For nearly half of the lower-wage employment analyzed, we identify at least one higher-paying occupation requiring similar skills in the same metro area. We also find that transitions to similar higher-paying occupations would represent an average annual increase in wages of nearly $15,000, or 49 percent.

For Jake, the high school graduate applying for jobs, the application process shifts away from being agame of how to pick the perfect keywords for his resume. Instead, he is matched by the actual skillsacquired in his recent community college coursework and EdX certificate. Both Jake and the hiringmanager he will soon meet have a more equitable and accurate path through the noise of today’sonline hiring process.

“The skills-based hiring movement has gained momentum, as more and more employers committed to stripping degree requirements from their postings, replacing the proxy of a college degree with actual evaluations of candidate skill,”

Creating Internal Value.

Measuring What Matters

Nearly 1 in 5 state positions are vacant

Talent Playbook

“Our relationship with Community College of Aurora exemplifies the best in finding workforce solutions. Together we dug into the details to develop curriculum and training experiences that prepare students to meet the requirements for specific job responsibilities in behavioral health.”

Respondents most often agree or strongly agree that non-degree or alternative credentials have helped their organizationfill existing skills gaps (74%) and that they are helping to improvethe quality of their workforce (73%)

that having visible skills-based pathways is helpful in their work as they assist workers in their communities through interventions such as job coaching and career development

participants cited sourcing, validating skills, and scaling skills-based practices across the organization as three of the most common challenges they faced when implementing a skills-based approach

A study released today from the nonprofit Burning Glass Institute found that among new hires at leading firms such as Facebook, Apple, Microsoft, and Google, the share of positions in job postings requiring a bachelor’s degree remains extremely high. “There are a whole bunch of tech companies that continue to be pretty reliant on degrees,”

More points were awarded to candidates with master’s degrees and more years of experience in similar fields. While this approach seemed to provide a neutral method for evaluating candidates based on qualifications, it soon became apparent that the process, with its reliance on education and experience to the exclusion of other important qualities, was deeply flawed and created barriers to hiring talented, diverse candidates

There is little consideration of what is lost by not selecting locally. Apart from losing high-quality people who are unwilling to leave their communities, we see three losses: (a) a sense of social responsibility and depth of commitment to parts of the local community; (b) a sense of respect for and understanding of the community's resources and cultural assets that could be tapped into (see Gonzalez, Moll, & Amanti, 2005, on "funds of knowledge"); and (c) a connection to the community that facilitates working with it

Hire the best candidate We hire the best candidate for each role regardless of location, cost, or other factors.

test of whether they know how to look for help.Are they able to read a manual?Can they formulate a search query?How do they assess whether the tutorial they found is suitable or reliable?What steps do they take to make sure they're finding - and learning - the right information?

They should be treated like adults though and allowed to spend what they see as an appropriate amount of time working on the project versus other projects for the company. Trying to quanitfy/limit the amount of time leads to conflict and strife and unhappy management and employees. It doesn't work and it's not a long term, maintainable solution.

Up for a Challenge?

They don’t lead to better hiring outcomes as Google learned. Its senior vice president for people operations, Laszlo Bock, said last June in an interview with New York Times

Instead, we tried really hard to not hire those people, and we let them go if it turned out we’d made a hiring mistake.