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Best-Paying Cities for Recent College Grads

college

Best-Paying Cities for Recent College Grads

As college education costs climb higher, landing a well-paying job after graduation is even more important than ever before. Over half of young adults who attended college incurred some debt, with typical levels of student loans in the range of $20,000 to $25,000 post-graduation. According to the latest data from the Bureau of Labor Statistics (BLS), median earnings for recent college graduates working full-time is approximately $50,000 per year. However, the number varies widely by city, college major, and occupation, among other factors.

The good news is that while the median wage for recent graduates (adjusted for inflation) has fluctuated over the last several decades, the number hit a new peak last year, climbing by nearly $4,500 from 2019 to 2020. What’s concerning is that the $50,000 annual wage figure for 2020 is from survey data collected in March of last year, so it does not adequately reflect the impact of the COVID-19 pandemic. College graduates seeking employment last spring faced the worst job market since the Great Depression, and it remains to be seen how wages will be affected in the coming years.

Attaining a bachelor’s degree boosts earning potential by a large margin—median annual earnings of recent college graduates is about $20,000 more than workers of the same age with only a high school diploma. However, some fields of study pay off much more than others. The highest-paying majors for recent college graduates are computer science and several types of engineering degrees, such as chemical, computer, and electrical. Median earnings for recent graduates within these majors is $70,000 per year, or about 40 percent higher than the typical graduate.

While academic major is one of the strongest predictors of earnings post-graduation, so too is location. Additionally, large differences in cost of living across locations affect how comfortable it is to live on a given wage and how easy it is to pay off loans. At the state level, recent graduates working full-time in North Dakota and Montana have the highest median earnings after adjusting for cost of living, at $53,751 and $51,337, respectively. Despite being one of the lowest-cost states to live in, New Mexico also reports the lowest cost-of-living adjusted median wage for full-time recent graduates, at just $36,224 per year.

To find the best-paying metropolitan areas for recent college graduates, researchers at Self analyzed the latest earnings data from the U.S. Census Bureau and cost of living data from the U.S. Bureau of Economic Analysis. The researchers ranked metro areas according to the cost-of-living adjusted median earnings for full-time working college graduates aged 22 to 27 with a bachelor’s degree only. Researchers also calculated the unadjusted median earnings for recent graduates and the recent college graduate proportion of the population. Only the 50 largest metropolitan areas were included in the analysis.

Here are the best-paying U.S. metros for recent college graduates.

Metro Rank   Median earnings for recent college grads (adjusted)    Median earnings for recent college grads (actual)    Recent college grad proportion of the total population    Cost of living

 

San Jose-Sunnyvale-Santa Clara, CA     1      $56,827 $72,000 3.3% 26.7% above average
St. Louis, MO-IL     2      $53,274 $48,000 2.1% 9.9% below average
Kansas City, MO-KS     3      $52,802 $49,000 2.3% 7.2% below average
Pittsburgh, PA     4      $52,706 $48,700 2.8% 7.6% below average
Detroit-Warren-Dearborn, MI     5      $52,466 $50,000 2.1% 4.7% below average
Cleveland-Elyria, OH     6      $52,280 $47,000 2.1% 10.1% below average
San Francisco-Oakland-Hayward, CA     7      $52,045 $70,000 3.4% 34.5% above average
Columbus, OH     8      $51,856 $47,500 2.7% 8.4% below average
Dallas-Fort Worth-Arlington, TX     9      $49,407 $50,000 2.3% 1.2% above average
Austin-Round Rock, TX     10      $49,345 $49,000 3.2% 0.7% below average
Houston-The Woodlands-Sugar Land, TX     11      $49,164 $50,000 1.9% 1.7% above average
Providence-Warwick, RI-MA     12      $48,853 $49,000 2.5% 0.3% above average
Chicago-Naperville-Elgin, IL-IN-WI     13      $48,638 $50,000 2.8% 2.8% above average
Minneapolis-St. Paul-Bloomington, MN-WI     14      $48,591 $50,000 3.0% 2.9% above average
Cincinnati, OH-KY-IN     15      $48,565 $44,000 2.4% 9.4% below average
United States     –      N/A $45,000 2.1% Average

