(47%).
Figure20.ImportantNon-TechnicalSkills
3.3%
3.6%
3.3%
12.8%
9.4%
7.6%
34.3%
23.4%
24.0%
28.9%
32.5%
36.2%
18.5%
28.6%
26.4%
Abilitytospeakeffectivelytodifferentaudiences(speakingskills)
Abilitytomanageandorganizeprojectsandpeopletoensuretheyare
completedcorrectly(managementand…
Abilitytoworkwithothers,includingcustomersandco-workers(peopleand
customerserviceskills)
Theseskillsarenotneededforthisposition
Basicproficiency,noadditionaltrainingorexperienceisusuallyneededGeneralcompetency,couldrequiregeneraltrainingorexperience
21
InformationandCommunicationTechnologies:TheTalentSupplyInadditiontosurveyingICTemployersacrossMassachusetts,BWResearchalsorecruitedjustover100ICTworkersfromacrossthestatetoprovideinsightintothesupplysideoftheICTindustry.Theseindividualsparticipatedinasurveytoprovidedeeperunderstandingonsuccessfulcareerstrategieswithintechnology-relatedfields.Questionscoveredindividualpathwaystocareeradvancement,barriers,andpotentialsolutionstomoveforwardinICToccupations,aswellastheimportanceofvarioustechnicalandnon-technicalskillsforsuccessintheindustry.Followingthiscareernavigationsurvey,participantsagreedtotakeadditionalpersonalityandskillassessments.TheWoofoundassessmentbyTraitifyasksindividualstoidentifywithdifferentactivities,crafts,orsituationsandthenassignsapercentagetovariouspersonalitytraits—visionary,planner,analyzer,action-taker,naturalist,inventor,ormentor—andthebestworkenvironmentsfortheseparticipants.RespondentsalsotooktheStrengthsquestassessmentwhichprovidesqualitativedataonthetopfivestrengthsofITworkerswhoparticipated.Finally,asubsetofrespondentsalsoagreedtotakealonger,morerigorousexamknownasCTECS.ThisexamtestsworkplacereadinessskillsrelatedtotheICTindustryinthreecategories—personalqualitiesandpeopleskills,professionalknowledgeandskills,andtechnologyknowledgeandskills.Individualsreceivedapercentagescoredependingontheirproficiencies,andeachmajorskillisbroken-downintoskillsubsets,suchaspositiveworkethic,integrity,criticalthinkingandproblemsolving,orinternetuseandsecurity.
ThemajorityofICTworkersaremale.AbouttwothirdsofITprofessionalsaremale,andjustoverathirdarefemale.
22
DemographicsandBackgroundThemajorityofICTworkersaremale.Abouttwothirdsofinformationtechnologyprofessionalsaremale,andjustoverathirdarefemale.Thiscomparesto51%ofmenintheoverallstatewideworkforceand49%women.11Figure21.Gender
FewICTemployeesidentifythemselvesasracialorethnicminorities.Themajority—justoverthree-quarters—ofsurveyedinformationtechnologyworkersdidnotidentifythemselvesasracialorethnicminorities.ThisissimilartotheoverallpopulationinMassachusetts,whichreportsabout26%racialorethnicminorities.12Figure22.RacialorEthnicMinority
11AmericanCommunitySurvey20141-YearEstimate;SexbyOccupationfortheCivilianEmploymentPopulation16YearsandOver12AmericanCommunitySurvey2010-20145-YearEstimate;ACSDemographicandHousingEstimates
65.8%
34.2% Male
Female
24.3%
75.7%Yes No
23
InformationTechnologyworkersarefoundacrossaverydiversespreadofindustries.Twointenrespondentsnotethattheirfirmisinthesoftwaredevelopmentindustry;thiswasthelargestchunkofresponses.Anadditionaltwointenreporttheyareinmanufacturing,bothcomputerandnon-computerornetworking-related,buttherestofworkersarespreadacrosseducation,professionalservice,healthcare,finance,insurance,retail,andotherindustries.Figure23.Industry
However,inanaidedquestion,themajorityofworkersreportthattheyarealsointhebroadlydefinedinformationcommunicationtechnologysector.OnlyathirdoffirmsrepliedthattheircompaniesarenotintheICTsector.Figure24.InformationCommunicationTechnologySector
2.7%1.8%1.8%1.8%1.8%1.8%1.8%1.8%1.8%2.7%
5.4%5.4%
7.2%7.2%7.2%
9.0%9.0%9.9%
19.8%
OtherGovernment/PublicAdmin./Military
Non-ProfitPublishing/Media/Entertainment
RealEstateReseller/VAR/SystemIntegrator
TransportationUtilities
Wholesale/DistributionRetail
InsuranceTelecommunications(ServiceProvider)
Banking/FinanceHealth/Medical
ProfessionalServices(Finance,Consulting,Legal,etc.)Education
Manufacturing(Computer/Networkingrelated)Manufacturing(Non-Computer/Networkingrelated)
SoftwareDevelopment
64.0%
33.3%
2.7%
Yes
No
Don'tknow/Refused
24
Ofworkersthatreporttheyareintheinformationcommunicationtechnologysector,justunderhalfnotetheyaremostcloselyconnectedtothesoftwareindustry.Forty-fourpercentofworkerssupportsoftware,andaboutaquarterworkintheinternetindustry,followedbynetworkingwithaboutone-sixthofrespondents.Figure25.InformationCommunicationTechnologiesBreakdown
ICTemployeesacrossMassachusettshavevariedexperienceinthesector.Almosthalfofrespondentsnotetheyhaveworkedintheircurrentpositionbetweenfiveto20years—thelargestchunkofresponsesisfivetotenyears.Justoverfivepercentofworkersreporttheyhavebeenworkingfor20yearsormore,and13%notetheyhavebeenatthisjobforlessthanoneyear.
