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Engineering Workforce Development. Executive Summary ASME will foster a broader, competent, vibrant and more diverse engineering workforce with sustained engagement in ASME over all career stages. Strategy Statement – Engineering Workforce Development. Short Version

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Executive Summary

ASME will foster a broader, competent, vibrant and more diverse engineering workforce with sustained engagement in ASME over all career stages.


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Strategy Statement – Engineering Workforce Development

Short Version

  • ASME will foster a broader, competent, vibrant and more diverse engineering workforce with sustained engagement in ASME over all career stages.

    Statement

  • ASME will foster a broader, competent, vibrant and more diverse engineering workforce with sustained engagement in ASME over all career stages. We will achieve this by promoting public awareness of the value of the engineering profession, expanding the capacity of the engineering workforce, improving retention in the profession and ASME, and increasing technical competency.

3


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Workforce Development Index

  • Participation in ASME training has increased from 5,319 in the first half of FY10 to 6,767 in the first half of FY11

  • Visits to the asme.org website have increased 10.4% in the first half of FY11 compared to the first half of FY10

  • Student membership has increased from 23,065 on Dec. 31, 2009 to 27,626 on Dec. 31, 2010

+11%

+8%

+14%

+19%

Details on the Workforce Index are shown on the next slide.


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Workforce Development Workforce Development Index

  • Weighted index of ASME workforce-related activities (weighting factor indicated):

    • Expand Pipeline

      • Participation in student conferences (100)

      • Participation in I-Show and HPV (100)

      • Student participation in e-mentoring (50)

      • Student members (10)

      • Pre-college web visits (.01)

    • Improve Retention

      • Number of student members retained as student members (20)

      • Number of graduating undergraduate student members transitioning to industry and/or graduate school and staying as members (20)

      • Number of professional members retained (20)

      • Early career participation in e-mentoring (10)

    • Increase Competency

      • Number of ASME Owned courses (500)

      • Participation in training programs (25)

      • Individuals certified (25)

      • Number of ASME Books purchased (25)

      • Visits to ASME web pages (.05)

  • Calculated as sum of (number of occurrences) x (weighting factor) for each activity above

  • Total EWD Index is the sum of the three indices above


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Workforce DevelopmentQ2 Highlights

  • BSC Workforce Related Measures

    • S2 Early career members – The Q2 actual of 17,039 early career members exceeded the target of 16,804.

    • I2 New courses and certificate programs in energy related sectors – We have developed 2 new ASME licensed courses or certificate programs in energy related sectors YTD and the Q2 target was 3. The goal for the fiscal year is 5. Development of several energy-related courses is in progress and expected to be on plan by Q3.

    • I5 Students participating in ASME project oriented learning – Most of the activity in this area comes in Q4. The participation in the Student Design Competition at the Congress and the Latin America Human Powered Vehicle Competition has met the 5% growth target.

  • Expand Pipeline

    • The Inspire Innovation workshop for pre-college teachers at the Vancouver Congress attracted 75 participants, one of the largest turnouts in the history of this program

  • Improve Retention

    • The Old Guard and ASME Foundation combined forces for a joint reception at the ASME Congress. These units held separate receptions in the past.

  • Increase Competency

    • Working on non-destructive examination and NQA Auditor personnel certification programs.

    • An additional 49 e-books were added in Q2 to the list available for institutional/library subscribers, which now totals 95.


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Workforce DevelopmentUpcoming Activities

  • Expand Pipeline

    • Interactive website and smartphone materials for pre-college students

    • Implementation of Vision 2030 Mechanical Engineering Education Report

    • Increase in Diversity Action Grants

    • Work began on being lead society for E-Week 2012, including getting commitment from Battelle to be the corporate sponsor

  • Improve Retention

    • Student Professional Development Conferences Futures Team developing new model for student conferences

    • Development of programs at community colleges

    • Expansion of Innovation Showcase

    • Summit of ASME Foundation, ASME Auxiliary, Old Guard, Centers, and K&C Leadership to discuss financial aid and fund-raising programs

    • Early Career Global Reach Project to develop webcasts

  • Increase Competency

    • New asme.org site to be launched in March

    • 12 Amazon Kindle e-books planned for FY11

    • Nanotechnology self-study courses to be offered on or before June 2011


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K-12 (teacher, counselor, parent, and student) outreach (Centers)

Outreach to women and under-represented minorities to pursue ME (Centers)

Increase value of ASME membership to early career engineers (K&C, Centers, Membership)

Expand reach of courses and certificate programs (S&C)

Engineering Workforce Development – High Priority Ongoing Programs


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  • Appendices: (Centers)

  • Team Charge and Structure

  • 2. Workforce Development Long Term and FY12 Balanced Scorecard Objectives, Measures and Targets for the ASME Enterprise

