In this trend briefing, Kinetic Seeds reveals research into we might we get more postsecondary institutions interested and active in improving the process of connecting college to career.

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HOW MIGHT WE SCALE CAREER
SERVICES?
A KINETIC SEEDS TREND BRIEFING FOR THE CAREER LEADERSHIP
COLLECTIVE
JULY 13, 2017
BENTLEY UNIVERSITY
kinetic seeds

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Kinetic Seeds is a design and innovation
firm that partners with people & organizations
to tackle complex challenges in education and
workforce development. We actively seek to
transcend the limits of our current systems.
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BACK STORY
DESIGN CHALLENGE
How might we get more
postsecondary institutions
interested and active in
improving the process of
connecting college to career?

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Technology
(feasibility)
Business
(viability)
People
(desirability)
Technology
(feasibility)
Business
(viability)
People
(desirability)
SWEET SPOT!

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$35K
AVG. CSO OPERATING
BUDGET
4
FTE SUPPORT STAFF
1:1889
AVG. STAFF-TO-
STUDENT RATIO
TODAY’S CAREER SERVICE OFFICE:
Grossly understaffed, no C-Suite
status. Lots of innovative thought but
few resources to take action.
NACE-2015-16 CS BENCHMARK SURVEY, A ROADMAP FOR TRANSFORMING THE COLLEGE-
TO-CAREER EXPERIENCE (CHAN-DERRY EDITORS), 10 TRENDS IN CAREER SERVICES (DEY-
CRUZVERAGARA), THRIVING IN BRAND NEW WORLD OF CAREER SERVICES-10 ESSENTIALS
STRATGIES (CONTOMANOLIS), HECHINGER, INTERVIEWS: PODANY, HENNINGS, SNYDER
1993
PRACTICES
kinetic seeds

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“It’s time to rethink the relationships between
the postsecondary provider and the
employer. It’s just like the way that business and
industry got interested in supply chain
management. They never worked with suppliers
and then they realized they had to. Here
though, we’re talking about talent chain
management.”
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—former Chief Innovation Officer, national higher education association

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“We are in the midst of a legislative session
offering a bill to create local collaborations
between career education efforts in the
market and high school. We need to create a
funding mechanism to build secondary career
centers because counselors can not do it.”
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—Dir., State-based Non-Profit for Postsecondary Student Success

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“Students need to be able to distinguish
themselves in competitive workplaces and the
way to do that is to give them tools to see
themselves. To do that though requires a
marketplace approach.”
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—President, Community College serving 50,000 students

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TO SCALE CAREER SERVICES WE HAVE TO
SCALE
OUR
THINKING

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FORCES AND TRENDS SHAPING CONCURRENT LEARN-WORK PATHWAYS

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FORCES AND TRENDS SHAPING CONCURRENT LEARN-WORK PATHWAYS
LEARN-WORK FLOWS.
MANAGE NETWORKS +
CONNECTIONS
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LEARN WORK
LEARN
WORK
PIPELINE, MANAGED AT
TRANSITION POINTS

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FORCES AND TRENDS SHAPING CONCURRENT LEARN-WORK PATHWAYS
LEARN-WORK FLOWS.
MANAGE NETWORKS +
CONNECTIONS
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LEARN WORK
LEARN
WORK
WORK TRENDS
AUTOMATION +
JOB UNCERTAINTY
THE GIG ECONOMY
RESTRUCTURING
EMPLOYMENTPIPELINE, MANAGED AT
TRANSITION POINTS

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FORCES AND TRENDS SHAPING CONCURRENT LEARN-WORK PATHWAYS
LEARN WORK
LEARN
WORK
WORK TRENDS
LEARN TRENDS
AUTOMATION +
JOB UNCERTAINTY
THE GIG ECONOMY
RESTRUCTURING
EMPLOYMENT
PERFORMANCE +
ACCOUNTABILITY
NEW PATHWAYS TO
SKILLS + CREDENTIALS
SELF-DIRECTED
LEARNING
PIPELINE, MANAGED AT
TRANSITION POINTS
LEARN-WORK FLOWS.
MANAGE NETWORKS +
CONNECTIONS

