Workforce2.0 Sharpening the Competitive Edge in Human Capital

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Workforce2.0 Sharpening the Competitive Edge in
Human Capital

• The Honorable Richard Daley
• Mayor of Chicago

Pamela Tate President CEO, CAEL

• January 24, 2007

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The Challenge for U.S. Cities

• How to keep their economies competitive through
  attracting and retaining companies
• How to ensure that their workforce is skilled and
  prepared for both old economy and new economy
  jobs
• How to motivate business and industry to invest
  in building the skills of the current workforce

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Human Capital Vital to Our Success

• In 1982, tangible assets (balance sheet assets)
  represented 62 of a US corporations value, on
  average.
• By 1992 this figure had dropped to 38.
• More recent studies estimate that the tangible
  assets of corporations account for as little as
  15 of average market value.
• People are what count
• Human capital accounts for 85 of a
  corporations value.
• Source The Value of People, HR Magazine, L.
  Weatherly

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CAELs Unique Role

• Pioneer learning strategies for adult workers,
  companies and higher education institutions
• Work to expand lifelong learning opportunities
  through public policy
• Expand our signature initiative,
  WorkforceChicago2.0

How does CAEL help cities tackle the challenges
of this knowledge economy?
Employers
CAEL
Government and Community
Colleges and Universities
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WorkforceChicago2.0

• What is WorkforceChicago2.0
• A collaborative initiative launched by CAEL in
  2002, in partnership with HRMAC and World
  Business Chicago, and with the support of Mayor
  Richard Daley
• Our mission
• Turn the region into one of the nations prime
  talent pools
• Increase employer investment in building the
  skills of their current employees
• What we do
• Benchmark winning employee learning strategies
• Recognize leading Chicagoland employers
• Share these strategies with other employers

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The Business Leadership Group
There are 25 members on the Business Leadership
Group, with a sample below
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Expanding the 2.0 Initiative

• Expansion
• 2004--workforcePhiladelphia2.0
• 2006--workforceStLouis2.0
• Other regions with a strong core group of
  businesses2008 and beyond

Creating an intra-regional dialogue on employee
learning and development issues that impact both
the regional and national economies
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Why Launch a Workforce2.0 Model?

• Retain regional workforce competitiveness
• Position your urban region as a leading talent
  pool
• Become an early adopter of this successful and
  sustainable model for change

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For more informationwww.workforcechicago2.org

• Michelle Sanford, Director
• msanford_at_cael.org