Figure26.YearsinCurrentPosition
43.7%
22.5%
15.5%
11.3%
7.0%
Software
Internet
Networking
Communications
Hardware
12.6%
31.5%
27.9%
21.6%
5.4% 0.9%Oneyearorless
Morethanoneyear,lessthanfiveyears
Betweenfiveyearsandlessthan10years
Between10yearsandlessthan20years
20yearsormore
Don'tknow/Refused
25
MenandindividualswithaMaster’sdegreeorgreateraremorelikelytohavelongerexperienceinatechnology-relatedfieldcomparedtowomenorthosewithaBachelor’sdegreeorless.Figure27.YearsinTechnology-RelatedField
1.8%
11.7%
27.9%
37.8%
19.8%
0.9%Oneyearorless
Morethanoneyear,lessthanfiveyearsBetweenfiveyearsandlessthan10yearsBetween10yearsandlessthan20years20yearsormore
Don'tknow/Refused
26
Careers,Education,andTraining
DemographicAssessment
ThefollowingaresomekeyfindingsregardingdemographicdifferenceswithintheInformationCommunicationTechnologyworkforceinMassachusetts:
Thereisaslightdifferencebetweenmenandwomenacrossexperience,educationalattainment,andannualsalary.Menareslightlymorelikelytohavespenttenyearsormoreinatechnology-relatedfieldthanwomen,buttheyarealsomorelikelytohavenodegree;eightpercentofmenreportedtheyhavenodegreecomparedtononeofthesurveyedwomen.ThoughthereisaslightlyhigherpercentageofmenthathaveachievedaMaster’sdegreeorbeyond(29%vs.21%),therearesignificantlymorewomenwhohavecompletedtheirBachelor’sdegree(71%vs.52%).Withregardstowages,womenmakeslightlylessthantheirmalecounterparts;justoverhalfoffemaleITworkers(52%)reporttheyearn$75,000ormoreperyearcomparedto56%percentofmen.Thoughminoritiestendtohaveasmucheducationandexperience,theyreportbothlowerwagesandsatisfactionwithcareeradvancement.Eighty-twopercentofminoritieshaveaBachelor’sdegreeorgreater;threeintennotethattheyhavecompletedtheirMaster’sdegreeorbeyond—comparedtoaquarterofnon-minorities—andfewerreporthavingnodegreecomparedtonon-minorityITworkers.Minoritiesaremorelikelytoreportthattheyhavebeenworkingintheircurrentpositionforovertenyears,butonly37%ofminoritiesagreethattheyhaveadvancedasquicklyintheircareerastheywouldlike,comparedto43%ofnon-minorities.MinorityITworkersarealsolesslikelytomakeabove$75,000comparedtotheirnon-minoritycounterparts.Figure28.DemographicComparisonsbyEducation,Salary,andCareerAdvancement
52%56%
35.6%
71%
52% 52.6%52%48%
37.0%
61% 57%
42.9%
Bachelor'sDegree Annualsalaryof$75,000orgreater
CareerAdvancementSatisfaction
Male Female Minority Non-Minority
27
Themajorityofemployeesnotethattheyhavenotonlymovedupthecareerladder,butalsocontinuetogrowintheirposition.Justovertwo-thirdsofsurveyedinformationtechnologyworkersreportthis,and11%notetheyhavemovedupthecareerladderbutnowhavefeweropportunitiesforadvancement.Sevenpercentofrespondentsfeeltheyarestuckintheircurrentposition.Figure29.CareerinTechnology
Themajorityofinformationtechnologyprofessionalsareeithertechnologyimplementersordevelopers.Forty-fivepercentofrespondentsnotethattheyinstallormaintaintechnologyapplicationsattheirfirm,assistingotherswithtechnologyuse,andanother45%worktocreatenewtechnologiesandapplications.Onlytenpercentofrespondentsreportthattheyonlyusethetechnologiesthatareprovided.Figure30.UseofTechnologyinCurrentPosition
Themajorityofinformationtechnologyprofessionalshavereceivedformaleducationortraining;88%ofrespondentsreporttheyhaveinfactreceivedformaleducationortrainingontheuse,implementation,ordevelopmentortechnologies.