  • 3. Workforce Development Portfolio Management Framework

  • 4. Top Opportunities

  • 5. Portfolios of Existing ASME Programs

  • 6. Data on Engineering Enrollments and ASME Student, Early Career Participation, and Training and Development

  • 7. Bullet Points from Voice of the Customer survey



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Expand the engineering workforce pipeline (Centers)

Improve retention in the profession and in ASME

Increase effectiveness and technical competency of the workforce

Engineering Workforce

Development Team Charge


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SEQUENCE OF EFFORT OF THE (Centers)

ENGINEERING WORKFORCE DEVELOPMENT TEAM

LIST TOP

OPPORTUNITIES

DEVELOP

ACTION

PLANS

IDENTIFY

GAPS AND

LINKAGES

CRAFT

STRATEGYSTATEMENT

ASSESS

CURRENTPORTFOLIO

THE TEAM WILL FULFILL THE STRATEGY STATEMENTBY FILLING GAPS THROUGH THE

  • DEVELOPMENT OF NEW PROGRAMS

  • ENHANCEMENT OF EXISTING PROGRAMS

  • SUNSET OF OBSOLETE PROGRAMS

  • ESTABLISHMENT OF BETTER LINKS BETWEEN EXISTING PROGRAMS


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Engineering Workforce Development-Strategy Execution Team Organization

Pre-College and

College Student

Steering Committee

We have added task forces to address

gaps and will sunset them as they

complete their projects

* Indicates the four major portfolio areas


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Engineering Workforce Development Strategy Execution Team Core Team

Clark McCarrell and Dave Soukup, co-chairs

Rick Dellinger

Burt Dicht

Jen Jewers

Bill Nott

Jackie Oppenheim

Madhu Rangi

Rob Pangborn, Board of Governors Liaison


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Value Chain Core Team

Engaging

K-12

stakeholders

to get new

students

interested

in engineering

Providing

technical

training

and

leadership

opportunities

Providing

technical

training

and

leadership

opportunities

Delivering

project and

team-based

learning

to students

Bridging

students

to early

career

engineers

Growing

Educated

& Creative

Workforce

Advocacy & Public Policy

Philanthropic fundraising

Collaborations with other organizations


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ASME’s Lifelong Relationship Map with ME’s Core Team

K-12

College

Entry

Level

Mid-

Career

Prof

or

Exec

Retirees

Entry

Level

+ 5

Technical Seminars and Conferences

Technical Content and Information

Workshops for Teachers

Student

Competitions

ASME Journals and Books

Live Training Courses

eLearning

engineeringforchange.org

Community: Membership, Leadership and Volunteering

Outreach

with Partner

Organizations’

Competitions

Student

Professional

Development

Conferences

A sample of ASME’s Engineering Workforce Development Programs

Entire portfolios shown in Appendix

Participation in Code Committees

Professional Practice Curriculum

Career Resources and Job Search

Certifications

Partner with Universities to recruit ME students

Financial

Aid

E-mentoring


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We need to have better connections among our programs Core Team

K-12

College

Entry

Level

Mid-

Career

Prof

or

Exec

Retirees

Entry

Level

+ 5

Technical Seminars and Conferences

Technical Content and Information

Workshops for Teachers

Student

Competitions

ASME Journals and Books

Live Training Courses

eLearning

engineeringforchange.org

Community: Membership, Leadership and Volunteering

Outreach

with Partner

Organizations’

Competitions

Student

Professional

Development

Conferences

OBJECTIVE –

To link

programs to

keep flow

through the

pipeline.

Arrows show a

sample of

potential links.

Participation in Code Committees

Professional Practice Curriculum

Career Resources and Job Search

Certifications

Partner with Universities to recruit ME students

Financial

Aid

E-mentoring


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Program Linkages – SAMPLE POSSIBILITIES Core Team

Eliminate mindset that programs are discrete

in favor of a cohesive portfolio of linked programs


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Organizational approach to work force development Core Team

Opportunities for individuals from pre-college through end of career for enhancing professional growth and development

Build partnerships to increase effectiveness & impact of ASME’s initiatives


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Leveraging ASME’s capabilities to deliver value to and promote professionalism among engineers

Cultivate interest and

recruit pre-college students

Enhance student learning

and

provide academic support

Engage early career engineers

and

deliver excellent experience

Support continuing education

and engagement in

professional activities

Knowledge Continuum

Opportunities for individuals from pre-college through end of career for enhancing professional growth and development

Build partnerships to increase effectiveness & impact of ASME’s initiatives


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Appendix 2: Workforce Development Long Term and FY12 Balanced Scorecard Objectives, Measures and Targets for the ASME Enterprise


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LONG TERM - Engineering Workforce Development Balanced Scorecard Objectives, Measures and Targets for the ASME Enterprise - ASME will foster a broader, competent, vibrant and more diverse engineering workforce with sustained engagement in ASME over all career stages.