 

For more information, a detailed methodology, and complete results, you can find the original report on Self Financial’s website: https://www.self.inc/blog/best-paying-cities-for-recent-college-grads

telecom

Connectivity is Key – VP of U.S. Telecom Provider Rodney Sanders on Challenges and Opportunities for Industry Growth Amid 2021 ‘New Normal’

Maintaining ‘security of supply’ in internet and communications technology (ICT)-driven connectivity for both America’s urban and rural communities has played a pivotal role in the telecommunications industry’s exponential growth in 2020 and also to ensuring stability and recovery for a myriad of industries in the wake of the COVID-19 pandemic. 
 
Rodney Sanders, Vice President of Velocity Telecom, provides insider perspective on the road ahead for the industry of ‘bandwidth’.

Has the manner in which your telecommunications company manages projects or completes physical installations been altered due to the ramifications of COVID-19?

Our staff members (of which we have approximately 60-75) have to physically travel to our clients’ facilities; have to engineer, furnish and install (EF&I) and test their equipment completely on-site.

We are primarily hardware people – We are one of those industries wherein you cannot work from home.

Unlike certain sectors, where you can pass on information or facilitate technology transfer via the internet, we have to physically enter a warehouse, extract the inventory or equipment and physically deliver it to our clients’ facilities.

And so at Velocity, we took it upon ourselves to virtualize quickly and effectively; we were able to incorporate remote video technologies to keep connected with our in-the-field installation staff and the quality of their daily work efforts.  Within our own facilities, we added the extra step of wiping down all newly-arrived equipment and materials, installingUV light air scrubbers in our offices and warehouses, as well as incorporating other clean practices including spraying down the offices twice a day with industrial grade foggers like those used on commercial aircraft.

Our employees have switched to ‘shift work’ within the offices, so that they are only operating at 25% capacity and rarely in the same place at the same time.

Safety is a top priority for our organization, both in meeting the COVID-19 adherence requirements of the U.S. States wherein we operate when servicing our clients and in engaging with each other as a Team amid this ‘new normal’.

We are always open to augmenting our client services to help provide a turnkey solution, one that so many of our clients demand.

How did the onset of COVID-19 impact the telecoms installation industry? Did it slow down or speed up due to this need for virtualization?

While many industries saw fault-lines in their supply chains, we understood the opportunity and moreover, the responsibility inherent to digital connectivity. The onset of COVID-19 grew the telecoms installation industry exponentially.

With everyone safely at home, whether working remotely or attending school online, this created a massive utilization shift from the traditional commercial venue to the residential arena. This then created an immediate need to build-out and augment the residential infrastructure capacity, in some cases completely anew, in order to handle those elevated utilization levels.

It’s interesting – In the initial throes, we faced a marginal lull, as did so many sectors across the rest of the world. Due to the historical nature of our industry, which routinely has lapses in workload, we established a process several years ago to provide full paychecks to our employees during times of less than full employment rather than simply bench them.

At the onset of the pandemic, we put our process into place and made the decision to ensure that no employee was left behind without a paycheck. Not every company was able to sustain the COVID-19 pandemic in the same way.

Now, as the demand for remote learning, working from home, tele-meetings, remote medical appointments has steadily increased, so has our workload.  We are grateful for our employees’ tenacity and loyalty to our Team and to those we serve during this unprecedented period.

How specifically have standards and practices changed in order for installations to be carried out safely?

We’ve added enhanced levels of project management and coordination that did not exist previously. We quickly implemented temperature checks and, of course, the wearing of face-masks on a daily basis. We also reduced the number of installation staff that operate within a given client site.

