Building Economic Capacity Through Workforce Development

America’s talent shortage is one of our most urgent national security challenges. A new report from JPMorganChase’s PolicyCenter points to a sobering reality: the U.S. simply does not have enough skilled workers to build, compete, or protect its economic and strategic interests. Critical sectors are feeling the strain. 75% employers report difficulty finding qualified talent, 40% of adults lack basic digital skills, and manufacturing alone may need 3.8 million workers by 2033 with nearly half of those jobs projected to go unfilled. Technology roles are expected to grow at twice the rate of the rest of the labor market, and energy apprenticeships must expand significantly to meet future demand. JPMorganChase’s Security and Resiliency Initiative is investing $1.5 trillion dollars to strengthen strategic industries. But the report is clear: capital cannot deliver results without a strong talent pipeline. Workforce must be treated as core infrastructure. The report highlights several polices to strengthen the talent pipelne: ✅ Scale high quality apprenticeships to expand pathways into advanced manufacturing, energy, AI, and cybersecurity. ✅ Increase employer based training through reforms to WIOA that allow more investment in upskilling and on the job training. ✅ Strengthen industry and sector partnerships that align employers, education providers, and community organizations around shared workforce needs. ✅ Expand public private partnerships so education and training programs stay closely connected to in demand careers. ✅ Accelerate digital skill development by updating federal definitions of basic skills and expanding access to digital literacy programs. ✅ Implement Workforce Pell effectively by aligning federal regulations with state workforce systems, supporting classroom instruction connected to apprenticeships, and ensuring states use data to approve only high quality short term training programs aligned to critical industries. Last week's release of the National Security Strategy and the Administration’s AI Action Plan both make clear that America’s strategic advantage will hinge on our ability to innovate, deploy, and secure critical technologies like AI and quantum computing. But none of these ambitions can be realized without a workforce equipped with the skills to build, operate, and secure these technologies. Closing the talent gap isn’t just an economic imperative; it is foundational to sustaining our technological edge, economic resilience, and national security https://lnkd.in/gsa45XxV

Like many, I’ve been making my way through Jamie Dimon’s annual shareholder letter this week. It’s always rich with insight, but this year, one section felt less like analysis and more like a call to action—capturing what so many of us already know: if we’re serious about economic mobility, we have to reimagine how our education and workforce systems deliver opportunity. A few points that stood out in his letter: - K-12 outcomes are not aligned with today’s economy. Despite nearly $1 trillion in annual K-12 spending, too many students are graduating without the skills—or the opportunity—to secure good jobs. - There are models that work. Aviation High School in Queens combines academic rigor with hands-on technical training. Graduates enter the workforce earning ~$80K/year in critical industries. It's not just a school—it's a blueprint. - We need scalable, stackable pathways. Short-term credentialing, apprenticeships, and earn-and-learn programs can (and should) count toward degrees and meaningful careers. - Early childhood education is economic infrastructure. Universal pre-K and high-quality childcare aren’t just good policy—they drive parent workforce participation and long-term outcomes for kids. - Financial and health literacy matter. Building economic resilience starts with early, accessible education in personal finance and well-being. None of this requires more spending—it requires smarter alignment of what we already invest with the outcomes our communities actually need. If we want inclusive growth, we have to invest in the infrastructure that enables it. Education and workforce systems are not separate from our economy—they are our economy. #WorkforceDevelopment #EducationReform #EconomicOpportunity #SkillsBasedHiring https://lnkd.in/gFuz-9WM