7.2%
10.8%
18.0%
64.0%
Ihavenotbeenverysuccessfulinmovingupthecareerladderandfeelstuckinmycurrentposition
IhavesuccessfullymovedupthecareerladderbutIhavefeweropportunitiesforadvancement
Ihavesuccessfullymovedbetweenjobswithsatisfyinglateralmovesbuthavenotmovedup…
Ihavesuccessfullymovedupthecareerladderandcontinuetogrowinmyposition
9.9%
45.0%
45.0%
Iamauseroftechnology,whichmeansthatIusevarioustechnologiesbutIdonotimplementor
developthem
Iamadeveloperoftechnology,meaningthatIworkoncreatingnewtechnologiesand
applications
Iamanimplementeroftechnology,meaningthatIsetup,install,ormaintaintechnologyapplicationsatmyfirmandassistotherswithtechnologyuse
28
Figure31.FormalEducationforTechnology
However,fewerhavetechnologicalcertifications.Abouthalfofsurveyrespondentshavecertifications—suchasCompTIA,Microsoft,Cisco,orJava—whiletheotherhalfdonothavesuchcertifications.Figure32.Certifications
Themajorityofinformationtechnologyprofessionalshavecompletedhighereducation.About85%ofrespondentsnotetheyhaveeitheraBachelor’sdegree,Master’sdegree,orbeyond;59%ofITworkershaveaBachelor’sdegree—thisisthelargestchunkofresponses.Fewindividualsreportthattheyhavenodegree;menandnon-minoritiesaremorelikelytofallintothiscategorythanwomenandminorities.
88.3%
11.7%
Yes
No
50.5%47.7%
1.8%
Yes
No
Don'tknow/Refused
29
Figure33.CollegeCertificateorDegree
Aboutsixinteninformationtechnologyprofessionalsreceivedtheirdegreeinarelatedfield.Fifty-sevenpercentofindividualsreportthattheystudiedeitherInformationTechnology,ComputerScience,orEngineeringforInformationScienceorSystems.Figure34.PrimaryFieldofStudy
1.8%
8.1%
58.6%
26.1%
5.4%
Yes,certificatebutnodegree
Yes,Associatedegree
Yes,Bachelordegree
Yes,Masterdegreeorbeyond
Nodegree
2.9%
1.0%
1.9%
1.9%
1.9%
2.9%
3.8%
3.8%
5.7%
7.6%
9.5%
10.5%
18.1%
28.6%
Other
Physics
Chemistry
Engineering-Networking
Mathematics
Education
Engineering-Other
Non-technicalfieldsuchasHumanities,Art,…
Medical,Health,AgricultureorLifeSciences
Engineering-ElectricalorComputing
BusinessorManagement
Engineering-InformationScienceorSystems
ComputerScience
InformationTechnology
30
KeystoSuccessHighereducation,workexperience,andon-the-jobtrainingaremostimportantforsuccessfulcareernavigation.AbouthalformoreofsurveyedinformationtechnologyprofessionalsnotethataBachelor’sdegree,previousworkexperience,andon-the-jobtraininghavebeenmostimportantinsuccessfullyadvancingtheircareertonewjobswithincreasedpayandresponsibilities.Self-guidedlearningandexperimentingisalsoratedhighlyimportantby44%ofrespondents.
Figure35.ResourcesforSuccessfulCareerNavigation
Self-awareness,networking,andrelationshipmanagementareratedveryimportantforcareeradvancementbyoverhalfofITprofessionals.Infact,self-awareness—formalassessments,understandingstrengthsanddesires,orcareerpathwayevaluation—isconsideredimportant(veryandsomewhat)bynearlyallsurveyrespondents,andveryimportantbyjustoverthree-quarters;thisskillisthemosthighlyratedinimportanceforcareeradvancement.Networking,orformalandinformalactivitiestomeetpeopleandexpandprofessionalconnections,wasalsoratedimportantbynearlyallrespondents,followedbyrelationshipmanagement—maintenanceofpersonalconnections,valuedemonstrationinprofessionalconversations,rememberingcontacts,andbeingagoodlistener.Respondentsnotethattheyspendthemosttimeeachmonthdeveloping,practicing,orconductingrelationshipmanagement—anaverageof15hoursandamedianof10—followedbyorganizationalreading,networking,mentorship,andself-awareness.Individualswhoself-reportedasminoritiesaremorelikelytofindmentorshipveryandsomewhatimportantcomparedtothosewhoidentifyasnon-minorities.
