New Ingredients for Student Success: Social Networks Bob Pearlman [email protected] ...

New Ingredients for Student Success:

Social Networks

Bob Pearlman [email protected]

http://www.bobpearlman.org

September 24-25, 2009

PowerPoint Slides at http://www.bobpearlman.org/commcollege.htm

mailto:[email protected]

http://www.bobpearlman.org/

http://www.bobpearlman.org/

http://www.bobpearlman.org/commollege.htm

http://www.bobpearlman.org/commollege.htm

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New Ingredients for Student Success

Director of Education and Workforce Development, 2000-2001

Joint Venture: Silicon Valley Network, San Jose, CA

Director of Strategic Planning, 2002-2009

New Technology Foundation, Napa, CA

Bob Pearlman

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“We play a huge role in getting students prepared for college who come in with skills below college level. If we could transform that group of students in America, that segment who are under-prepared from high school and that segment who enter community college and other institutions of higher education without the critical writing, reading, and thinking skills required for a college education and success in the workplace, we'll be doing a huge amount to move America forward.”

-- TC Record Voice, September 2009

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New Ingredients for Student SuccessAssessment of 21st

Century Skills

Partnership for 21st Century Skillshttp://www.21stcenturyskills.org

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21ST CENTURY SKILLS DEFINED

LEARNING & INNOVATION

Creativity & Innovation

Critical Thinking & Problem-solving

Communication & Collaboration

LIFE & CAREER

Flexibility & Adaptability

Initiative & Self-direction

Social & Cross-cultural Skills

Productivity & Accountability

Leadership & Responsibility

INFORMATION & TECHNOLOGY

Information Literacy

Media Literacy

ICT Literacy

Partnership for 21st Century Skills

http://www.21stcenturyskills.org

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Silicon Valley, 2000Silicon Valley, 2000

40% of workforce

in 7 high-tech clusters

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VALLEY OF HEART’S DELIGHT

Silicon Valley, 1970

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The Year 2000

There’s a major problem

………in the Silicon Valley

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The workforce gap in the Silicon Valley has widened from 160,000 in 1997 to 216,000 in 2000. Most alarming is the increase in the levels of unfilled positions

Note: (1) Data is as of 10/2000. The total demand for high-tech industry clusters was 468,000 in 1997Source: A.T. Kearney Analysis, Workforce Study

1997 2000

Commuters

Outside Recruits

Unfilled Positions

160

216

Estimated Gap For High-TechIndustry Clusters - 2000(In Thousands)

Total Demand For High-TechIndustry Clusters - 2000

Local Labor and Voluntary Movers

62%

Unfilled Positions

11%

Outside Recruits

7%

Commuters 21%

100% = 570,000(1)

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The incremental costs to businesses in the Silicon Valley due to this workforce “gap” have escalated to over $6 billion annually

Hi Gap Lo Gap Min Gap

9.2

2.6

7.8

Opportunity Costs

56% Hiring Costs 2%

Turn-over Costs 16%

Salary Premium

26%

Opportunity Costs

Turn- over Costs

Hiring Costs

Salary Premium

Source: A.T. Kearney Analysis, Workforce Study

Annual Workforce Gap Costs ($ Billions)

Incremental Cost Components (%)

100% = $5.2-$6 .6 billions

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Why is there this Gap?

List 3 top reasons

1. ____________________________________________

2. __________________________________________________________________

3. ____________________________________________

The Workforce Gap

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1999 Workforce Study found that Silicon Valley faced a significant workforce gap, costing industry $3-4 billion a year

Gap was composed of losses from unfilled positions plus additional salary premiums for workers linked to outside recruitment and commuting costs

2000, CA State Senator John Vasconcellos called “our workforce gap … the number one crisis facing Silicon Valley today”.

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Could a homegrown workforce fill the gap?

Were local students interested in careers in the technology industry?

Key Study Questions?

