homepage | Insights From 2024 KC Imagine Conference
October 1, 2024
October 1, 2024
The panel explored “what happens when companies become more concerned with a candidate’s skill levels than requirements for a four-year college degree? Skills-first hiring aligns with the emphasis on continuous learning and development in the digital media sector. As technology and consumer behavior advance, employees must continually update their skill sets. Companies that invest in training programs focused on in-demand skills can cultivate a more agile and adaptable workforce.”
2024 KC Imagine Conference panelists included Molly Weaver, founder of Sunflower Talent Strategies; Fabiola Riobe, Vice President of Educational Innovation & Global Programming at Kansas City Kansas Community College; Alan Boyer, Director of Digital Innovations at Kansas State University; and Kate Moore, Director of Recruiting at BarkleyOKRP. The panel emphasized the importance of practical skills and competencies as digital skills become increasingly important and relevant in traditional and hybrid workplaces.
“Both employers and educators have to continuously refine their approach to learning and development. Adopting a skills-based mindset will help them identify people with curiosity and a willingness to learn,” observed Akehurst (above) after the discussion concluded.
Weaver (above) commented on the shift from a focus on degrees to a more skills-based approach to hiring. “From a 50,000-foot view, organizations are preparing for jobs that are not invented yet. Demographic changes in the workforce are coming,” said Weaver.
For example, Weaver explained Children’s Mercy shifted from primarily seeking candidates with IT degrees to people with certifications that demonstrated their knowledge and credentials. She also emphasized how it is important to think differently about how talent is used in an organization. Namely, hiring people with versatile skills who can adapt to each project rather than remain fixed in a more limited set of responsibilities of a specific job. In short, be nimble and able to apply skills as needs at work evolve.
“We’re deconstructing degrees as a proxy for skill sets. We’re redirecting to seek candidates with the soft skills needed, such as teamwork, leadership, project management, and communication,” said Weaver.
She also reminded the audience that employers should invest in “teaching the people you have” rather than solely hiring externally for the skills needed. This approach can help companies retain valued employees as well.
Moore (above) also underscored efforts at BarkleyOKRP to hire based on skills. While a bachelor’s degree is still relevant, talent acquisition specialists also consider equivalent experience. “In interviews, rather than solely asking about situation-based soft skills, tell me about your last job. We’re looking at a diverse range of experiences.”
For creatives, a strong portfolio can convey their diverse experience and point of view. The agency also established a “creative accelerator” to nurture creative talent. In its year-long paid program, creatives further develop their skills and become more qualified candidates for hire.
“It’s an intensive boot camp that is skill-based to supplement or replace traditional education. We’re in an increasingly competitive market. We need people with more skills and competencies so we’re building out programs to meet that need,” said Moore.
Riobe (above) discussed how to supplement traditional learning in the classroom with skill development needed in the workforce. Kansas City Community College engages companies in various industries to understand what they seek. “What are your immediate needs in recruiting and retaining people? We fold this information into our courses and provide education that connects with those needs,” said Riobe. “We work with employers to develop relevant curriculum for skills-based hiring.”
Another tactic involves scaling career-based education programs to a shorter timeframe from two years to one year or even weeks. “Employers need people now. Community college can make learning more economically accessible – a learn and earn model,” said Riobe.
Riobe also stressed the importance of higher education being “part of the hiring ecosystem,” where students play a role in “creating the outlook for the jobs they will be hired for because they are engaged in the process with diversified perspectives.”
Lastly, Riobe noted that the top skills employers seek include soft skills as much as technical skills. “Students and employers are both defining what those skills look like to get the job done. Students are beginning to shape the path of education.”
Boyer (above), representing Kansas State University, echoed Riobe’s remarks and elaborated on how even state universities must adapt their programs to prepare students for future workplace needs.
“We must act more like a community college, be agile and current,” said Boyer. “We develop programs that are relevant.”
In other words, a standard institutional response by commissioning a faculty survey and policy review of needs may miss the mark on what industries and students as future employees actually need.
Boyer also noted how high schools are preparing youth and preempting higher education by developing programs that are “future-oriented.”
At the university level, “We are increasing access and lowering barriers to knowledge. Google and AWS are doing it through micro-credentials. Universities need to rethink and reengineer credentials versus offering education for credit,” said Boyer.
In order to make the higher education process more valuable to students, Boyer suggested that education and training programs should “reverse engineer” based on what skills employers seek when hiring. “Students are customers who have more choices than before. We must empower students to have access to knowledge and skills they want to learn, and also fill skill gaps that employers seek,” said Boyer.
Moore reinforced the practice of collaboration between employers and colleges, universities, and high schools through campus relations to connect with talent. She said, “There’s so much excitement with collaboration that sparks excitement in young people.”
Weaver also weighed in on this topic. “If you are not reinventing your hiring practices, then you are not going to be able to hire your way out of challenges in finding talent. Spark interest early by making students aware of options through programs and pathways. Open kids’ minds to all possibilities.”
As the panel discussion at the 2024 KC Imagine Conference wound down, Moore returned to the value of soft skills sought among prospective employees and new hires. These skills include problem solving, communication, and others that people need to be “ready to hit the ground running from day one. People still need training on these skills.”
Weaver observed a need to “re-instill curiosity,” where employees develop an “ability to overcome obstacles and get around the first roadblock.” She also highlighted the importance of employees to meet deadlines, be a lifelong learner, and be consistent on basic behavior such as attendance.
Weaver shared that it is important to “redefine how people learn today” through various means, particularly for younger generations. Learning may stem from watching a YouTube video, for example. “You learn what you need to learn versus studying and learning through repetition. People want to be merited and move on to the next skill versus a tenure model, such as working six months in a role,” said Weaver.
Riobe returned to the value of partnership between employers and educators. The goal remains to support talent development by building the skills of employees and recruits. She said, “Focus on people. Nothing works unless people work. Value them and involve people in the educational programming.”