Profile of Hiring Needs in the Columbus, Georgia Region

Prepared for: The Valley Partnership

Prepared by: Georgia Tech’s Enterprise Innovation Institute

Ryan Hagerty Blair Garvey

Dana King

July 2011

Copyright © 2011

Georgia Institute of Technology

Atlanta, GA 30332

Table of Contents

5 Introduction

6 Overview of Companies

8 Part I: Profile of Jobs

10 Low-Skill

13 Medium-Skill

15 High-Skill

19 Part II: Perspectives on Education

20 K-12 Public Schools

21 Columbus Technical College

23 Columbus State University

24 Additional Local Programs

25 Conclusion

Profile of Hiring Needs in the Columbus, Georgia Region

4 Columbus Region Hiring Needs

Columbus Region Hiring Needs 5

Introduction W ith the recent influx of residents from the Fort Benning expansion, rising un-

employment, and structural shifts within its industries, the Columbus, Georgia

region has experienced significant changes in its workforce. This report is the first of

two that look at local workforce needs and analyze how the area’s educational pro-

grams address these needs.

This first report reviews the Columbus area’s local hiring needs, workforce chal-

lenges, and industry relationships with local educational institutions. From January

to March 2011, with the support of The Valley Partnership, Georgia Tech’s Enter-

prise Innovation Institute interviewed 24 human resource (HR) managers who repre-

sented a range of organizations in the Columbus area. In these interviews, manag-

ers discussed their companies’ future workforce needs, the challenges with finding

and retaining employees for specific positions, and their candid perceptions of local

educational institutions’ degree and training programs. These organizations were

carefully selected across industries, and they included organizations of different

sizes and represented positions with different skill levels. While the conclusions are

not necessarily representative of the entire Columbus area, they do offer insights into

the local workforce.

The second report, Profile of Workforce Training in the Columbus, Georgia Region,

analyzes existing workforce capacity and the degree and training programs available

in the region at both two- and four-year educational institutions. In the second re-

port, comparisons are made from this report’s conclusions to identify any gaps or

capacity shortages between the available workforce, existing degree and training

programs, and the current and projected needs of companies in the region.

Combined, the reports’ findings identify both the strengths of existing workforce de-

velopment in the Columbus area, as well as areas for future improvement. These

two reports were completed with the support, assistance, and guidance from The

Valley Partnership in identifying and connecting Georgia Tech with hiring managers

throughout the region. These local businesses recognize the value of responsive

and adaptive workforce development initiatives, and this recognition will help to en-

sure the Columbus area’s future prosperity.

6 Columbus Region Hiring Needs

Overview of Companies

T he organizations Georgia Tech interviewed repre-

sent a diverse range of industries, sizes, and em-

ployee skill levels. The companies were concentrated

primarily in Columbus, Georgia and Phenix City, Ala-

bama. Nearly all of the organizations were longtime re-

gional employers and include no startups and only a few

companies with less than five years of operations in the

Columbus area.

In total, the 24 companies represented over 22,000 em-

ployees. Managers discussed 48 of the most frequently

open job titles within these companies, including a mix of

skill, experience, and education levels.

Industries To obtain a balanced mix of companies

and job titles, Georgia Tech interviewed managers across

industries. The interviews were primarily with companies

in the healthcare, manufacturing, and finance/insurance

industries, but also included some construction, whole-

sale/retail, and government-related organizations (Exhibit

1). The broad industry inclusion represented the wide

range of employers that exist in the Columbus region.

These industries have had considerable changes in em-

ployment levels and demands for certain education and

skill sets.

Size In addition to industry balance, the mix of compa-

nies interviewed included an array of organization sizes.

The employment size ranged from 31 employees to over

4,000 with a median size of 315 employees (Exhibit 2).

The revenue of these organizations ranged from approxi-

mately $1 million to billions of dollars. While the majority

of organizations were headquartered in greater Colum-

bus, a few were satellite offices or manufacturing facilities

of national and multinational companies.

Exhibit 2: Number of Companies by Employment Size

Exhibit 1: Frequently Open Job Titles by Industry

Healthcare25%

Manufacturing25%

Finance/Insurance

19%

Construction9%

Government8%

Wholesale/Retail8%

Other6%

Columbus Region Hiring Needs 7

O V E R V I E W

Skill Level These conversations with different com-

panies about their collective 48 different job titles revealed

three categories of jobs: low-, medium-, and high-skill po-

sitions (Exhibit 3). The skill levels of discussed jobs clus-

tered largely within industries. For instance, of those in-

terviewed, medium- and high-skill positions were far more

common within the healthcare industry, while manufactur-

ing and wholesale/retail reported more low-skill positions.

This clustering of jobs has significant implications for re-

gional workforce development initiatives.

Recruiting Tools In recent years, the use of the

Internet to recruit job candidates has increased dramati-

cally (Exhibit 4). Most managers reported using their

company websites, as well as online job boards, to attract

applicants. Some companies used social networking

sites, such as LinkedIn. For low-skill positions, most

managers actively used the Georgia Department of Labor

to find employees. While less than half of the companies

interviewed relied on referrals, managers experienced

the most satisfaction with the candidates they found

through referrals.

Future Those HR managers interviewed remained very

cautious about their companies’ future employment

growth. Most believed that increased hiring will coincide

with an economic turnaround, and most seemed guard-

edly optimistic about economic growth in Columbus. Sev-

enty percent of managers of companies who were not

new to the region (less than three years) believed that

their companies will expand their employee count over

the next five years. In an optimistic scenario, these com-

panies expected their employment to increase by an aver-

age of 28 percent. Expectations of future employment

growth were not limited to particular firm sizes or specific

industries.