🚨 $120 Million. 3 Industry Giants. 1 Signal to the Entire Biopharma Industry. 🚀 When AstraZeneca, Eli Lilly and Company, and Merck announce a $120M investment to build Virginia’s new Center for Advanced Pharmaceutical Manufacturing (VCAPM) — it’s not just a big deal for the state. It’s a blueprint for the next decade of America’s biopharma workforce strategy. This isn’t about a single site or tax incentive. It’s about how the industry is choosing to grow: by investing in people first. Over the years, I’ve said that the companies that treat workforce as infrastructure will win. Virginia just proved what that looks like in practice — a strategy built on five fundamentals: 1️⃣ Talent precedes infrastructure. Build the workforce before the facility — 2,000–2,500 graduates per year, pipeline ready. 2️⃣ Regional ecosystem synergy. Hub-and-spoke model connecting community colleges, universities, and industry. 3️⃣ Signal beyond borders. Global companies choosing Virginia shows talent readiness is the new competitive advantage. 4️⃣ Talent and manufacturing aligned. Stackable credentials from technician to PhD—real GMP training, not theory. 5️⃣ Industry leading the investment. The private sector is funding and shaping the future of talent—because they get the ROI. “When industry invests in workforce, it’s not philanthropy—it’s strategy.” And the numbers back it up: $12.5B+ in recent biopharma capital investment statewide 3,400+ life sciences companies employing 30,000+ Virginians 62 projects in 5 years = 6,200 jobs, $2.5B investment AstraZeneca ($4.5B, 600 jobs), Eli Lilly ($5B, 650 jobs), Merck ($3B, 500 jobs) $120M dedicated directly to workforce development Virginia isn’t waiting for talent to catch up — they’re building it. They’re playing the long game that North Carolina pioneered: industry-led, regionally connected, and globally competitive. At BioBuzz, we’ve been advocating for this model for years — where workforce development is treated as the core of ecosystem growth, not a side program. 📖 Read my latest op-ed: “The $120 Million Signal: How Virginia Just Redefined the Future of Biopharma Talent” 👉 https://lnkd.in/eSpWNJuJ This is what the future of biopharma growth looks like — not coastal, not siloed, but strategic, regional, and human-centered.

Right in time for Labor Day, excited to share my new research with The Aspen Institute, featured today by Ford Motor Company CEO Jim Farley in his TIME Op-Ed calling for America to get serious about workforce development in essential industries. At a moment of rising global competition and massive investment in technologies like AI, the U.S. has a generational opportunity to boost productivity and build a national talent investment strategy that meets the potential of the AI economy. But today, federally-funded workforce development is too often treated as reactive anti-poverty policy—rather than as a forward-looking economic strategy. Drawing on the workforce needs for emerging technology jobs, I propose an alternative model for public investment in workforce development: 𝙩𝙧𝙚𝙖𝙩𝙞𝙣𝙜 𝙝𝙪𝙢𝙖𝙣 𝙘𝙖𝙥𝙞𝙩𝙖𝙡 𝙡𝙞𝙠𝙚 𝙧𝙚𝙨𝙚𝙖𝙧𝙘𝙝 𝙖𝙣𝙙 𝙙𝙚𝙫𝙚𝙡𝙤𝙥𝙢𝙚𝙣𝙩 (𝙍&𝘿) Such a model would: 🚀 Prioritize critical sectors with good-paying jobs that do not require a four-year degree and that are essential to deploying new technologies. 🔬 Close the “valley of death” between promising pilots and scaled solutions 💡Strike a better balance between experimentation and evidence If embraced, I argue that this vision could not only enhance national competitiveness, but also expand opportunity for Americans historically left out of the innovation economy. Link here: https://lnkd.in/eatVKu9x special thanks to David Deming Harry Holzer Luke Pardue Melissa Kearney for their helpful comments and always grateful to The Project on Workforce at Harvard team Allison Schwartz Nathalie Gazzaneo Kerry McKittrick Isaiah Baldissera for their support