0.9%9.9%
14.4%16.2%
19.8%21.6%22.5%
27.0%28.8%29.7%30.6%32.4%
36.0%41.4%44.1%
48.6%51.4%
62.2%
Don'tknow/RefusedPhD
AssociatesdegreeFormalmentorship
K-12educationJobboardssuchasMonsterandCareerBuilder
LinkedInInformalmentorship
OnlinelearningcommunitiesofindustryprofessionalsMastersdegree
Family/friendssupportandguidanceTechnicalcertifications
WebsitesIn-personnetworking
Self-guidedlearningandexperimentingOn-the-jobtrainingatcurrentemployer
PreviousworkexperienceBachelorsdegree
31
Figure36.ImportanceofCareerAdvancementActivities
Lackofsufficientmentorshipisperceivedasthegreatestobstacletocareerdevelopment.Lackofmentorshipduringtheircareerreceivedthehighestagreement(stronglyandagree)frominformationtechnologyprofessionals,followedbyfeelingtheyhavenotadvancedasquicklyastheywouldlike,andnothavingtherightconnectionswithpeoplethatmakehiringdecisions.Figure37.CareerObstacles
Fewindividualshaveparticipatedinformalcareermentoringprogramsaseitheramentororamentee.Onlyaboutthreeintenindividualsreportthattheyhaveeitherreceivedmentorshiporprovidedmentorshipinaformalcareermentoringprogram.Menaremorelikelytoparticipateaseither
36.9%
46.8%
63.1%
65.8%
76.6%
45.9%
45.9%
34.2%
30.6%
21.6%
14.4%
5.4%
Mentorship(includingformalandinformalmentorship)
OrganizationalReading(includingunderstandingcompanyculture,workplacerelationships,industrytrends,andother
organizationalbehaviors)
RelationshipManagement(includingmaintainingpersonalconnections,takingnotesoncontacts,demonstratingvaluein
professionalconversations,andbeingagoodlistener)
Networking(includingformalandinformalactivitiestomeetpeopleandexpandprofessionalconnections)
SelfAwareness(includingtakingformalassessments,takingastepbackandevaluatingyourowncareerpathway,and
determiningyourownstrengthsanddesires)
Veryimportant Somewhatimportant Notatallimportant Don'tknow/Refused
9.0%
9.0%
12.6%
6.3%
16.2%
9.9%
17.1%
18.0%
17.1%
24.3%
18.0%
25.2%
17.1%
15.3%
18.9%
17.1%
24.3%
25.2%
22.5%
29.7%
27.0%
31.5%
31.5%
26.1%
32.4%
27.0%
24.3%
20.7%
9.9%
13.5%
Ihavebeenlimitedbynothavingenoughformaleducationortraining
Ihavetroublegettinganswerstomytechnicalquestions
Ihavenotbeenabletoacquireenoughnewtechnologyskillstoadvanceinmycareer
Ihavenothadtherightconnectionswithpeoplethatmakehiringdecisions
IhavenotadvancedasquicklyasIwouldlikeinmycareer
Ihavenothadenoughmentorsalongtheway
Stronglyagree Agree Neitheragreenordisagree
Disagree Stronglydisagree Don'tknow/Refused
32
amentorormenteecomparedtowomen,asareminoritiesandindividualswithaMaster’sdegreeormore.Infact,fewfirmsactuallyoffermentorshipprograms.Justunderathirdoffirmsreportthattheyhavesometypeofformalmentorshipprogram,but68%offirmsdonot.Figure38.MentorshipProgram
SkillandCompetencyProfilesInformationtechnologyprofessionalsweremosthighlyratedasplanners,analyzers,andaction-takers.SurveyedITworkersthatparticipatedintheWoofoundpersonalitytestweremorelikelytoscorehigherfortheirpersonalitytraitsasplanners,analyzers,andaction-takers.Plannersaremostoftenfoundinofficesettings;theyenjoydetail-orientedwork,suchasdataanalysis,andaremethodicalandprecise.Analyzersareinquisitiveinnatureandexcelatfindinginformationandidentifyingsolutions.Action-takersenjoymanualorphysicaltasks,usingmachineryortechnologytocompleteprojects;theyarepractical,systematic,andapplied—drawntojobsthatinvolveaspecificskill-setandconcretetask.Ofthesetopthreepersonalitytraits,themostcorrelatedareanalyzersandaction-takers—thehigheranindividualscoresintheanalyzercategory,themorelikelytheyaretobeanaction-takeraswell.Thisisparticularlytrueformenaswellasthoseindividualsthatareemployedinthemanufacturingorsoftwaredevelopmentindustries.13
13TheoverallR-squaredvalueis.65;R-squaredformenonlyis.86;R-squaredformanufacturingis.99;andR-squaredforsoftwaredevelopmentis.94.
