BUILDING THE ICT WORKFORCE OF THE FUTURE

As Information/Communications/Technology (ICT) businesses continue to boom in the East Bay, some assume that a career in ICT is only for those with advanced degrees or the most developed professional networks. The business champions and community partners at the East Bay ICT Partnership disagree.

Employers want to hire East Bay residents. Locals employees have a connection to the community and prove more productive than their colleagues who suffer through long commutes from neighboring regions. At the East Bay ICT Partnership we are aligning the needs of employers with education/training programs to ensure that companies thrive on local talent.

Because when they thrive on local talent, everyone benefits.



A short video to help explain the model behind East Bay ICT's work.


Business Champions have identified three key initiatives

they agree that this will help them acquire the high quality, local talent they require to thrive. 

1. Defining a New Set of Skills for the ICT Workplace

To be successful in the ICT workplace, people need both technical skills and non-technical attributes.  What’s become much more important in recent years—and missing most in new entrants—is a set of non-technical skills, knowledge, and abilities. 

2. Shifting to an Experiential Learning Model

To produce the new skill set required by ICT-intensive companies, there needs to be a major shift in how students learn.  The only way to gain the non-technical skills is to provide students with much more workplace experience as well as curriculum and teaching that emphasizes problem-solving, collaboration, creativity, and other attributes.  This model will require a deeper and continuous collaboration between ICT-intensive businesses and education and training institutions and programs.

3. Build New Awareness of and Attract More People to ICT Careers

We need to change the image, rebrand, and promote ICT beyond just the household names, using creative approaches and spokespeople, reaching both youth and adult career changers.  At the same time, we need to simplify and systematize “talent fulfillment” processes, policies, and infrastructure, connecting companies and with education, training, and other sources of talent referral in the community.