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Harvard Case - CEWD: Closing the Skills Gap

"CEWD: Closing the Skills Gap" Harvard business case study is written by William R. Kerr, Michael Norris, Manjari Raman. It deals with the challenges in the field of Entrepreneurship. The case study is 22 page(s) long and it was first published on : Feb 14, 2018

At Fern Fort University, we recommend CEWD implement a comprehensive strategy to address the skills gap by leveraging a multi-pronged approach encompassing workforce development, strategic partnerships, and technological advancements. This strategy should prioritize the development of a robust talent pipeline, fostering collaboration with industry leaders, and embracing technology-driven learning solutions to equip its workforce with the necessary skills for future success.

2. Background

CEWD, a leading provider of engineering, construction, and environmental services, faces a significant skills gap within its workforce. This gap is driven by a combination of factors, including an aging workforce, technological advancements, and a changing market landscape. The case study highlights the company?s struggle to find qualified candidates for critical roles and the potential impact this has on its ability to compete effectively. The main protagonists of the case are:

  • CEWD Leadership: Concerned about the skills gap and its potential impact on the company?s future.
  • HR Department: Tasked with identifying solutions to address the skills gap and attract and retain talent.
  • Employees: Facing challenges in adapting to new technologies and evolving industry demands.

3. Analysis of the Case Study

To analyze the situation, we can utilize a framework that combines strategic, financial, and operational considerations:

Strategic Analysis:

  • Industry Trends: The construction industry is undergoing rapid technological transformation, demanding a workforce proficient in digital technologies, data analysis, and sustainability practices.
  • Competitive Landscape: CEWD needs to differentiate itself by attracting and retaining top talent, ensuring its workforce possesses the skills needed to deliver innovative solutions.
  • Internal Capabilities: CEWD needs to assess its current workforce capabilities, identify skill gaps, and develop strategies to bridge those gaps.

Financial Analysis:

  • Cost-Benefit Analysis: Investing in workforce development programs requires financial resources. CEWD needs to evaluate the return on investment (ROI) for various training initiatives.
  • Capital Budgeting: CEWD should allocate resources strategically to support workforce development programs, including training facilities, technology upgrades, and partnerships.
  • Financial Forecasting: CEWD needs to project the financial impact of the skills gap on its future profitability and growth.

Operational Analysis:

  • Process Improvement: CEWD can leverage technology to streamline training processes, improve efficiency, and enhance employee engagement.
  • Performance Management: CEWD should implement performance management systems that align with skills development goals and provide feedback for continuous improvement.
  • Organizational Restructuring: CEWD may need to adapt its organizational structure to accommodate new skills and roles emerging from technological advancements.

4. Recommendations

To address the skills gap, CEWD should implement the following recommendations:

1. Develop a Robust Talent Pipeline:

  • Invest in Apprenticeships and Internships: Partner with local schools and universities to create apprenticeship and internship programs that provide hands-on training and practical experience.
  • Expand Recruitment Efforts: Target diverse talent pools, including veterans, women, and underrepresented minorities, to broaden the candidate pool.
  • Create a Strong Employer Brand: Promote CEWD?s commitment to employee development, career advancement opportunities, and a positive work environment.

2. Foster Strategic Partnerships:

  • Collaborate with Industry Leaders: Form strategic partnerships with technology companies, educational institutions, and industry associations to access specialized training and expertise.
  • Engage in Joint Training Programs: Develop joint training programs with industry partners to provide employees with access to cutting-edge technologies and skills.
  • Participate in Industry Events: Actively participate in industry conferences, workshops, and networking events to stay abreast of emerging trends and build relationships with potential talent.

3. Embrace Technology-Driven Learning Solutions:

  • Implement Online Learning Platforms: Provide employees with access to online learning platforms that offer a wide range of courses and certifications in relevant skills.
  • Leverage Virtual Reality (VR) and Augmented Reality (AR): Explore the use of VR and AR technologies to create immersive and engaging training experiences.
  • Invest in Data Analytics and AI: Utilize data analytics and AI to identify skill gaps, personalize learning paths, and track employee progress.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The recommendations align with CEWD?s mission to deliver high-quality engineering, construction, and environmental services by equipping its workforce with the necessary skills to meet evolving industry demands.
  • External Customers and Internal Clients: The recommendations aim to enhance employee satisfaction and retention, ultimately leading to improved customer satisfaction and project delivery.
  • Competitors: By investing in workforce development and embracing technological advancements, CEWD can gain a competitive advantage by attracting and retaining top talent.
  • Attractiveness - Quantitative Measures: The recommendations are expected to generate a positive return on investment (ROI) by improving productivity, reducing costs associated with hiring and training, and enhancing revenue growth.
  • Assumptions: These recommendations assume CEWD is committed to investing in its workforce, embracing technological advancements, and fostering a culture of continuous learning.

6. Conclusion

Addressing the skills gap is critical for CEWD?s long-term success. By implementing a comprehensive strategy that combines workforce development, strategic partnerships, and technology-driven learning solutions, CEWD can equip its workforce with the necessary skills to thrive in the evolving construction industry. This strategy will enable CEWD to remain competitive, attract and retain top talent, and deliver innovative solutions to its clients.

7. Discussion

Other alternatives not selected include:

  • Outsourcing: While outsourcing certain tasks or projects can be a short-term solution, it may not address the underlying skills gap within CEWD?s workforce.
  • Hiring External Consultants: Hiring external consultants can provide specialized expertise, but it can be costly and may not provide long-term solutions for skills development.

Risks and Key Assumptions:

  • Financial Investment: Investing in workforce development programs requires significant financial resources. CEWD needs to carefully assess the ROI for various initiatives.
  • Employee Resistance: Some employees may resist change and new training programs. CEWD needs to effectively communicate the benefits of these programs and provide support to employees during the transition.
  • Technological Advancements: The rapid pace of technological advancements requires continuous learning and adaptation. CEWD needs to stay abreast of emerging technologies and adjust its training programs accordingly.

8. Next Steps

To implement the recommendations, CEWD should follow these steps:

  • Develop a Detailed Implementation Plan: Create a comprehensive plan outlining the specific initiatives, timelines, and resources required for each recommendation.
  • Establish Key Performance Indicators (KPIs): Define KPIs to track the progress and effectiveness of the workforce development programs.
  • Secure Leadership Buy-in: Gain support from senior management for the proposed strategy and ensure adequate resources are allocated.
  • Communicate Effectively: Communicate the importance of the workforce development strategy to all employees and stakeholders.
  • Monitor and Evaluate: Regularly monitor the progress of the initiatives and make adjustments as needed.

By taking these steps, CEWD can effectively close the skills gap, enhance its workforce capabilities, and position itself for future success in the evolving construction industry.

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Case Description

In 2018, Ann Randazzo, executive director of the Center for Energy Workforce Development (CEWD) is assessing the organization's performance since its 2006 founding. Founded to address an imminent retirement bubble of middle skills workers in the utilities industry, CEWD had since expanded its mission to focus on workforce development initiatives to improve the skills and diversity of the industry's workforce. The group was an example of an industry coming together to collectively address a problem facing all members of the industry.

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