While we developed our set of safety protocols, we also had to mesh our new standards with the expectations and standards given to us by our clients.  Each step of project installation and management had to be re-evaluated in order to have the safest outcome.  We repeatedly reinforced to our staff, especially our installations, the extensive efforts being taken to assure their safety in the uncertain environment.

We believe it was important not only to make such an effort, but to give them the confidence to go about doing their job.

Our installation crews used to change depending on various needs, but now there is absolutely no mixing of tech-teams between assignments. Our installation crews are firmly assigned, and act as insulated ‘pods’ or work units. This ensures that if one member of our team happens to come down with symptoms of COVID-19, it is limited to that pod. This allows for insulated containment in the event of an unlikely positive test.

How has the telecommunications supply chain been affected and what kind of ramifications did this pose to your projects?

Supply quickly decreased while demand seemingly increased overnight, to be sure.

We have had to dramatically increase our lead-times for equipment and materials as well as rapidly pivot in expanding our supplier base to ensure that we meet our clients’ myriad of often complex needs.

Currently, we have extended forecasting from one month to four months to ensure that we have the equipment and materials necessary to meet our clients’ deadlines, resulting in a VAST increase in our investment in inventory regarding both installation materials and equipment.

China’s frenetic infrastructure build-out has caused a scramble in the United States cross-sector and our supply chain is no different.

‘Proactivity’ and forecasting market trends and security of supply will be critical to our continued growth.

Advancements in technology occur at such a rapid pace. How does Velocity continue to keep up with the frenetic tempo in order to stay ahead of the curve?

It seems that with each technological advancement, we sometimes find ourselves at a new railroad crossing, where we simply need to ‘Stop, Look, Listen, and Learn’.

We perform work for a variety of Telecom clients that push us to deliver a gamut of ever-changing skills, processes, techniques, and services. We adapt to this demand by having our staff learn and adhere to strict standards, obtain specific certifications when needed, and utilize our own in-house training area.

At the highest levels, we have found that our Telecommunications clients traditionally request completely bespoke, turnkey solutions. They want a vendor that can handle as many pieces of the puzzle as possible, and Velocity listened.

We went from being an installation company to procuring a 10,000 sq. ft. inventory warehouse, transitioning to become an installation and furnish company in light of increasing client demand.

We are now able to provide turnkey solutions, from an ‘outside plant to an inside plant’. The result is that we run many of our client’s projects from cradle to grave, operating 24 hours a day, 5 days a week.

Take your typical office complex – You would traditionally have two different companies addressing your internal and external connectivity solutions; today, those assignments are handled entirely by Velocity.

As to addressing technology, our approach is simple. We adapt, while providing for our clients a seamless user-experience.

We always start from a 35,000 ft overview and work our way down to the granular ground-level so that we evaluate and capture our clients’ needs. We then execute our services to be delivered on-time, on-budget, on spec, each and every time.

In terms of innovations, I would point to our ‘thin-client’ username and password technology; We developed a proprietary repository for our end-users to log-in and view their projects’ status, the project’s percentage of completion, applicable to each and every Velocity client.

From this ‘dashboard’ installation portal, we maintain an open line of communication with our clients, enabling them to view their project documents and even access progress photos at all times from anywhere in the world.

How is the telecoms industry evolving? What role Velocity will play within it over the next decade?

The ability to increase reliability and bandwidth is what moves the needle for all telecom and cable providers; the ability to be at the forefront in terms of expertise and execution is what drives Velocity.

We pride ourselves on the ability to pivot to every need, every want of our clients. Versatility is the force multiplier that will sustain us through the next decade and beyond.