Exhibit 3: Sample of Jobs by Skill Level

Exhibit 4: Methods of Recruiting Job Candidates

Skill Level Position Discussed

Low-Skill

Office Staff

Customer Service Representative

Manufacturing: Operator/Technician

Machine Repairman

Truck Driver

Medium-Skill

Experienced Administrative Assistant

Certified Nursing Assistant

Medical Assistant

Electrician

High-Skill

Registered Nurse

Physical Therapist

Engineer/Researcher

Accounting/ Marketing/ Sales Positions

Computer Scientist

14

9 9

8

5

4

0

2

4

6

8

10

12

14

16

Online Georgia Dept. of

Labor

Referral Recruit through

Schools

Staffing Agencies

Newspaper

8 Columbus Region Hiring Needs

Profile of Jobs

in Columbus “If you work hard, there are always opportunities in Columbus.”

— Columbus HR Manager

W hile the unemployment rate remains at 9.1 percent

in the Columbus MSA (May 2011, Georgia De-

partment of Labor), managers emphasized that opportuni-

ties for hard-working, reliable employees remain avail-

able. These managers discussed 48 of the most fre-

quently open job titles in the Columbus area, which in-

cluded a range of jobs from machine operators and cus-

tomer service representatives to nurses and engineers.

The jobs presented in the following pages were found

across industries, required varying levels of education,

and had different requisites for experience.

Although these jobs have many unique characteristics,

they can be clustered into three broad categories: low-,

medium-, and high-skill positions. Within the framework

of these categories, many key challenges, similar

strengths, and potential opportunities were identified for

these job areas in the Columbus region.

Georgia Tech’s conclusions in the following pages do not

necessarily illustrate job trends in the Columbus region,

but represent the direct experiences of the interviewed

hiring managers.

Exhibit I-1: Frequently Open Positions Discussed in Interviews

Low-Skill

22 Jobs

Medium-Skill

8 Jobs

High-Skill

18 Jobs

Columbus Region Hiring Needs 9

P A R T I : J O B S

Low-Skill Medium-Skill High-Skill

% Identified Opportunities

46% 17% 38%

Education High School Diploma Relevant Certificate and/or Associate’s Degree

B.S. or Higher

Experience Min. 1 Year Varies Varies

Local Hires 90% 90% 45%

Reported Required Skills

Computer

Basic Verbal and Math

Industry Experience

Computer

Specific Training

Industry Experience

Specific Training

Hiring Challenges

Work Ethic

Basic Skills

Awareness of Available Jobs

Salary Expectations

Work Ethic

Basic Skills

Industry Experience

Columbus Location

Turnover Challenges

Salary Expectations

Nature of Work

Work Ethic

Few Challenges

Few Challenges

Exhibit I-2: Reported Attributes of Different Job Types

10 Columbus Region Hiring Needs

Low-Skill Jobs

R epresenting nearly half of the job opportunities

among interviewed companies, low-skill jobs were

found across all industries surveyed. They were concen-

trated, however, most heavily in manufacturing, whole-

sale/retailers, and construction-related fields. These posi-

tions included office staff, customer service representa-

tives, machine operators, and truck drivers.

HR managers reported that the level of education and

experience required for these low-skill positions continues

to increase. Employees with high school diplomas were

no longer the exception in these low-skill positions, but

the norm. Managers reported that these positions univer-

sally required computer proficiency, as well as basic

math, reading, and writing skills. Moreover, employers

preferred to hire job candidates with at least two years of

experience to ensure some industry knowledge and a

commitment to working.

With the economic downturn, companies reported having

an easier time filling low-skill positions, but underlying

challenges remained. Across industries, HR managers

expressed that finding candidates with a strong work ethic

and basic verbal and math skills continued to be difficult.

Even with the slow economy, low-skill employees who

had these basic qualities were still in demand and will

―jump ship‖ if a higher-paying opportunity comes along.

Education High School Diploma or Equivalent

Nearly all low-skill workers attended or graduated

from the Columbus-area K-12 public school systems.

Only four of 22 low-skill job titles did not require a

high school degree or equivalent. These jobs in-

cluded truck drivers (though a license was needed)

and general construction laborers.

Among manufacturing low-skill jobs, entry-level posi-

tions required a high school degree or GED. This

was not always the case, but with computerized

manufacturing, most managers needed to ensure

basic computer, math, and reading skills associated

with a high school degree.

In healthcare, only two of the 12 positions required

only a high school degree. These low-skill positions

typically did not involve direct medical care, but were

support positions such as filing or reception. To work

as a healthcare practitioner, candidates needed the

certification or degrees associated with medium-skill

jobs.

Experience 1to 2 Years Relevant Experience

Because these low-skill positions did not require spe-

cific education/training/certificates, related experience

within the industry was often a requirement for low-

skill work.

For HR managers, some experience showed a com-

mitment to work. According to one financial services

manager, ―We have hired and trained employees with

no experience in the past, but we find it’s easier to

train an employee on a specific skill if they already

have some general work experience and know what

they are getting into.‖

In manufacturing, knowledge came from experience

working directly with different machines. Several

manufacturing HR managers did not believe an aca-

“Managers need to ensure basic computer, math, and reading

skills associated with a

high school diploma.”

Columbus Region Hiring Needs 11

P A R T I : J O B S

Hiring Challenges

Among the three different employment categories identi-

fied in this report, HR managers expressed the greatest

difficulties in hiring for low-skill positions. Although man-

agers reported having few challenges in filling one-third of

the positions, many believed that this was largely due to

the increase in qualified candidates generated by the eco-

nomic downturn. They expected that when the economy

rebounds, they will face greater hiring challenges for low-

skill positions. For the two-thirds of positions that had

hiring challenges, the most common challenges identified

were work ethic, basic skills, and job awareness.

Work Ethic Human resource managers expressed

frustration finding low-skill workers who were reliable (i.e.,

few absences, no tardiness). Many of these young, low-

skill employees simply did not take their work seriously.