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AUTOMATION + JOB UNCERTAINTY
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WORK
TREND
47%
OF U.S. WORKER
HELD JOBS LIKELY TO
BE AUTOMATED
THE TAKEAWAYS
Affects all sectors of work
including many 1st destination
jobs
Routineness and predictability
are determinants, not skill
level
Continual need for lifelong
learning due to job loss and
job redefinition
FREY + OSBORNE, UNIVERSITY OF OXFORD AUTOMATION SUSCEPTIBILITY STUDY, MCKINSEY “WHERE MACHINES COULD REPLACE HUMANS,” DAVID AUTOR, MIT
ECONOMIST, TEDXCAMBRIDGE, “WILL AUTOMATION TAKE AWAY ALL OUR JOBS?”, THE ECONOMIST, AI IMPACT ON JOBS, NY TIMES, “HE LONG-TERM JOBS KILLER IS
NOT CHINA. IT’S AUTOMATION.”
43%
INCREASE IN BANK
BRANCH OPENINGS
AFTER ATM’S
INTRODUCED
©MCKINSEY

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THE GIG ECONOMY
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WORK
TREND
40.4%
OF U.S. WORKFORCE
MADE UP OF
INDEPENDENT
WORKERS
THE TAKEAWAYS
Need to learn how to navigate
fluid work engagements
Both choice and necessity:
spans age, socioeconomic +
education boundaries but
access to digital platforms,
tools and protections are
lacking
U. S. GOVERNMENT ACCOUNTABILITY OFFICE, “CONTINGENT WORKFORCE: SIZE, CHARACTERISTICS, EARNINGS, AND BENEFITS,” FORBES MAGAZINE, “SHOCKER: 40% OF
WORKERS NOW HAVE ‘CONTINGENT’ JOBS, SAYS U.S. GOVERNMENT”, MCKINSEY, “INDEPENDENT WORK: CHOICE, NECESSITY, AND THE GIG ECONOMY,” CNBC, “THE ‘GIG
ECONOMY’ IS GROWING — AND NOW WE KNOW BY HOW MUCH”
27%
PERCENT OF INCREASE
FOR INDEPENDENT
WORK OVER PAYROLL
EMPLOYEES (20YRS)
©MCKINSEY

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DEMAND FOR RESTRUCTURING EMPLOYMENT
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WORK
TREND
THE TAKEAWAYS
Fabric of employee-employer
experiences under pressure to
change; disconnect between
employee values and
employment structures
GALLUP, EMPLOYEE ENGAGEMENT IN THE U.S., 2017 YELLO UNDERGRADUATE EXPECTATIONS STUDY +RECRUITING GENERATION Z, WORKFORCE, “EMPLOYEE VALUES ARE
CHANGING,
32%
EMPLOYEES WHO SAY
THEY’RE ENGAGED IN
THEIR WORK

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PERFORMANCE + ACCOUNTABILITY
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LEARN
TREND
THE TAKEAWAYS
Employability metrics
becoming a defining factor,
yet postsecondary institutions
do not yet have a performance
mindset, good data systems or
collection methods
COMPLETE COLLEGE FOR AMERICA, FEDERAL REGISTER GAINFUL EMPLOYMENT REGULATION, 1ST DESTINATION DATA COLLECTION, COLLEGE RANKINGS
32
STATES ENGAGED IN
OUTCOMES-BASED
FUNDING