27.0%
30.6%
71.2%
67.6%
Participatedinformalcareermentoringprogramasmentee
Participatedinformalcareermentoringprogramasmentor
Yes No Don'tknow/Refused
33
Table1.PersonalityTraits,AverageScores
PersonalityTrait AverageScore
Planner 71.6%
Analyzer 70.6%
Action-Taker 64.3%
Visionary 63.1%
Mentor 58.0%
Naturalist 51.2%
Inventor 50.4%
Morethanaquarterofinformationtechnologyemployeesworkbestinastructuredenvironmentwithcleargoalsandtangibleresultsthatstillmanagestofosterautonomyandencourageinvestigation.Almosthalfofrespondentsworkbestinanenvironmentthatfostersautonomy,andanotherfourintenworkbestinanenvironmentthatisroutine-orientedandstructuredyetstillencouragesinvestigation;threeintenindividualsworkbestinanenvironmentthatofferstangibleresultsandclearlyoutlinesgoalstobeaccomplished.
Table2.TopFiveBestWorkEnvironments
WorkEnvironment PercentofCases
Fostersautonomy 48%
Isroutine-orientedandstructured 41%
Encouragesinvestigation 38%
Offerstangibleresults 28%
Outlinescleargoalstobeaccomplished 28%
Informationtechnologyworkersexhibitthegreateststrengthsintheirinput,learning,andstrategicskills.Aboutthreeintenindividualswerefoundtohaveinput,learner,andstrategicstrengths,andjustunderaquarteralsodemonstrateachiever,deliberative,harmony,ideation,analytical,relator,andresponsibilitystrengths.
34
Table3.TopTenStrengths
Strength PercentofCases
Input 31%
Learner 28%
Strategic 28%
Achiever 24%
Deliberative 24%
Harmony 24%
Ideation 24%
Analytical 21%
Relator 21%
Responsibility 21%
OfthethreemajorworkplacereadinessskillsfortheCommonwealth—personalqualitiesandpeopleskills,professionalknowledgeandskills,andtechnologyknowledgeandskills—informationtechnologyworkersreceivedthelowestaveragescoreintheirprofessionalknowledgeandskills,particularlyincriticalthinkingandproblemsolving—theirabilitytoanalyzeandresolveproblemsthatariseincompletingassignedtasks.Notsurprisingly,theseindividualsscoredhighestintheirtechnologyknowledgeandskills,especiallyfortheinformationtechnologysubset,ortheirabilitytousecomputers,filemanagementtechniques,andsoftwareprogramseffectively.Infact,individualsperformedatorabove86%inallfouroftheinformationtechnologyskillsubcategories,whichisabovethenationalorstateaverageonthesefourITskills.
35
Table4.WorkplaceReadinessSkills,AverageScores
WorkplaceReadinessSkillsfortheCommonwealth AverageScore
PersonalQualitiesandPeopleSkills 82.6%
PositiveWorkEthic:Comestoontime,willingtotakedirection,motivatedtoaccomplishthetaskathand 73.7%
Integrity:Abidesbyworkplacepoliciesandlawsanddemonstrateshonestyandreliability 92.6%
Teamwork:Contributestothesuccessoftheteam,assistsothers,andrequestshelpwhenneeded 87.4%
Self-representation:Dressesappropriatelyanduseslanguageandmannerssuitablefortheworkplace 71.1%
DiversityAwareness:Workswellwithallcustomersandcoworkers 89.5%
ConflictResolution:Negotiatesdiplomaticsolutionstointerpersonalandworkplaceissues 84.2%
CreativityandResourcefulness:Contributesnewideasandworkswithinitiative 75.8%
ProfessionalKnowledgeandSkills 79.2%
SpeakingAndListening:Followsdirectionsandcommunicateseffectivelywithcustomersandemployees 86.3%
ReadingAndWriting:Readsandinterpretsworkplacedocumentsandwritesclearly 75.8%
CriticalThinkingAndProblemSolving:Analyzesandresolvesproblemsthatariseincompletingassignedtasks 64.5%
HealthAndSafety:Followssafetyguidelinesandmanagespersonalhealth 73.7%
Organizations,Systems,AndClimates:Identifiesbigpictureissuesandroleinfulfillingworkplacemission 86.3%
LifelongLearning:Continuallyacquiresnewindustry-relatedinformationandimprovesprofessionalskills 81.1%
JobAcquisitionAndAdvancement:Preparestoapplyforajobandtoseekpromotion 82.1%
Time,Task,AndResourceManagement:Organizesandimplementsaproductiveplanofwork 78.9%
Mathematics:Usesmathematicalreasoningtoaccomplishtasks 71.6%
CustomerService:Identifies/addressesallcustomerneeds;helpful,courteous,andknowledgeableservice 88.4%
TechnologyKnowledgeandSkills 89.5%
Job-SpecificTechnologies:Selectsandsafelyusestechresourcestoproductivelyaccomplishresponsibilities 89.5%
InformationTechnology:Usescomputers,filemanagementtechniques,andsoftware/programseffectively 92.6%