Another work ethic challenge involved finding employees

who could pass drug testing and background checks. A

concern among many low-skill employers, drug tests and

demic program could substitute for ―real-world experi-

ence.‖ Another manufacturer said, ―Employees who

have gone through different machine training pro-

grams at Columbus Tech are overwhelmed when

they come to actual work. The classroom and real

world are very different.‖

The transition from a school to work environment was

voiced as a challenge in all fields. Human resource

managers expressed much greater success with hires

who were accustomed to working.

Skills

Computer Skills With recent advances in technol-

ogy, computer skills were the most common required skill

set reported by HR managers. Most low-skill positions

had some level of interaction with computers. For in-

stance, machines in even the most basic manufacturing

operations were now operated by computers. Likewise,

low-skill positions in offices, such as receptionists, admin-

istrative assistants, and mail clerks, used computers for

many aspects of their jobs.

HR managers believed young people ―innately‖ had these

computer skills, while older employees needed to con-

sciously work to gain them. To help develop these com-

puter skills, many companies paid for employees to at-

tend computer training courses at Columbus Technical

College (Columbus Tech).

Basic Verbal and Math Skills While computer

skills became important recently, more fundamental skills

remained an important requirement for low-skill positions.

Low-skill manufacturing jobs required employees to be

able to quickly and accurately do basic arithmetic and

read, interpret, and implement directions and plans. Simi-

larly, for low-skill office staff, the ability to write without

spelling or grammatical errors was a necessary prerequi-

site. In positions that were public facing, employees

needed to be able to verbally communicate over the

phone or in person.

Industry Experience As discussed above, indus-

try experience was an important skill according to hiring

managers. While job candidates could complete in-house

training, some work experience demonstrated to hiring

managers that the employee understood the demands of

the job. According to a manager in manufacturing, ―Even

for jobs that require minimal skills, our strongest employ-

ees have worked for at least a little bit.‖

Local Hires 90%

Because these low-skill positions typically had lower

wages and the local educational facilities were, overall,

meeting employers’ needs, the vast majority of hires

came from within the region. Managers did note that they

have had a wider range of low-skill applicants related to

the Fort Benning expansion. Many of these applicants

were military spouses who had recently moved, or were

planning to move, to the region.

12 Columbus Region Hiring Needs

background checks were especially important for federal

contractors. A federal contractor put it this way, ―If they

don’t pass the background check, there isn’t much we can

do to help them.‖

Basic Skills Across the different organizations and

industries, HR managers expressed disappointment in the

level of basic verbal, math, and communication skills.

More than one manager reported that, ―When applying for

the job, they [applicants] had difficulty in filling out the ap-

plication.‖ A handful of managers expressed their contin-

ued disbelief in the lack of basic quantitative skills, ―They

graduated high school, but they’d get to work and we

would have to teach them basic arithmetic.‖

Awareness Especially among low-skill manufactur-

ing positions, potential candidates were not aware of jobs

or simply did not want to apply for manufacturing jobs.

According to one manufacturer, ―Young people don’t want

to go into manufacturing anymore; they don’t view it as a

potential career.‖ Recent layoffs at Columbus-area

manufacturers associated with the national economic

downturn have caused some local residents to no longer

believe manufacturing jobs could provide a stable career.

Before making this assumption about manufacturing jobs,

people need to be aware of what opportunities are avail-

able around Columbus.

Conversely, large and respected organizations in non-

manufacturing industries said that a company name alone

attracts a lot of qualified applicants. This theme among

established organizations was expressed by one health-

care HR manager: ―People know and respect us through-

out the community, so we never have any trouble finding

candidates.‖

Turnover Challenges

Salary Expectations Human resource managers

identified the greatest challenge driving turnover among

low-skill positions was salary expectations. Because

these low-skill positions were typically low-wage, hourly

positions with few benefits, employees would leave with-

out hesitation if an opportunity for a slight pay increase

became available. Most managers said that they tried to

keep up to date on regional pay practices and some

started including modest benefits. For some ―star em-

ployees,‖ managers would even provide promotions to

keep their employees from leaving. For the majority of

positions, however, managers had an easy enough time

finding a new candidate to fill vacancies.

Work Ethic The same work-ethic challenges associ-

ated with hiring also affected employee turnover. Many

managers noted that tardiness and absences were ram-

pant among employees in low-skill positions. Some em-

ployees would simply stop showing up to work, while oth-

ers were terminated for work-ethic reasons. Managers

felt they could do little to address these larger, systemic

work ethic challenges.

Nature of Work For low-skill positions, many em-

ployees began working without knowledge about the ac-

tual tasks. Many of these positions were physically de-

manding and/or highly repetitive, and employees who

were not accustomed to this type of work would leave. To

prevent turnover, employers preferred to hire candidates

with some related experience, persons who would know

the nature of the work they would be doing.

Columbus Region Hiring Needs 13

“greater need for employees with a

stronger skill set that can be devel-

oped through certification and two-

year degree programs.”

Medium-Skill Jobs

M edium-skill labor was the smallest category of jobs

discussed in the interviews, but HR managers

identified it as a strong area for potential growth over the

next decade. As industries continue to develop and ad-

vance, managers believed there will be a greater need for

employees with a stronger skill set that can be developed

through certification and two-year degree programs.

These medium-skill positions require specific training and

certification or an associate’s degree. Among the inter-

viewed industries, these medium-skill positions were con-

centrated most heavily in healthcare, where an associ-

ate’s degree or certification was a prerequisite for most

positions. Positions discussed included medical and

nursing assistants, electricians, and experienced adminis-

trative assistants. Managers suggested there will be a

growing need for medium-skill employees in manufactur-

ing, financial services, and construction as more compli-

cated and technologically advanced work develops.