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NEW PATHWAYS TO SKILLS + CREDENTIALS
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LEARN
TREND
THE TAKEAWAYS
Increased activity in multiple
domains (secondary
education, cities, funders,
nonprofits, industry) but no
coherence across the system
CONNECTING CREDENTIALS, CORPORATION FOR A SKILLED WORKFORCE, COLLEGE BOARD YOUNG MEN OF COLOR STUDY, TECH HIRE, JOBS FOR THE FUTURE, JEFF
SELINGO, INTERVIEWS:
45%
TURNOVER REDUCTION
WHEN HIRING FROM NON-
TRADITIONAL TALENT
POOLS
30m
MIDDLE-SKILL JOBS
THAT DON’T REQUIRE
A BACHELORS

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SELF-DIRECTED LEARNING
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LEARN
TREND
THE TAKEAWAYS
Neither employees nor
employers feel confident in
the skills being gained for an
unstructured, uncertain work
world
New learning programs
are making in-roads and
emerging research suggests
it’s helping underserved
populations
HARVARD BUSINESS REVIEW, “WORKERS DON’T HAVE THE SKILLS THEY NEED – AND THEY KNOW IT,” FORBES, “9 SKILLS BOSSES SEE LACKING IN NEW GRADUATES,”
AAC&U HIGH IMPACT EDUCATION PRACTICES STUDY, JEFF SELINGO, GETTINGSMART.ORG, INTERVIEWS: MORTENSON
54%OF STUDENTS SAY THEY
LACK SKILLS TO DO
THEIR JOB
60%
OF MANAGERS SAY NEW
GRADUATES LACK
CRITICAL THINKING +
PROBLEM-SOLVING SKILLS

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Within this world, where are the
opportunities for scaling our
thinking?

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FROM
TO
How might we scale career services?
How might we catalyze a career development ecosystem that
connects the futures of learning and work for the benefit of all
stakeholders?
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TRANSFORMATIONAL
CHANGE MANAGEMENT
WHERE’S THE SCALING OPPORTUNITY?
LEADERSHIP PLAY that
challenges “business as
usual” by helping bring new
vision, ideas, methods and
activities into the operations
of career development (and
broadly, student and
academic affairs).
NETWORK PLAY that breaks
down boundaries between
K12, 2-year, 4-year and
postsecondary providers,
and employers to transcend
the limits of the current
system by building new
relationships.
K-CAREER RELATIONSHIPS

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TRANSFORMATIONAL
CHANGE MANAGEMENT
WHERE’S THE SCALING OPPORTUNITY?
LEADERSHIP PLAY that
challenges “business as
usual” by helping bring new
vision, ideas, methods and
activities into the operations
of career development (and
broadly, student and
academic affairs).
NETWORK PLAY that breaks
down boundaries between
K12, 2-year, 4-year and
postsecondary providers,
and employers to transcend
the limits of the current
system by building new
relationships.
K-CAREER RELATIONSHIPS
ECOSYSTEM PLAY that
fuels a career development
movement + inspires the
design, development,
implementation + scale of
viable new solutions,
services + models across
the ecosystem.
ECOSYSTEM PLAY

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Demands to deliver successful career outcomes is rising. A new
paradigm for career services is needed that values innovative networks,
partnerships and connections inside and outside the institution. A new
class of leader is needed to move from transactional service provider to
career community facilitator and builder.
TO-DO
Focus on leadership development and embrace
learning as a driver of scale.

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Many individual employers are banding together with individual
institutions for new program development. Others are forming local
networks of practitioners across the k-career spectrum. All are voicing
concerns about the lack of capacity and resources available to them to
meet the demand of new student success requirements. More holistic
structures are needed to connect the disconnected.
Transcend the boundaries of your institution and create
(or tap into) a platform for networked collaboration and
experimentation.
TO-DO

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Higher education is changing. The conditions necessary for creating a
larger array of credentials will improve, as will acceptance of new forms
of credentials. The boundaries between systems will continue to blur.
People are hungry for tools and guidance. Embrace the idea of “next”
practices and act as a learning and work innovation enabler.
Think like an entrepreneur.
TO-DO

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THANK YOU!
Chris Flanagan
President, Kinetic Seeds
cflanagan@kineticseeds.com
@chrisflanagan