Note: Subject to annual review and update

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FY12 - Engineering Workforce Development Balanced Scorecard Objectives, Measures and Targets for the ASME Enterprise - ASME will foster a broader, competent, vibrant and more diverse engineering workforce with sustained engagement in ASME over all career stages.

23


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Appendix 3: Workforce Development Portfolio Balanced Scorecard Objectives, Measures and Targets for the ASME EnterpriseManagement Framework


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Workforce Development Portfolio: Purpose of the Management Framework

  • To answer key business questions about WFD Portfolio:

    • What are the key drivers for growth in Workforce Development Index?

    • How do expansion of pipeline, improvement in membership retention, and improvement in ASME constituents’ competency indices play contribute to improvement of the WFD Index?

      • What is the revenue generated by the Training Portfolio in FY11?

      • What is the community engagement (engagement in activities, participation in technical committees, number of codes committees, number of content providers, number of active sections, etc.) in FY11?

      • What is product usage (number and type of products/services sold, number of participants in conferences, competitions, training courses, events, certifications etc., ) in FY11?

      • What is the demographic information and repeat rate about the users of ASME Products portfolio in FY11?

Robust Workforce Development Portfolio Management Framework


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Workforce Development Portfolio Management Framework Project Scope

  • Functions Included

    • Framework for WFD portfolio management system

      • Data attributes, product list, standard definitions for classification system

    • Framework Prototype

  • Functions Not Included

    • Integration with TIMSS and Great plains

    • Dynamic update of data

    • Analysis and recommendations on growth and management of WFD Portfolio

  • Key Deliverables

    • WFD team targets for FY’12

    • Requirements for WFD portfolio management framework

    • Prototype of WFD portfolio management framework

  • Plan

    • Product Managers will provide informational content about the products

    • Portfolio management team will develop the classification scheme that governs the portfolio management system

    • Portfolio management team will develop the prototype for the system              



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Workforce Development Portfolio Management Framework: Data Attributes

WFD Portfolio management framework will include following attributes:

  • Financial attributes

    • Demand, revenue, cost and margin data where appropriate for 2 most recently completed fiscal years

  • Classification attributes

    • Type of Product: Technical, Seminars and Conferences, Publications, Training courses, Workshops, Competitions, mentoring etc.

    • Type of Segment: K-12, College, Entry level, Mid Career, industry Professional/Executive (small medium, large co.), Retired, Self employed, academicians, regulatory bodies

    • Type of Content: Career, Community, Technical, Non Technical

    • Type of Energy: nuclear, fossil, alternative, renewable

    • Type of Technology: energy generation, transmission, transportation, storage, efficiency, disposal etc,

    • Type of delivery mechanism: Live, Online, Self study, publications, wireless, interactive games, social media etc.

      3. Community engagement attributes

    • Geographic and Professional; Outreach with other organizations through competitions, participation in Technical committee, codes committee, editorial board, division, CRTD committee, etc.

      4. Product stage of development

    • Plans for implementation

    • Product general ledger number

    • Sector/product manager responsible for product development & maintenance


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Next Steps Attributes

  • Follow the proposed plan to develop WFD Portfolio Management Framework

  • Regularly update WFD team on the progress



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Segments Served by Top Opportunities Attributes

PRE-COLLEGE

COLLEGE

EARLY CAREER

PROFESSIONAL

Cultivate STEM

Work with Educators

Strengthen linkages

Strengthen Impact on Early Career

Mentoring

Work with industry

Continuing Education

ASME Codes in Universities

Top Opportunities


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Appendix 5: Portfolio Attributesof Existing ASME Programs


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The ASME Pre-College Student Experience Portfolio Attributes

  • Career Resources and Job Search

  • Diversity Action Grants for ASME Student Sections

  • Subcontract with Michigan Tech on High School Enterprise Research

  • Partnership with Penn State on Project to Recruit Females for ME degrees

  • Technical Content and Information

  • Inspire Innovation Workshops for teachers and engineers

  • Lesson plans

  • Training sessions and exhibits at teacher and counselor conventions

  • Position statements

  • ASME Content Vehicles and Other Resources

  • Pre-College Website

  • Career Guidance Brochures

  • Design Squad Television Show

  • Heroes of Engineering Comic Book

  • Listing of engineering camps on asme.org

  • Community:

  • Networking, Leadership and Volunteering

    Direct Outreach to schools, science fairs, competitions run by ASME partners such as:

  • Boy Scouts

  • Engineer Your Life

  • Engineers Without Borders

  • FIRST Robotics

  • JETS (Junior Engineering and Technical Society)