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High-tech employment includes not only employment in high-tech clusters, but also employment in technology positions across all traditional industries

• Finance • Human Resources • Accounting • Marketing• Sales• Customer service• Database Development/

Administration• Digital Media• Enterprise Systems

Analysis/Integration• Network Design/

Administration• Programming/Software

Engineering• Technical Support• Technical Writing• Web Development/

Administration• Production• Logistics• Warehouse operations• Inventory management• Others

High-tech Clusters






Administration• Production• Logistics• Warehouse operations• Inventory management• Other

Banking Industry







Construction Industry







Other Traditional Industries

Note: (1) High-tech industry clusters, which includes Semiconductor, Computer/Communications, Software, Bioscience,

Aerospace and Defense, Innovation/Manufacturing Services and Professional Services(2) Estimates of the preceding workforce gap do not include high-tech employment in horizontal industries

Source: A.T. Kearney Analysis, ITAA, AEA

Job

fu

nct

ion

Employment in Vertical Industries Employment in Horizontal Industries

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However, motivation to pursue hi-tech careers is low among students; over half of the students expressed unfavorable perceptions about technology careers

Source: A.T. Kearney analysis, Student Survey

18%18%

25%

39%

Uninteresting Intimidating Dislike/NoFun

OtherInterests

Most Cited Reasons for Motivation Gap(% of those responded “not interested”)

•“People working with computers don’t really have a life…”

11th Grader

•“Computers are too complicated and hard to learn…”

11th Grader

•“I don’t want to sit in front of a computer all day…”

8th Grader

•“Computers are pretty boring…”

11th Grader

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73%82%

32%

Awareness Intent toPrepare

Motivation Employment

Source: A.T. Kearney analysis, Student Survey

• High access to computer and the Internet at home and public schools

• No correlation between access and awareness and motivation to pursue technology careers

• Motivation gap is especially pronounced among students

Contrary to popular belief, the digital divide in Silicon Valley has less to do with access to technology, and more to do with factors that prepare and motivate students to pursue technology careers

Student’s Motivation Gap

99%

82%

Access Content &Usage

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Of the 32% students that are motivated to pursue hi-tech careers very few are girls

36%

23%20%

46%

Desire to pursue a technology career by Gender (1)

Note: (1) Student surveys(2) Enrollment in University of California, Berkeley 1999-2000

Source: A.T. Kearney analysis, California Department of Education, AAUW Educational Foundation Research

14%

87%

51%

49%

Female

Male

Technology Related

Overall

College Enrollment by Gender (2)

Plan to pursue technology careers

Want to work in technology fields

FemaleMale

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What are solutions?

List 3 top solutions

1. ____________________________________________

2. __________________________________________________________________

3. ____________________________________________

The Workforce Gap

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The key driver of career motivation is the social network in which students gain access and exposure to information, knowledge and opportunities through members of the network

Parents

Summer Jobs/InternshipsMedia

SchoolRelationships

Individual

Members of Social Network

Source: Student Survey, A.T. Kearney analysis

• Most individuals obtain knowledge about careers through family, friends and mentors

• Students express a strong preference to careers similar to their parents’ careers

• Summer jobs have no future career context or experience

• Internships are experienced by so few that no conclusions could yet be reached

• Many individuals obtain career information form books, magazines, Internet, TV and other media

• Higher performing schools generate more interest in technology careers

High correlation Moderate correlation To be determined in future studies

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“Social networks that can bridge across geography, race and class are key to success in the new economy. ‘Hard’ skills are essential, but it’s the connections and mentoring that provide information about what skills are necessary and a vision of how acquiring them can lead to new opportunities for all our residents”.

-- Professor Manuel Pastor, Jr., University of California, Santa Cruz Professor Manuel Pastor, Jr.,

University of California, Santa Cruz

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Summary of findings

The workforce gap in Silicon Valley, comprised of unfilled positions, outside recruits and commuters, has increased by over 25% since 1997 and cost business more than $6 billion a year in 2000.

High access does not appear to translate into high awareness of or motivation to pursue technology careers.

Motivation to pursue technology careers is less among females than males. Social networks for technology acclimation drive an individual’s motivation

and preparation to pursue technology careers

There are fewer technology related networking opportunities for Hispanics and African Americans than for Asians and Whites.

Awareness Interest Motivation Preparation

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"The 2002 Workforce Study emphasizes that a cooperative regional effort is needed to expand the social networks that connect young people with the Silicon Valley jobs of tomorrow. We must ensure that young people of all backgrounds have access to accurate, reliable information on high-tech careers and have relationships with role models and other adults who can provide valuable career-related guidance.“

-- Rebecca Guerra, Vice President, Worldwide Human Resources at

Riverstone Networks

Rebecca GuerraIndependent Human

Resources Consultant , Board of Trustees, Santa

Clara University

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Cuesta College Students Allan Hancock College Students

So how do you enhance a student’s social network?

