Commentary: Training our Workforce to Meet Demand

| FROM THE PRINT EDITION |
 
 

Business and community leaders in Seattle and the Puget Sound region have built a strong foundation for a diverse economy, but developing a vibrant economic base is not enough. Making it sustainable is critical. In order to maintain the regional competitive advantage we have built, we must deepen our local talent pool to support the businesses that create new, innovative jobs.

An increasing number of those jobs require advanced education and training in critical sectors. In fact, Washington needs to add 9,000 graduate degrees per year in STEM (science, technology, engineering, mathematics) fields through 2019 to keep up with employer demand. Seattle, like Boston and San Jose, has a bachelor’s degree attainment rate of nearly 25 percent. However, when comparing graduate degree attainment, Seattle has a rate that is only two-thirds of those cities. It would take more than 100,000 graduate degrees to reach the per capita rate of Boston and San Jose.

Further highlighting our needs in higher education, Seattle ranks comparatively low when it comes to availability of part-time graduate degree programs that can support the schedules and goals of our region’s working professionals. Per capita, Seattle’s supply of part-time graduate degrees is less than half of cities with similarly high attainment levels of bachelor’s degrees.

Seeing this educational gap, Northeastern University, a global, experiential, nonprofit research university based in Boston, is opening a graduate campus in Seattle’s burgeoning South Lake Union neighborhood in January 2013. Northeastern has developed 15 professional graduate degrees tailored to Seattle’s needs in science, engineering, technology, health care, business, education and nonprofit.

Each degree is specifically designed to meet the talent demands of our local innovation economy. A master’s degree in information assurance, for example, is regionally in high demand and also tailored to some of Seattle’s top-tier IT companies and their workforce needs.

We have worked closely with local business leaders for the past year—through more than 250 meetings—to identify the areas of graduate education needed to propel our economy forward and to retain companies known for innovation, companies like Amazon, Microsoft, Starbucks, Seattle BioMed and Fred Hutchinson Cancer Research Center.

We’re also responding to the need for more accessible graduate degree programs through a hybrid delivery system that combines classes at the South Lake Union campus and online course work. This hybrid approach is designed to suit Seattle’s high-tech culture, combining mobile and wired education with the benefits of face-to-face faculty/peer interaction and teamwork. It provides high-caliber learning with a level of flexibility that allows both busy professionals and stay-at-home parents to get the education they need to take the next step in their careers.

We are inviting companies to get directly involved through partnerships that enable them to help design curricula and customize programs in a way that produces the skilled workforce those firms need to prosper and compete globally.
But purely educational partnerships can only be part of the solution to the challenges faced by our region. We need to develop a strategic approach to broader partnerships involving business and higher education. One possible model for this is the collaboration between the Northeastern Integrated Initiative in Global Health, driven by faculty in Boston, and Seattle BioMed, to develop tailored graduate courses for Seattle and explore joint research initiatives.

Institutions of higher education should be committed to collaborative relationships with area employers who are driving the local economy, thereby creating a truly educated, highly skilled and competitive workforce that aligns talent with industry needs. It’s innovation at work.

Tayloe Washburn
is the graduate campus CEO and dean of Northeastern University–Seattle. He has held leadership roles in education throughout his career. He was recently named Economic Development Champion of the Year by enterpriseSeattle, a regional economic development council.

Final Analysis: Would You Go to Work for Donald Trump?

Final Analysis: Would You Go to Work for Donald Trump?

Or would you rather end up on his enemies list?
 
 

Imagine getting a call inviting you to work for your country.

Now imagine your new boss is Donald J. Trump.

Would you move to Washington, D.C., to work for the president of the United States? For this president of the United States?

From what we know through simple observation, Donald Trump suffers from chronic narcissism, he doesn’t read much, he rarely smiles, he has a vindictive streak, he treats women badly, he has the argumentative skills of a bruised tangerine, he fears foreigners almost as much as he fears the truth and he spends his waking hours attached to marionette strings being manipulated by Steve “I Shave on Alternate Thursdays” Bannon.

Sure, you’ve probably suffered under bad bosses. But this guy takes the plagiarized inauguration cake. He thinks it’s OK to assault women. He made fun of a journalist’s disability. He said a judge couldn’t be impartial because of his ethnic heritage. He doesn’t pay people who have done work for him. He has been a plaintiff in nearly 2,000 lawsuits.

We have to assume that Sally Yates, the acting attorney general who got herself fired in January for standing up to President Trump’s ban on accepting immigrants from predominantly Muslim countries, has probably updated her résumé by now. No doubt she proudly included a mention that she torched the president whose approval rating after one week in office had dropped faster than it had for anchovy-swirl ice cream.

If I worked for Trump, it would most likely be a challenging assignment. I try to be gracious and diplomatic with supervisors and coworkers, but I draw the line with people who lie to me. Or lie to others and put me in an awkward position. With them, I’m not so gracious, and I don’t hold my tongue. Which would probably get me early induction into the Sally Yates Hall of Flame.

Or maybe on the president’s enemies list. None other than Trump’s reality-TV pal, Omarosa Manigault, has revealed that the president possesses a long memory — longer, even, than his neckties — and that his people are “keeping a list” of those who don’t like him.

I know I should give my president the benefit of the doubt, but I’m happy to make an exception in this case. I don’t like Donald Trump. And I would be honored to be on his enemies list. Not since I played pickup baseball in grade school have I had such an urge to scream, “Pick me! Pick me!” Being added to a Presidential Enemies List would be such a treat, a career topper, really. Better than submitting to a colonoscopy without anesthesia. Or watching reruns of Celebrity Apprentice. Without anesthesia.

If selected, I would pledge to save my best words for the president and I would only use them in the bigliest way.

Of course, making the enemies list means I might never get the call to join the new administration. I might never get to engage in locker-room banter with POTUS. I might never get to untangle the marionette strings. I might never get to buy razors for Steve Bannon.

It is a sobering realization. But we must serve where we are best suited.

John Levesque is the managing editor of Seattle Business magazine. Reach him at john.levesque@tigeroak.com.