Education Associate’s Degree or Certification

For many of the open medium-skill positions, educa-

tion was a requirement for state licensing and federal

contract work.

Columbus Tech was the primary school offering these

various certifications and degrees. Human resource

managers recognized that Columbus Tech had suc-

cessfully reached out to industry to serve their work-

force development needs. Columbus Tech worked

P A R T I : J O B S

directly with many of the companies interviewed to de-

velop specific courses and larger programs.

A number of medium-skill employees earned certifica-

tions through Columbus State University’s (Columbus

State) business and computer programs.

Experience Varies, but Typically 1 to 2 Years

The medium-skill positions were unusual in that the

primary requirement was a certification or two-year

degree. Many of the candidates who filled these posi-

tions began work as low-skill employees in the re-

spective industry and then earned the appropriate cer-

tification or degree to advance.

Similar to low-skill positions, employers liked to see at

least some work experience to demonstrate basic,

first-hand knowledge of the job requirements and a

commitment to working.

Local Hires 90%

Because requisite certifications for many medium-skill

positions were offered in the region, HR managers have

been able to fill their needs locally. In recent years, the

expansion at Fort Benning has increased the number of

candidates from outside the region for middle-skill posi-

tions.

14 Columbus Region Hiring Needs

Salary Expectations In comparison to low– and

high-skill positions, salary was a more common hiring

challenge for medium-skill employers. Although these

positions typically paid more than low-skill positions, they

did not pay nearly as much as high-skill positions.

―Employees feel entitled to more money because of the

extra two courses they have completed,‖ said one HR

manager. Many managers discussed their use of com-

petitive benefit packages to try to attract employees, but

most candidates preferred a higher salary. One health-

care manager said, ―If a candidate is deciding between a

few jobs, they will take the one that pays them one dollar

more an hour.‖

Turnover Challenges

With the sluggish economy, managers reported that turn-

over for medium-skilled positions had decreased. Al-

though not statistically supported, turnover for medium-

skill employees appears to be more of a challenge than

for high-skill employees (Exhibit I-3). Medium-skill em-

ployee turnover, however, remained significantly less than

for the low-skill employees. Many managers reported

their companies’ turnover for medium-skilled positions

was similar to industry averages.

Exhibit I-3: Reported Turnover versus Skill Level

Skills

Specific Training As discussed above, two-year

degrees or certifications were a prerequisite for these po-

sitions. Especially in healthcare, training was critically

important. According to one healthcare HR manager,

―Before I even consider a candidate, I look to see if they

have the proper certification.‖ Whereas in manufactur-

ing, related experience remained paramount, in health-

care, training is of utmost importance.

Computer Skills With advances in technology, com-

puter skills were increasingly necessary for medium-skill

jobs. In manufacturing, construction-related, and office

positions, computers continued to be of growing impor-

tance to work. In fact, one HR manager even required

Microsoft certification before hiring a medium-skill em-

ployee: ―They can’t do anything If they are not strong on

computers.‖

Hiring Challenges

Among the three different job skill levels, HR managers

expressed the least amount of difficulties in finding quali-

fied medium-skill candidates. They attributed this largely

to the strong academic programs corresponding to me-

dium-skill positions in the Columbus area. Despite the

relative ease of finding employees, two common chal-

lenges were identified: quality of candidates and salary

expectations.

Quality of Candidates Although less of an

issue than with low-skill employees, similar work ethic and

basic skill concerns were common problems among mid-

dle-skill employees. Human resource managers ex-

pressed some difficulty in candidates passing drug tests

and background checks. Moreover, despite spending

additional time in school, many candidates ―still don’t

know how to construct a coherent sentence.‖ In many of

these positions, basic-level math was part of the job, yet

HR managers needed to provide additional training to

employees to improve their basic skills.

Reported Turnover

High

Medium

Low

Low-skill Medium-Skill High-Skill

Job Type

Columbus Region Hiring Needs 15

High-Skill Jobs

A s the Columbus region’s economy has developed,

so have employers’ needs for high-skill employees.

Although the 18 high-skill positions discussed varied

greatly, from physical therapists and engineers to ac-

counting and sales positions, some generalizations and

themes emerged in the conversations with managers.

Finding qualified local candidates for high-skill jobs was

the greatest challenge for managers. While local educa-

tional institutions have adapted to meet the needs of low-

and medium-skill workers, they still do not offer many of

the very specific degrees required for high-skill jobs.

Because Columbus is still growing its locally educated,

high-skill workforce, HR managers estimated that over

half of their high-skill employees have moved from out-

side the region. Since these positions often required

highly specialized knowledge, HR managers were forced

to search for candidates, in some instances, nationwide.

Once qualified candidates were identified, a second chal-

lenge emerged of incentivizing them to move to the Co-

lumbus area.

While these challenges were more prevalent in the past,

HR managers adapted some of their strategies to find

qualified candidates. Through years of building relation-

ships with schools and programs outside of the region

and developing a name within their respective industries,

HR managers were having more success in recruiting

candidates. Some credited the weak national economy

for their ability to attract candidates, a situation that could

change when the economy rebounds.

Education B.S. or Higher

Many of the companies that required a bachelor’s

degree or higher had a recruiting relationship with, or

had a number of employees who graduated from,

Auburn University, the University of Georgia, or the

Georgia Institute of Technology. Larger organiza-

tions, in particular, actively recruited from and built

relationships with these schools.

For the healthcare field, many of the nurse positions

and support staff with a B.S. or higher graduated from

the nursing program at Columbus State University.

Given no local physical therapy program, HR manag-

ers had developed relationships with programs na-

tionwide to find qualified candidates.

Across industries, a large percentage of business

support staff (HR, accounting, sales, etc.) graduated

from, or participated in continuing education courses

at, Columbus State.

Experience Varies, but Typically 3 to 5 Years

Most hiring managers required candidates to have

experience in order to capitalize on industry knowl-

edge and relationships. Training cannot replicate the

knowledge that comes from experience.