InternetUseAndSecurity:UsestheInternetappropriatelyforwork 85.5%
Telecommunications:Selectsandusesappropriatedevices,services,andapplications 89.5%
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KeyFindingsandRecommendationsEmployersreporthiringdifficulty,asapplicantsfailtomeettheirstandards.Almostthree-quartersoffirmsreportthattheyhavehaddifficultyfindingqualifiedITworkersinthelast12months,andabouthalfoftheseemployersnotethatITapplicantsfailtomeettheirhiringstandardsintermsofrelevantworkexperienceandoccupation-specifictraining.Asignificantnumber—aboutthreeinten—alsomentionthatpotentialnewhiresdonotmeettheirstandardsforinterpersonalandsocialskills.Highereducationandworkexperienceisveryimportantatinformationtechnologyfirms.ThemajorityofemployersrequireaBachelor’sdegree,andaboutthreeinteneachrequireadditionalcertificationsoraMaster’sdegree.FourintenfirmsexpecttheirITapplicantstohaveonetothreeyearsofexperienceinacomparableposition,andanother20%wouldliketheirnewhirestohaveoverthreeyearsofexperience.Notsurprisingly,themajorityofsurveyedITworkershavecompletedhighereducationinsometechnology-relatedfield.Infact,atleasthalfofinformationtechnologyprofessionalsreportthathighereducation,experience,andon-the-jobtraininghavebeenimportantforsuccessfullyadvancingtheircareer.However,employersalsoexpectITnewhirestobeproficientatbothtechnicalandnon-technicalskills.Overhalfoffirmsreportthattheirinformationtechnologynewhiresmusthaveeitheradvancedcompetencyortotalexpertiseinproblem-solving,dataanalysisandprocessing,peopleandcustomerservice,andmanagementororganizationalskills.Justunderhalfalsoexpectadvancedcompetencyorexpertiseineffectivewritingandcommunicationskills.Indeed,currentinformationtechnologyworkersarealsocognizantoftheimportanceofsoftskills.Justunderhalfnotethatself-guidedlearningandexperimentinghavebeenimportantinsuccessfulcareernavigationandadvancement.Infact,self-awarenesswasratedveryimportantbyjustoverthree-quartersofITprofessionals,andnearlyallfindthisskilleitherveryorsomewhatimportant.Despitethis,employersfindthatnon-entryleveljobapplicantsaremostlackingintheirnon-technicalskills.Accordingtosurveyedinformationtechnologyemployers,non-technicalskills,suchasworkethic,dependability,orcriticalthinking,aremostdifficulttofindamongtheirnon-entryleveljobapplicants.Moreover,veryfewfirmsfindthatcollegepreparesindividualswithallofthesoftskillsneededforcareersuccess.OfemployersthathavehiredanewITworkerwithaBachelor’sdegreeoverthelast12months,themajorityagreethatcollegepreparesindividualswiththeknowledgeandtechnicalskillsrequiredforajob.However,fewreportthatcollegepreparesworkerswiththeproperworkethicandattitude.Informationtechnologyprofessionalsnotethatalackofmentorshiphascreatedobstaclesincareeradvancement.JustoverathirdofITemployeesagreethattheyhavehadinsufficientmentorsalongtheircareerpathway.Onlyoneinthreesurveyedfirmsoffermentorshipprograms,andlessthanthree
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intensurveyedemployeesreportthattheyhaveparticipatedinaformalcareermentoringprogramasamentee;justoverthreeintenreportthattheyhaveparticipatedasamentor.ThoughMassachusettsexhibitsaboveaveragestrengthinbothoccupationalconcentrationandgrowthpotential,employersstillnotedifficultyfindingqualifiedapplicantstofilltheseopenpositions.JustunderhalfofrecentICTnewhiresrequiredaBachelor’sdegreeormoreandaboutsixintenrequiredpreviousworkexperience.Butwhilehighereducationandworkexperienceareveryimportanttoemployers,onlyabouthalfofinformationtechnologyprofessionalsreceivedtheirdegreeinarelatedfield.Thissuggeststhatemployersareusingcollegedegreesasaproxyforcriticalthinkingandotherrelatedskills,asopposedtotheindustry-specifictechnicalskillsgainedduringcoursework.However,fewemployersbelievethatcollegeadequatelyinstillsothernon-technicalskillssuchascommunication,teamwork,andworkethic.Thisseemsparticularlytrueforhigh-levelmanagementpositions,wheretheabilitytocommunicateeffectivelyandworkwithothersbecomesincreasinglyimportantasindividualsadvanceintheircareers.Indeed,employersnotethatnotonlyaretheyhavingthemostdifficultyfindingmanagers,directors,andsupervisors,butalsothatthesenon-entrylevelapplicantsaremostdeficientinsoftskills.Manyinformationtechnologyprofessionalscommentontheimportanceofself-drivennon-technicalskillsinadditiontomentoringprogramsforcareeradvancement,butunfortunatelyfewsuchprogramsexist.Entry-levelnewhiresarelikelytogainthenecessarytechnicalskillsfrombotheducationandon-the-jobtraining,buttheremaybemoreopportunityforcompany-drivenmentorshipprogramsthatfosterpersonalgrowthandultimatelycareeradvancement.Furthermore,theindustry’slackofdiversitymayindicateyetmoreopportunityintermsofuntappedtalentpotentialacrossthesedemographicminorities.Expandingthetalentpooltounderrepresentedcommunitieswithtraining,careernavigation,andmentorshipsupportcoulddrivegrowthinthesehigh-demandsoftskills,alleviatethetalentshortage,andfostereconomicgrowthbyplacingindividualsintolong-term,sustainablecareerpathways.Specifically,werecommendthefollowingactionstoexpandICTemploymentopportunitiesandsupportthelocaleconomy:
1. Developcareerexposureandexperienceprogramsthatfocusondiversity.Employersreportadesireforamorediverseworkforce,butwomenandracialorethnicminoritiesremainunderrepresented.However,ignoringcurrentdemographicswithintheICTworkforceandprovidinglessexposuretounderrepresentedcommunitiesmayleadwomenandpeopleofcolortoexcludethemselvesfromthefield.Leftonitsown,lackofdiversitycanhaveaspiralingeffect,asnetworks,mentors,andopportunitiesremainsegregated.Itiscritical,therefore,toengageinintentionaldialogueaboutrace,ethnicity,andgenderinICT.
2. IntegrateproblemsolvingandcriticalthinkingintoallICTtraining.TheBachelor’sDegreehas
becomeaproxyformanyemployers.AcollegedegreecertainlyprovidesthenecessaryknowledgeandskillsforsomeICTjobs,buttoooften,employerswillonlyhirecandidateswithadegreebecausetheydesiretheproblem-solving,analytical,andcriticalthinkingskillsoftenassociatedwithcollege.Notonlyisthisanexpensivesolution(collegedegreeholdershave
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higherpay),theresearchsuggeststhatmostcollegeprogramsdonotimprovecriticalthinkingandproblem-solvingwithoutintentionaldesigntodoso.Noncreditcourseworkthatincludescriticalthinkingmodules(suchasNSF-fundedCATApps14)canbridgethegapatafractionofthecost.
3. Provideexpandednetworkingandmentorshipopportunities.Particularlyfor
underrepresentedpopulations,mentorshipisreportedasacriticalsuccessfactor.However,justunderonethirdofICTemployersreportthattheircompanyhasaformalmentorshipprogram.Developingformalmentorshipandnetworkingprogramsprovidesseveraltangiblebenefits.First,ithelpsindividualsmitigatesomeoftherisksoftheircareerdevelopmentbyfollowingtheadviceandpathwaysoftheirmentors.Inaddition,itleadstomoredialogueaboutcareernavigationstrategiesfornon-traditional(e.g.,collegeeducated)pathways.Finally,diversecareernetworksandmentorshipprogramshelptobreakthespiralbredbylackofdiversity,andhelptobreaksilosinhiringandadvancement.
4. Workwithjob-seekerstoshowcasetheirtalent.Jobseekers—particularlythosewhohave
lackedmentorshipandprofessionalICTnetworks—mustfocustheirjobsearchandmarketingeffortsonthevaluetheycanbringtoanorganization.Thisincludeshelpingjobapplicantstorecognizecompanies’placeinthemarket,highlightinghowtheycanmaketheorganizationsmoreeffective,andpositionthemselvesasgoodcommunicatorsandteamplayers,problem-solvers,andhowtheyintegratetheirtechnicalandnon-technicalskillstomaximumeffect.
5. Engageemployerstoexplorenon-traditionalhiringsourcesandinternshipopportunities.
Whilemostoftherecommendationsinthisreporthavebeenfocusedonjobseekersandthetrainingcommunity,employersthatcontinuetodrawfromtheirtraditionalsources(e.g.,degreeprograms,non-diversecandidatepools,etc.)willhavefewercandidatestodrawfromandmaymissoutonmoretargetedandeffectiveprograms.Thereisalwaysperceivedrisktochange,butwithincreasingnumbersofunfilled,openpositions,greaterdifficultyhiring,andincreasedcompetitionfortalent,expandingthetalentpoolisbecominganeconomicimperative.SkillWorksanditspartnersandstakeholderscanplayacriticalroleinengagingwithemployersanddevelopingprogramthatpreparejob-seekersandreduceriskforemployers.