🚀 From Insight to Action: Driving Economic and Workforce Transformation Today was a day of meaningful engagement, starting with the #EconomicDevelopment Commission meeting in the City of Fremont and concluding with a community listening session on #WorkforceDevelopment hosted by the Alameda County Workforce Development Board These sessions revealed critical insights and sparked transformative dialogues about the future of work and community growth. Three Unavoidable Realities Shaping Our Future: 1️⃣ The Digital-Driven Evolution of Advanced Manufacturing: • The future of industrial and manufacturing jobs is inherently digital and AI-driven. This shift is blurring the traditional divide between “white collar” and “no collar” roles, challenging outdated stereotypes. It’s time we embrace a future-forward perspective that celebrates adaptability and innovation across all sectors. 2️⃣ Reimagining Education for the Next Generation: • Educational institutions must move beyond traditional silos to inspire students toward emerging interdisciplinary fields. Equipping them with curiosity, adaptability, and a mindset of lifelong learning is non-negotiable for success in tomorrow’s workforce. 3️⃣ Humanizing the Recruitment Process: • Hiring practices today often prioritize automated systems (ATS, QR codes) over human connection, creating barriers for early career professionals and transitioning job seekers. Instead of relying solely on resumes, we need hiring systems that focus on future potential and skills aligned with the changing workforce landscape. What’s Next? Recommendations for Fremont and Alameda County 📌 1. Vision 2030: An Integrated Roadmap for Growth Develop a unified strategy that connects economic development, workforce upskilling, and affordable housing. Addressing the systemic gaps across these areas with adaptive policies will enable sustainable growth and community resilience. 📌 2. Transform Job Readiness Programs Equip workers with critical 21st-century skills like strategic problem-solving, design thinking, and communication. Embed financial literacy and career navigation tools to empower individuals to manage their careers proactively. 📌 3. Launch Job Rotational Programs Partner with the private sector to design government-backed rotational training initiatives, offering structured on-the-job experiences. These programs will prepare professionals for dynamic career growth and create a bridge between education and employment. The time to act is now. The convergence of digital transformation, education reform, and human-centered workforce solutions is not just a challenge—it’s our greatest opportunity. Let’s build a future where innovation meets inclusivity and potential knows no boundaries. 💡 What are your thoughts? How can we reimagine workforce and economic development in your communities? #Leadership #Innovation #EconomicGrowth #WorkforceTransformation

Workforce and economic development colleagues, check out this latest report from the U.S. Economic Development Administration. The summary points are spot on! When addressing workforce development in the creation or update of the Comprehensive Economic Development Strategy, ensure any efforts: -Are employer led to ensure skilled workers are connected to quality job opportunities. -Are guided by multiple community partners such as educational institutions, labor unions, community-based organizations, and economic development organizations. -Include wrap-around services to support community needs. -Prioritize proven earn and learn models like Registered Apprenticeships. -Lead to stackable, industry-recognized credentials and ensure that information about credentials is publicly accessible through the use of linked open data formats that support full transparency and interoperability. -Measure and evaluate outcomes such as workers’ employment and earnings. Ensure that data is transparent, actionable, and linked back to those executing programs. -Build sustainable systems and partnerships that endure to serve employers and workers beyond the federal investment. -Connect workforce development to economic development. -Encourage the use of other government and private funding. -Are coordinated across all levels of government (including federal). https://lnkd.in/enw8TzeJ #education #workforcedevelopment #economicdevelopment #employerled #data #apprenticeships #IRC

Over the past decade, Guild has helped employers like JPMorganChase, PepsiCo, and Providence facilitate more than 90,000 career transitions into in-demand roles across sectors like healthcare, manufacturing, and technology. Now, we are bringing that same approach to states and regions across the country. State and local leaders are facing many of the same challenges as CEOs. Industries are evolving, AI is reshaping the economy, and the need to connect residents to good jobs and build the skills required to compete is becoming more urgent by the day. Last week, Zoe (Weintraub) Barrett, who leads our public sector partnerships at Guild, sat down with Nick Beadle, former Chief of Staff at the U.S. Department of Labor, on JOBS THAT WORK to discuss how workforce systems must evolve to meet the moment. Three insights stood out: 1. Performance-based investment is the new standard. Public dollars are under pressure. Participation is no longer enough. We must measure success in outcomes like job placements, wage growth, and long-term economic mobility. 2. Employer alignment is not a “nice-to-have.” Workforce development is economic development. When training is directly connected to employer demand, entire regions benefit. It strengthens industries, attracts business, and helps retain talent. 3. Training infrastructure must keep pace with change. Supporting workers into AI-resilient roles is a shared responsibility amongst employers, governments, and higher education. Public leaders have a critical role in building infrastructure that keeps training current and workers connected to opportunity. State and local leaders have a powerful opportunity to build a workforce that grows with change. We are proud to be a partner in making that vision real. Learn more with the links in the comments.