Managers reported fewer opportunities for entry-level

positions for recent college graduates. Smaller com-

panies did not have the resources to train recent

graduates.

For high-skill positions in manufacturing and research

and development, local candidates with particular

experience were not always easy to find. Some HR

managers recruited candidates from particular indus-

tries where skills were transferable.

Nearly all of the HR managers were actively taking

advantage of newly recruited military spouses from

the Fort Benning expansion who had relevant experi-

ence.

P A R T I : J O B S

16 Columbus Region Hiring Needs

Hiring Challenges

HR managers expressed challenges in finding qualified

candidates for approximately 85 percent of the discussed

positions. These challenges stemmed from the lack of

local candidates: few people had the necessary experi-

ence for these high-skill positions, so managers found it

necessary to recruit from beyond the region.

Related Experience Finding candidates with

related experience and associated knowledge was a chal-

lenge for approximately one-third of the positions. With

these high-skill jobs, the required experience and knowl-

edge to fill these job openings was highly specialized.

Throughout the entire Columbus region, there may be

only a few positions requiring a specific skill set, so local

educational programs were often not viable. Only when a

critical number of organizations with similar labor require-

ments develop in the region can local educational institu-

tions respond with programs to support new job catego-

ries.

Columbus Location Because many high-skill posi-

tions could not be filled locally, HR managers broadened

their geographic search area. When recruiting candidates

from outside the region, attracting candidates to Colum-

bus became a challenge for approximately half of the high

-skill positions.

For companies not based in Columbus, HR managers

expressed frustration with regional recruiters who had

challenges ―selling‖ the benefits of living in Columbus.

Conversely, smaller companies based in greater Colum-

bus did not have the recognition outside of the local re-

gion to attract candidates.

Local Hires 45%

With highly specialized positions and few local programs,

employers mostly searched beyond the region for quali-

fied candidates. With the weak economy nationwide,

managers had an easier time in the last two years recruit-

ing candidates to move to Columbus. As the economy

rebounds in the short term and the number of high-skill

jobs grows in the long term, managers expressed concern

about recruiting high-skill employees in the future.

Skills Industry Experience Specific Training

Because of the very specialized nature of each of

these high-skill positions, only the broadest generali-

zations can be made between the different positions.

For high-skill positions, many of the required skills for

lower-skill jobs (communication, quantitative, com-

puter, etc.) were assumed. Several HR managers

highlighted continued training through Columbus

State’s Cunningham Center for Leadership for mana-

gerial development.

Unlike lower-skill positions, HR managers were

searching for candidates that already had specific

experience and could continue to grow their skill set

in the position. These positions had little formal on-

the-job training.

While far fewer candidates came from within the re-

gion, many of the open positions were hired internally

through promotions.

Columbus Region Hiring Needs 17

Manager Solutions for Related Experience Challenges

Develop relationships with academic programs at colleges and universities across the country.

Identify other positions in related industries where skills are transferable.

Actively understand the dynamics of the local labor pool.

Work to develop academic programs locally.

Manager Solutions for Location Challenges

Do a better job of ―selling‖ potential candidates on the quality of life in Columbus.

Seek out recent BRAC transplants who have al-ready moved to Columbus.

Attract younger candidates who grew up/have family in Columbus and who may want to move back to Columbus.

Offer competitive relocation packages.

Turnover Challenges Low

For high-skill positions, HR managers across industries

expressed little concern with turnover or retaining employ-

ees. When discussing challenges with turnover, a num-

ber of managers reiterated the difficulty in finding qualified

candidates willing to move to Columbus, but according to

one manager, ―Once you get them, they are usually great.

People who move to Columbus generally like it here.‖

Managers attributed the low turnover among high-skilled

positions to the following factors:

Good Companies with Good Benefits Many companies were respected throughout the Colum-

bus area and offered good benefits to their employees.

Many managers believed that their high-skill employees

were proud to work where they did, which increased their

loyalty. Even if employers could not increase salaries,

many tried to maintain strong benefit packages.

Little Competition for Jobs With only a handful of comparable positions in the Colum-

bus area, it was much more difficult for employees to

switch jobs. While this was a disadvantage in filling posi-

tions, it became a benefit when an employee was found.

One manger of a company with offices across the country

said, ―In our Atlanta office, they have a lot more trouble

keeping employees because they can easily move to a

handful of competing firms.‖

Challenging and Interesting Work For these high-skill positions, managers noted that the

work was interesting and always changing, which kept

employees engaged. Recognizing this need for engaging

work, one manager worked with the company to redesign

a couple of key positions to keep the work interesting and

challenging for the employees.

Exhibit I-4: Manager Solutions to Overcome High-Skill Job Hiring Challenges

P A R T I : J O B S

Columbus Region Hiring Needs 19

HR Perspectives on Regional Education

“For a small city, local residents have access to tremendous amount of educational opportunities.” — Columbus HR Manager

O verall, HR managers expressed satisfaction with

the educational opportunities in the Columbus

area. Both the program offerings at local institutions and

the quality of students were frequently cited as strengths

of the local educational institutions. Because two-thirds of

the positions discussed were low- or medium-skill jobs,

conversations about education naturally focused on the K

-12 school system and Columbus Tech, where employees

most frequently graduated. Managers also discussed

Columbus State, but fewer worked directly with this

school. Human resource managers had fewer relation-

ships and less knowledge of other local institutions, such

as Chattahoochee Valley Community College (CVCC),

Troy State University, and the University of Phoenix.

Exhibit II-1: How well does each school meet your needs?

Among different conversations about the local educational

institutions, a few general themes emerged:

Advisory Boards The HR managers who were

most satisfied with a school reported their companies had

involvement with school advisory boards and committees.