  • Girl Scouts

  • National Engineers Week

  • Project Lead the Way

  • STEM Education Coalition

  • United Engineering Foundation


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The Student Experience Portfolio Attributes

  • Career Resources and Job Search

  • Job Search

  • Job Board and Database

  • Career Center on asme.org

  • Career Awareness

  • Early Career Forums

  • Company Internships

  • Washington Internships for Students of Engineering

  • Division and Institute Internships

  • Professional Practice Curriculum

  • Financial Aid

  • Scholarships

  • Loans

  • Graduate Teaching Fellowships

  • Recognition

  • Charles T. Main Award

  • Arthur L. Williston Award

  • Technical Content and Information

  • Events

  • Early Career Technical Seminars and Conferences

  • Technical Conferences

  • Innovation Showcase

  • Short Courses

  • Leadership & Non-technical Skills

  • Student Section Volunteer Leadership Positions

  • Student Sections Committee Volunteer Leadership Positions

  • Student District Operating Board Volunteer Leadership Positions

  • Student Leadership Seminars

  • Technical and Business Skills

  • Professional Practice Curriculum

  • Old Guard Oral, Poster & Web Design Competitions

  • Student Design Competition

  • Human Powered Vehicle Competition

  • Human Powered Submarine Competition

  • Division Design and Paper Competitions

  • ASME Content Vehicles and Other Resources

  • ME Today e-newsletter

  • Student Center webpage

  • ME magazine

  • E-library

  • ASME Journals

  • Conference Proceedings

  • Technical Books and Manuals

  • Standards and Certification

  • Membership Benefits and Discounts

  • Community:

  • Networking, Leadership and Volunteering

  • Geographic

  • Student Section Activities

  • Professional Section Activities

  • Professional

  • Technical Division and Institute Activities

  • Student Professional Development Conferences

  • Society-level events

  • Partnership with Engineers Without Borders


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The Early Career Engineer Experience Portfolio Attributes

  • Career Resources and Job Search

  • Job Board

  • Career Center

  • Professional Practice Curriculum

  • E-Mentoring

  • Personnel Certification

  • Technical Content and Information

  • Early Career Technical Seminars and Conferences (ECE targeted, industry specific)

  • Technical Conferences (non-ECE targeted, discipline specific)

  • Training Courses on Technical Topics

  • E-Library

  • ASME Journals and Books

  • Codes & Standards

  • ASME Content Vehicles and Other Resources

  • ME Today e-newsletter

  • Early Career Center webpage

  • ME Magazine

  • ASME News

  • Membership Benefits and Discounts

  • Community:

  • Networking, Leadership and Volunteering

  • Local Section Activities and Programs

  • Technical Divisions Activities and Programs

  • Training Courses on Management and Leadership

  • ECLIPSE Internship


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The Professional Engineer Experience Portfolio Attributes

  • Career Resources and Job Search

  • Job Board

  • Career Center

  • Professional Practice Curriculum

  • E-Mentoring

  • Personnel Certifications

  • Technical Content and Information

  • Live Training Courses on Technical Topics

  • eLearning Courses on Technical Topics, Management, and Leadership

  • E-Library

  • ASME Journals and Books

  • Codes & Standards

  • Technical Seminars and Conferences

  • Technical, Managerial and Ethical Topics related to licensure

  • ASME Content Vehicles and Other Resources

  • ME Magazine

  • ASME News

  • Membership Benefits and Discounts

  • Community:

  • Networking, Leadership and Volunteering

  • Participation in ASME Code Committees

  • Local Section Activities and Programs

  • Technical Divisions Activities and Programs


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Appendix 6: Data on Engineering Enrollments and ASME Student, Early Career Participation and Training and Development






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From “Science and Engineering Indicators 2010,” National Science Foundation

(data from India was not included in this study)


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ASME Training & Development Science Foundation- breakdown of business units

Approx. 50% ASME members


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ASME Training’s Science FoundationGlobal Reach

What ASME Is Doing

8,000 Participants

from over 100 countries



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Changing Workplace – Voice of the Customer Science Foundation

Changing Expectations:

Gen X, Y, 60+

Employee Engagement

Multiple, Overlapping Networks

Employability vs. Job Security

Skills Shortages

Work/Life Balance

Information Overload

Behaviors of Gen “X”

Multiple, Self-Directed

Careers

New Technology, New Energy

24/7/365 Anytime, anywhere

Collaborative Decision Making

Knowledge Workers Valued

Distributed Leadership

New Retirement

Options

Diversity in the Workforce

Leveraging Intellectual Property

Youth Workers

Two Speed Economy

Distance Collaboration

Global Competition

Communication between age groups

Global Supply Chain

Corporate Social Responsibility

Sustainability


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