14Seehttps://www.tntech.edu/cat/cat-applications-in-the-discipline
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MethodologyTheEconomicAdvancementResearchInstitute(EARI)partneredwithSkillworkstodesignandimplementaresearchplaninordertounderstandthedemandandsupplysideoftheInformationandCommunicationsTechnology(ICT)industrysectorinMassachusetts.Alongwiththeinitialsecondarydataanalysisforindustryandoccupations,theresearchplanwassplitintothreeadditionalphases.
ThefirstphaseofresearchcoveredthedemandsideofICT,includingdetailedanalysisofexistingpublicandprivateresourcesaswellasasurveyadministeredtoarandomsampleofapproximately4,300businessestablishmentsinMassachusetts.ThesampleincludedestablishmentsthatarestrictlyICT(1,800),areinvolvedinindustriesthatutilizetechnologyatahighrateandemployworkerswithtechcredentials(1,500),andcompaniesthatareclassifiedaslowtechandtypicallyhavetechsupportonstafforoutsourcesuchtechworkers(1,000).ThissamplewasreinforcedwithinternetpanelsacrossthesameindustrygroupsintheCommonwealth.Forconfirmation,thesurveyedestablishmentshadtomeetthefollowingcriteria;
• BusinesslocationinMassachusetts• Businessemploysinformationtechnologyworkersclassifiedassupportworkers(suchashelp
desk)orworkersclassifiedasdevelopers,includingsoftware,database,andwebdevelopers.
Thesurveyeffortwasconductedoverthephoneandonlinewith329firmscompletingasurvey.
ThesecondphaseoftheresearchtargetedtheICTworkforceandsoughttogainfurtherinformationonactivitiesatfirmsthatemploytheseworkers,educationalattainment,salary,pathways,etc.TherespondentswereculledfromaninternetpanelofICTworkersinMassachusettsandthosethatcompletedwereofferedagiftcardincentive.Respondentswerealsoaskedtoprovidetheirpersonalemailaddresssothattheycouldbeinvitedtothreeseparateassessmentsuponcompletionofthesurvey.Atotalof111ICTworkersintheCommonwealthparticipatedinthesurveyeffortandprovidedcontactinformationtobeusedforthethirdphaseoftheresearch.
Thethirdphaseoftheresearchwasanextensionofthesupplysidefocusofphasetwo.Eachofthe111respondentswereinvitedtotakethreeseparateassessmentstofurtherexpandonthedataalreadygatheredpreviouslyandtoroundouttheworkforceprofileofICTworkersinMassachusetts.Participantswereofferedanadditionalgiftcardincentivethatwasdistributeduponthecompletionofallthreeassessments.Thefollowingassessmentswereadministered;
• WoofoundPersonalityAssessment–surveyrespondentsweresentanemailandaskedtoregisteranaccountwithWoofoundathttps://swn.woofound.me/sessions/new.Fromthere,aseriesofworkactivitiesandpersonalityquestionswereadministered.Theassessmenttookanaverageoffiveminutestocomplete.Eachparticipantwasprovidedacustomizedpersonalityassessmentthatalsoincludedfavoredworkenvironmentsandoccupationalrecommendations.ThisdatawasgatheredbytheresearchteamandanalyzedtodetermineacombinedpersonalityprofileforICTworkers.
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• StrengthsQuestStrengthsFinderOnlineAssessment–thisassessmentwasadministeredtosurveyrespondentsfromphase2thatalsocompletedthefirstadditionalassessment(WoofoundPersonalityAssessment).Eachparticipantwasprovidedauniqueaccesscodeandaskedtoregisterathttps://www.strengthsquest.com/register/default.aspx.Theonlineassessmenttookapproximately30minutestocomplete.Respondentswereprovidedwithareportthatlistedtheirtopfivetalentthemesorstrengthsandofferedsuggestionsfortheirapplicationtoacademic,careerandleadershipdevelopment.ThisdatawasgatheredbytheresearchteamandanalyzedtodetermineacombinedtalentorstrengthsprofileforICTworkers.
• CareerandTechnicalEducationConsortiumofStates(CTECS)WorkplaceReadinessSkillsfortheCommonwealthAssessment–Thisfinalassessmentwasadministeredtosurveyrespondentsfromphase2thatcompletedthefirsttwoadditionalassessmentsofphase3(WoofoundPersonalityAssessmentandStrengthsQuestStrengthsFinderOnlineAssessment).EachparticipantwassentaninvitationfromCTECStotaketheassessment.Theonlineassessmentconsistedof100multiplechoicequestionsandofferedaone-hourwindowforcompletion.EachrespondenttotheCTECSassessmentwasofferedanofficialcertificateiftheyachievedanoverallpassingscoreof75%orhigher.Theassessmentoffereddisaggregatedscoreswithinthefollowingassessmentthemes;
o PersonalQualitiesandPeopleSkillso ProfessionalKnowledgeandSkillso TechnologyKnowledgeandSkills
ThisdatawasgatheredbytheresearchteamandanalyzedtodetermineacombinedworkplacereadinessskillprofileforICTworkers.
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