These advisory boards helped schools develop and refine

curriculums to better meet industry needs.

Out-of-Classroom Training Across industries,

companies valued educational programs that allowed stu-

dents to gain ―real world‖ experience. This experience

benefited the students through development of special-

ized skills, as well as companies through identification of

talented future employees.

Need for Basic Skills For low- and medium-skill

employees who graduated from local K-12 schools, Co-

lumbus Tech, and CVCC, managers pointed to these pro-

grams’ weaknesses in training for basic skills, including

reading, writing, and math. These managers believed

more emphasis must be placed on the development of

these less specialized, essential skills.

Although not statistically significant, managers reported

the greatest satisfaction with Columbus Tech followed by

Columbus State. Managers reported a lower level of sat-

isfaction with the local K-12 school system. Only a hand-

ful of managers had enough familiarity to rank K-12 pri-

vate schools, CVCC, Troy State, the University of Phoe-

nix, and other schools in the region, so these rankings

were not included.

P A R T I I : E D U C A T I O N

3.43

4.16 4.13

0

1

2

3

4

5

K-12 Public Schools Columbus Tech Columbus State

Very Well

Not at

all well

20 Columbus Region Hiring Needs

K-12 Public Schools

M anagers who had relationships with the K-12 pub-

lic school system generally expressed satisfaction

in the programs related to specific job training. These

HR managers, however, challenged the school system to

focus more on the development of basic skills and work

ethic. While many work-specific skills can be learned

easily on the job, the basic reading, writing, and math

skills, as well as general work ethic, are much more diffi-

cult to develop in the workplace.

Strengths Human resource managers focused on the strengths as-

sociated with building relationships with the K-12 school

system. These relationships involved the schools’ ability

to have students participate in work opportunities and

training, as well as companies’ direct involvement with

schools.

Work Opportunities

One of the more common ways local companies inter-

acted with the K-12 public schools was through work pro-

grams. These work programs typically took the form of

year-long apprenticeships and summer internships to ex-

pose high school students to areas of work they cannot

get in the classroom. According to one manufacturing

manager, ―With an apprenticeship, we can get high

school students to learn on real equipment that they can-

not do anywhere else.‖ A common goal of these pro-

grams was to identify engaged students and to begin

training them in a work environment. These work pro-

grams, while less common since the current economic

downturn, were more concentrated in the manufacturing

and construction sectors where experience is highly val-

ued.

Training

The HR managers also discussed the benefits of industry-

specific training. While cuts have been made in recent

years, HR managers reported that K-12 schools received

programming assistance from various organizations, es-

pecially from the healthcare industry. These health or-

ganizations, such as Health Occupations Students of

America, provided students with some classroom training

and also exposed them to post-graduate workforce and

higher education opportunities. According to one satis-

fied manager, ―These health programs have made stu-

dents aware of the career opportunities in our industry.‖

Across industries, companies had the challenge of edu-

cating students about different specialized work opportu-

nities; training programs were one way to help students

become aware of career opportunities and for industry to

develop relationships with students.

Business Involvement

A major strength cited by HR managers was the accessi-

bility businesses had to the K-12 schools. With this ac-

cessibility, many companies proudly gave back to the

school system to more directly influence workforce devel-

opment, as well as increase their exposure to students

and parents. Giving back typically took one of three

forms: employee volunteering, financial contributions, and

committee involvement.

Volunteering: A handful of managers reported that their

companies had both formal and informal volunteering ties

with the local schools. For elementary schools, compa-

nies ―sponsored a classroom‖ where employees assisted

teachers with teaching basic math, reading, and writing

skills. At the middle and high school level, company em-

ployees gave talks about business etiquette, assisted with

writing resumes, and participated in mock interviews.

Financial Contributions: In addition to volunteering,

some companies, especially larger ones, donated money

to local schools. While the donations varied, they were

typically made at the school level and not district wide.

Managers reported that some of this money went towards

technology purchases.

Columbus Region Hiring Needs 21

Committees: While more common among the higher

education institutions, a few managers reported partici-

pating in committees at the K-12 school and district

levels. These committees helped to shape the curricu-

lums for programs related to their industries.

Areas for Improvement Although the strengths of the K-12 school system in-

volved the formal education related to industry needs,

these managers universally expressed a need to pro-

mote greater rigor in basic skills and work ethic, as well

as strengthening partnerships.

Basic Skills

The HR managers identified developing students’ basic

skills as the K-12 school system’s most vexing chal-

lenge. Managers across industries discussed the com-

mon spelling and grammatical errors, and in manufac-

turing, they expressed frustration with the lack of basic

arithmetic skills. A common sentiment shared by man-

agers was that ―Students graduate school, and then

they come to work and we have to retrain them.‖

While students had under-developed verbal and quanti-

tative skills, basic computer skills had improved greatly

in recent years. One manager summarized the over-

arching problem as, ―They come out of school com-

puter literate, but they do not know how to communi-

cate or socialize.‖

Work Ethic

The HR managers believed work ethic, a primary chal-

lenge in finding qualified employees, could be better

shaped by the local school system. Managers ex-

pressed frustration with employee tardiness and ab-

sence and believed that the schools should more rigor-

ously discipline their students. ―If they learn tardiness

is not okay in school, they won’t be tardy to work,‖ said

one manager. Managers also discussed how younger

employees lacked the maturity to communicate effec-

tively with their bosses and believed the school system

could do a better job at developing this skill.

Partnerships

Historically, a strength had been the business commu-

nity’s involvement with K-12 schools (see above), but

more recently, a number of managers expressed disap-

pointment at its current state. In the economic downturn,

many once-prosperous work and training partnerships

had been cut. To continue developing the workforce,

many believed that these industry-school partnerships

must be reinstated and developed further. Managers rec-

ognized the challenges of identifying innovative funding

sources to make these partnerships happen.