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What do they know re:

Opportunities

Skills that are needed

How to prepare?

What does the world of work or future careers look like for the students?

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Can Facebook enhance a student’s social network?

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Napa New Technology High School student Stephanie Chu points to her office door at Net-Flow Internet Solutions. Before coming to Net-Flow as an intern, she didn’t know what she wanted to do in her career or what to study in college. “Now I get paid for what I like to do”, she says. Her boss, Dean, wants her to continue working with them while in college by telecommuting.

Stephanie Chu

Programs and Strategies that Enhance a Student’s Social Network

1. Internships

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“After High School, that’s it, I’m out of here”, says Oscar Kegal, a Hispanic student from San Francisco’s Mission High. But after taking part in the Cisco Networking Academy and interning at M Squared, Inc., Kegal says he is going to college and will be successful. His supervisor, M Squared principal Claire McAulliffe, is impressed with the level of work that young people can do. “Maybe one day I will own my own networking company,” Oscar says.

Oscar Kegal

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“My nickname was ‘Trouble’”, says Aiyahnna Johnson, an African-American student at Oakland Tech. “When I was accepted into the Health Academy I started to think more about school and what I wanted to do”. Her supervisor/mentor at the Eastmont Wellness Center, Sandra Williams, expects Aiyahnna to become an obstetrician or gynecologist and to return to work at the Wellness Center and become a community leader.

Aiyahnna Johnson

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•400+ full-time high school interns since 1993-2000, plus college interns

•Up to 50 annually

•Company, maker of AutoCAD, employs 1800 in Marin County, California

•Win-Win for students and the company

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Internships•Major impact on high school and college performance

•Major impact on Post-secondary success

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Intuitions Confirmed...The Bottom Line Return on School-to-Work Investment for Students and Employers

This important study details impact on:

•Higher Academic Achievement

•Better College Preparation

•Reduced Training & Supervision

•Increased Retention

•Increased Hires

•Better Attendance

•Reduced Recruitment Costs

•Reduced Turnover

•Higher Productivity

•Benefits-Cost Ratios

Autodesk ROI:

$2.32 return for each dollar invested in the Autodesk high school intern program

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Mentoring can also play a key role. Organizations like International Telementor (http://www.telementor.org/) and BeAMentor (http://www.beamentor.org/) link students with long-term mentors in the workplace by telecommunications. These telementors consult with students on their projects and advise students on their college and career plans.


IBM

2. Mentoring

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Another way to connect students is to help their teachers become effective networkers. Programs such as IISME (Industry Initiatives in Science and Math Education, http://iisme.org/) provide teachers with 6-8 week summer internships at technology companies. The experience not only updates teacher skills and provides them with new curriculum ideas, it also connects them with the industry contacts that can provide social networking opportunities for their kids.


3. Teacher ExternshipsPrograms and Strategies that Enhance a Student’s Social Network

3. Teacher Externships

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MIT Work in Technology and Society (WITS)

Summer 1978 – a personal story

Teacher Extern at Data General, Westboro, in Customer Education Training Center

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What you will know:•The regional economy – what business does

•How people work: projects, teams, leadership and project management

•21st Century Skills

What you will be able to do:•Answer the question: “What am I learning this for?”

•Bring real life into the classroom

•Bring the classroom to real life

•Bring students to the 21st Century Workplace through projects, mentors and internships

•Bring the 21st Century Workplace to students through speakers, volunteers, telementors

What Teacher Externs will know and be able to do

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4. New Teaching and Learning PracticesPrograms and Strategies that Enhance a Student’s Social Network

4. New Teaching and Learning Practices

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5. Social Networking Practices at New Technology High Schools

Brown Bag Lunches (Coppell, Albany)

Business Advisory Committee for Internships (Albany, Napa)

Community College Partnership and Courses (All)

Teacher Externships (Albany, Manor)

Industry Tours (Manor)

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Education => Student Success

The Old Formula:

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Education

+ Skills (Hard & Soft)

+ Social Networks

The New Formula:

=> Student Success

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Contact Information

Bob Pearlman21st Century School Development Consultant

[email protected]

www.bobpearlman.org

520-881-9965

PowerPoint Slides at www.bobpearlman.org/commcollege.htm

New Ingredients for Student Success: Social Networks Bob Pearlman [email protected] ...

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