Being the industry leader of both long term projected projects and immediate response projects in the case of emergencies is the standard we hold for ourselves within the telecom industry.

mississippi

MISSISSIPPI MEANS BUSINESS: WHEN IT COMES TO LOCATION, WORKFORCE, EDUCATION, INCENTIVES AND ECONOMIC DEVELOPMENT RESOURCES, THE MAGNOLIA STATE HAS YOU COVERED

Promoting economic growth while maintaining a robust business climate seems like a walk in the park for the team at Mississippi Development Authority (MDA). Living up to its global reputation as a powerhouse for manufacturing, healthcare, aerospace, and transportation, MDA sets the bar higher for competing states providing opportunities for exporters, investors, and industry diversification. 

“A lot of people may have certain impressions of Mississippi, but I can assure you, we have a lot going on here,” explains Gena Lentz, MDA’s director of Foreign Investment.

Lentz brings more than 25 years of international trade promotion experience for the state of Mississippi. While working on helping exporters in the Magnolia State transport products to Asia, Lentz further developed her role with MDA, evolving to investment recruiting alongside her agency’s international representatives in Yokohama, Japan, and Seoul, South Korea. 

The authority does not stop there, though. Adding to its already diverse economic climate, MDA is currently laser-focused on the European market, specifically Germany. By closing the gap in global representation, MDA will boast a fully developed international team.

“Europe is an especially important market for Mississippi, serving as a major source of investment,” Lentz says. “We continue to work projects from Germany with our goal being a full-time representative promoting the state with boots on the ground recruiting investment, promoting the state, promoting exports from the state and developing investment leads.” 

Previously, MDA had representation in both Germany and the United Kingdom. This year, however, the team continues to take steps in re-focusing efforts for a new approach to European representation by reprioritizing to better meet the needs of international clients and investors. 

Extensive History within European Manufacturers

Manufacturing represents one of the Mississippi’s leading industries. An example of this is Continental Tire located just west of the state’s capitol of Jackson. Continental’s massive 5 million-square-foot+ facility is the home of all things tire production, representing a $1.45 billion investment in the state. Looking ahead to the future and plans for growth, Continental plans on developing a workforce of 2,500 employees through 2028. Since launching tire production at the Jackson facility, the company has already hit the 500-employee mark. 

“Continental Tire represents an extraordinarily strong partnership between MDA and the local economic development organization of Hinds County, local authorities and Entergy Energy,” Lentz explained. “Economic development is very much of a team sport. Locating a large company such as Continental requires strong teamwork and trust on all sides, and this was a great example of strong teamwork between so many different partners and it’s something that we’re really proud of.”

Mississippi’s manufacturing sector is just as diversified as the variety of sectors found in the state. Ardagh Group is another example of this. The global company is best known for metal and glass packaging but recently started manufacturing the famous slim-can design that continues to outshine the traditional can shape for soft drink products. When the company decided to add the manufacturing lines necessary to accomplish this, Mississippi was able to provide the workforce and the facility needed to do so. 

“Ardagh went through a major expansion to change and manufacture the slim design of the beverage cans to accommodate the shift to this design,” Lentz said. “By doing so, they added 80 new jobs as part of their facility expansion in Olive Branch, Mississippi, and will add two new production lines to manufacture beverage cans.”

John Rounsaville, MDA’s executive director, adds that Swiss-based technology-driven company ABB announced an expansion in 2019 at its Senatobia location, while Japan-based Ajinomoto Foods manufactures specialty frozen foods in Oakland while undergoing several expansions to accommodate its growth and to meet an increase in demand.

“The list of global companies that call Mississippi home and maintain successful operations in the state is ongoing,” Rounsaville said. “These companies realize the benefits and advantages of doing business in our state, as evidenced by continued investments in their Mississippi operations and the creation of thousands of jobs for Mississippi’s workers.”

And the list keeps going . . . Mississippi has been home to a Rolls-Royce facility since 2007. The British company is located at Stennis Space Center–just off the coast of Mississippi. According to Lentz, the company benefits from an outdoor testing facility for jet engines used in the aerospace sector. Additionally, Columbia, Mississippi. is home to Zodiac Parachute, and its parent company Safran. Safran is a French-owned company known for producing military-grade parachutes and has a history with NASA and some of its space missions. 