Columbus Tech

O f the many different educational institutions in the

Columbus area, HR managers gave the highest

marks to Columbus Tech in preparing its graduates for

work at their companies. With strong industry ties, man-

agers believed Columbus Tech was much more aware of

industry-specific changes and trends in Columbus. With

this awareness, Columbus Tech’s curriculum responded

quickly and was highly adaptive to industry needs.

Strengths The strengths of Columbus Tech related to the deep rela-

tionships it has developed and honed with local compa-

nies. Columbus Tech, from the perspective of local HR

managers, was highly responsive to changing workforce

development needs through the development of new pro-

grams and revamping weak courses. Managers identi-

fied its use of advisory committees, the ease of recruiting,

and the specific programs as its primary strengths and

factors driving its success.

P A R T I I : E D U C A T I O N

22 Columbus Region Hiring Needs

Advisory Committees

The use of advisory committees was identified as a highly

effective workforce development tool at Columbus Tech.

Over half of the surveyed companies—across industries

and company sizes—reported being involved with some

type of advisory committee related to their industry. Man-

agers had only positive things to say about the benefits of

these committees. A manufacturing manager reported

that through the expansion of manufacturing committees,

his company had ―helped move the direction of CTC to

serve the needs of manufacturers.‖ Another manager

who had been involved with advisory committees

stressed Columbus Tech was ―very adaptive to industry

needs.‖

Managers described their involvement with advisory com-

mittees as helping with curriculum development and fac-

ulty advisory. Through Columbus Tech’s extensive advi-

sory committees, local businesses not only helped shape

programs to serve their needs, but also built lasting rela-

tionships with Columbus Tech. These relationships

helped to ensure Columbus Tech continued to respond to

workforce development needs.

Recruiting

With great industry involvement in curriculum develop-

ment, Columbus Tech was an increasingly important

place to recruit for specialized positions. For nearly all

the medium-skill positions (associate’s degree or certifi-

cate), local companies reported recruiting through Colum-

bus Tech for both internships and full-time positions. Hu-

man resource managers highlighted the ease of finding

qualified graduates from the many different training pro-

grams offered by Columbus Tech, especially the health-

care-related programs. Additionally, few managers re-

ported not directly recruiting through Columbus Tech, but

recruiting indirectly through the State Department of La-

bor, which often recruited through Columbus Tech.

Training and Certifications

Due in large part to Columbus Tech’s relationships with

local businesses, employers expressed great satisfaction

with the breadth and quality of specialized programs,

training, and certificates.

Industry-Specific Training: Across industries, many

managers expressed satisfaction with the quality of pro-

gram offerings. A financial services manager shared a

common sentiment about Columbus Tech’s programs:

―They are really stepping up their game. Both their stan-

dards and caliber of students have really increased over

the past few years.‖ For a more detailed analysis of the

program offerings, see the second report in this series.

Computer Training: Another strength of Columbus Tech

was its widely used computer training courses. Across

industries, companies reported outsourcing their com-

puter training, especially in the Microsoft office suite, to

Columbus Tech.

Areas for Improvement

Increase in Size

Many HR managers believed that in order to continue to

serve the workforce development needs of the Columbus-

area, Columbus Tech should expand the size of the stu-

dent body and the number of programs.

Number of Students Managers, satisfied with the quality

of programs, wanted Columbus Tech to increase the

number of students enrolled across its programs. On one

hand, a number of managers noted that classes were

continuously full for certain training/certification (mainly in

healthcare). These managers would like Columbus Tech

to do more to keep up with student and industry demand.

On the other hand, some manufacturing managers were

frustrated by the small number of students enrolled in cer-

tain programs; according to one manager, ―The graduates

of CT are great, but there just aren’t enough of them.‖

This group would like Columbus Tech to do more to re-

cruit for these manufacturing programs, or they feared

the programs will be cut.

Number of Specific Programs Across sectors, manag-

ers believed there was sufficient demand for the develop-

ment of specific programs related to their industry. This

Columbus Region Hiring Needs 23

need for more programs was driven by the increase in

medium-skill jobs in the Columbus area. The second re-

port in this series will address specific programs that Co-

lumbus Tech lacks and could potentially develop.

Real-World Experience

Across industries, several managers believed that Colum-

bus Tech was focusing too much on classroom training

and not enough on ―real world experience.‖ While intern-

ships were increasingly common, managers hoped that

more courses would be designed to involve some type of

field work to complement classroom work. Other manag-

ers said that Columbus Tech needs to emphasize devel-

oping ―school-to-work‖ courses to improve new employ-

ees ability to meet manager’s needs.

Columbus State

M anagers believed, Columbus state had a breadth

of programs that responded well to local industry

needs. In addition to recruiting graduates of the four-year

degree programs, many companies used Columbus State

for its professional development programs.

Strengths

Range of Programs

An important strength of Columbus State for workforce

development involved the range of professional programs

it offers. Many different industries employed graduates of

Columbus State’s business program to fill professional

staff positions (accounting, marketing, HR, etc). Manag-

ers expressed great enthusiasm for the new HR program

that recently began at Columbus State. The school also

had a number of programs for the healthcare sector. A

detailed analysis of Columbus State’s programs will be

included in the second repot in this series.

Recruiting

Many of the HR managers reported that they recruited

directly from Columbus State. The sample of managers

interviewed said they recruited both interns and full-time

employees from Columbus State. While most managers

highlighted the strengths of recruiting with Columbus

State, some managers hoped to see recruiting more

streamlined and accessible in the future.

Professional Development

Human resource managers expressed great enthusiasm

for professional development at Columbus State. Many

different organizations utilized the professional develop-

ment services offered by CSU’s Cunningham Center.

The interviewed managers used the general manage-

ment, leadership, and sales training and development

programs at Columbus State.

Areas for Improvement

Advisory Committees

Although many companies said they participated on advi-

sory committees at Columbus State, it was far less com-

mon than at Columbus Tech. Based on the conversa-

tions with managers, the advisory committees at Colum-

bus State seemed to be more formal and require more

involvement and commitment than at Columbus Tech.

These committees were less involved with course devel-

opment and faculty advisory, and more involved with the

development of new programs. HR managers at smaller

companies believed that Columbus State preferred to

work only with large companies and expressed their de-

sire to develop relationships with Columbus State. One

manager of a small financial institution said that Colum-

bus State needs to ―open up to smaller organizations,

rather than cater purely to larger organizations.‖

P A R T I I : E D U C A T I O N

24 Columbus Region Hiring Needs

Number and Rigor of Programs

Managers believed that there was an opportunity for pro-

gram expansion at Columbus State. Managers reported

that they would like to see the development of additional

programs, as well as the increase in rigor of some exist-

ing programs. While a more detailed analysis of program

offerings will be presented in the second report, manag-

ers expressed their desire for specific healthcare pro-

grams and basic engineering programs.

Additional Local Programs Chattahoochee Valley

Community College

Because of its smaller size, few interviewed HR manag-

ers had relationships with CVCC. In the healthcare indus-

try, managers, many of whom do not recruit directly, ex-

pressed dissatisfaction with the nursing program. The

six manufacturing managers felt they lacked enough

knowledge to give CVCC a rating. From the HR manag-

ers’ perspective, CVCC was a largely underutilized re-

source in the Columbus area. The second report in this

series will perform a more detailed analysis of programs

and potential opportunities at Chattahoochee Valley Com-

munity College.

Troy State

A handful of managers expressed having some relation-

ship with Troy State in Phenix City. This relationship,

however, was not as developed as the relationships with

Columbus Tech, Columbus State, or the K-12 schools.

No managers consistently recruited from Troy State, nor

did any companies report involvement with advisory

boards or committees.

University of Phoenix

The University of Phoenix was an emerging piece for

workforce development in Columbus. While managers

did not report having strong ties with the University of

Phoenix, a few reported the school recently tried to es-

tablish more formal recruiting relationships with their

firms. Managers reported that the University of Phoenix

continued to expand its program offerings and that they

anticipated developing stronger relationships in the future.

Distant Programs

For high-skill positions, some managers report recruiting

directly from Auburn University, the University of Georgia,

and Georgia Tech. Those who recruited from these

schools reported developing relationships with programs

to recruit for very specific positions, typically in healthcare

and advanced manufacturing.

Columbus Region Hiring Needs 25

C O N C L U S I O N

Conclusion

Columbus-area managers had many positive things to

say about the existing workforce and local workforce

training opportunities. To facilitate continued regional

economic growth, workforce development will remain an

integral driver of success. Based on the conversations

with local managers, Georgia Tech identified five key

themes that are important to the future of the Columbus

region’s workforce development.

Formal Training versus Work Experience

Across industries, different job categories require varying

amounts of formal education and work experience. In

improving workforce development initiatives, it is critical to

understand the nuances of each job category and to re-

spond with an appropriate balance between formal train-

ing and work experience. For example, in the expanding

healthcare industry, specific degrees and certifications

are necessary for most positions. Whereas in manufac-

turing, on-the-job experience is often as important as for-

mal training. The second report will look more closely at

the 48 frequently open and explore the educational re-

quirements and work experience required.

Industry Involvement with Education

To have the most responsive workforce development pro-

grams, industry must be involved with local schools and

training programs. Managers praised Columbus Tech’s

advisory boards’ abilities to shape curriculum, to develop

classes, and to strengthen relationships between local

businesses and faculty, staff, and students. At the K-12

level, the most insightful managers were directly involved

through volunteering, boards, and financial donations. To

capitalize on and further develop schools’ strengths in

preparing students for the workforce, local businesses

should be directly involved with education.

Critical Hiring Demand

While many managers hoped for the new program devel-

opment, a critical mass of hiring demand is necessary for

the development of additional programs. There may be

only a few high-skill positions across the entire region,

and unless this number expands, it will not be possible to

develop a new program. Conversely, if not enough stu-

dents are enrolled, the program—even if it is necessary to

local industry—will be forced to discontinue. In develop-

ing a new program, demand from industry and demand

from potential students drive its success.

Fort Benning Expanding Talent Pool Every interviewed manager expressed enthusiasm for the

growing labor pool associated with the Fort Benning ex-

pansion. Most highlighted the growing number of military

spouses and retired military personnel, who bring diverse

backgrounds, different education and training, and a vari-

ety of work experiences. This new influx of human capital

associated with Fort Benning may help to address some

of the harder-to-fill high-skill positions. Columbus area

businesses should actively capitalize on this arrival of ex-

ternal talent.

Basic-Skill Development In trying to improve workforce development programs, the

hiring managers emphasized the importance of teaching

basic skills. Most hiring managers expressed concern

about low- and medium-skill employees’ lack of basic

communication, reading, writing, and math skills. Many

companies reported having to develop in-house training

for basic reading, writing, and math skills to supplement

their employees formal education. Before industry-

specific training can reach its maximum potential, local

students need to be competent in these basic skill areas.

The Columbus region has had success using the Georgia

Work Ready initiative to advance the local workforce’s

skill levels, something to continue into the future. Also

there is opportunity to raise awareness among local em-

ployers about this program’s value to their workforce de-

velopment needs, as evident by none of the hiring man-

agers referencing it in the interviews.

Next Steps The second report of this series will provide additional

conclusions to help direct future workforce development

activities for the Columbus region. In the second report,

Georgia Tech will describe current workforce develop-

ment programs in the Columbus area, analyze how these

programs meet the current and emerging needs dis-

cussed in this report, and identify areas of potential op-

portunity.