Automotive Sector Drives Mississippi’s Success

Adding to the broad-ranging business presence that MDA supports, the automotive industry has experienced significant growth in recent years.

“Nissan started production in 2003 and was our first OEM,” says Lentz in reference to original equipment manufacturers. “Currently, Nissan has manufactured the Titan truck, the Frontier truck and the Altima. The automotive supply chain and all that Toyota and Nissan have accomplished over the years is fascinating. Nissan has approximately 5,200 employees now. Among suppliers here is a large company called Auto Parts Manufacturing Mississippi along with a network of other suppliers. Typical of the automotive sector, once you locate the large OEM manufacturers, you then have an opportunity for smaller companies to locate close by who need to supply products to the OEMs.” 

Lentz went on to explain that the automotive sector currently dominates. This does not come as a huge surprise considering the state has two large automotive OEMs that began operations just a couple of years apart. North Mississippi’s town of Blue Springs has been home to Toyota since 2011, when manufacturing on the Corolla model began in Mississippi. Fast-forward to today and the Corolla is now their primary model manufactured in Blue Springs. Lentz credits Toyota’s robust employee pool consisting of 2,500 workers as a representation of the strong, positive work culture found at the facility.

In recent years, there has been significant success with smaller German automotive companies in Mississippi.

Variety is the Key

“Beyond Japan and Germany, Canada, the UK and Switzerland are other markets included in our network,” Lentz added. “For some, it is surprising that the state has this kind of investment variety. With 26 countries and 200 different facilities, it’s something to be proud of.”

From family-owned German companies with a strong emphasis on technology and engineering to smaller distribution facilities and companies in aerospace, Mississippi truly does set the bar higher in providing market advancements for all types of companies. An example of this extended network is found with the presence of Swiss manufacturer ABB, which has several facilities throughout the state focused on electrical manufacturing.

“Another factor that differentiates Mississippi is that we understand how important it is to have industrial sites that are ready to go for companies,” Lentz says. “Typically, when companies start looking for a new facility, they are on a very tight timeline and do not have time for the due diligence reports. Local economic development organizations, utility companies in Mississippi and MDA each have programs that are designed to help make sure that we have industrial sites that are available and ready to go without delay.”  

The state’s infrastructure and transportation options are nothing short of remarkable while equally competitive for companies looking to expand or relocate. MDA takes into consideration all factors for businesses while proactively maintaining the state’s strong interstate systems and five class one rails. 

Mississippi’s Project Ready sites are paired with a well-prepared and highly competitive team of economic development professionals with success and risk mitigation at the top of mind. The extensive partner network of developers, utility partners, community colleges and research universities, and infrastructure all work together to position companies for success and growth. The global network established by MDA has proven resilient and shows no signs of slowing down in the face of market disruptions. 

“Our excellent transportation network includes six interstate highways and 14 federal highways; 76 airports, including two international airports; dozens of rail systems that serve 2,500 miles of track throughout the state; and 15 ports found along Mississippi’s three navigable waterways,” Rounsaville explained. “The Mississippi River borders the state to the west, the Tennessee-Tombigbee Waterway borders the state to the east, and the Gulf of Mexico forms Mississippi’s border to the south. Mississippi boasts two deep water ports along the Gulf of Mexico, allowing companies convenient, quick access internationally.”

The exceptional setup in Mississippi further reiterates the state’s position as an economic development powerhouse prepared to accommodate even the most complex of business operations. The Port of Gulfport is the No. 2 port in U.S. for fruits and vegetables. Mississippi’s structured approach in supporting international growth is evident in the state’s 2019 export numbers (see charts).

Incentivized Growth Abounds 

“Our trade managers provide business assistance–including educational, marketing and referral services–to small- and medium-sized companies aspiring to sell products and services outside the United States,” says Luigi Dominighini, MDA’s senior manager, International Trade. 

Through the U.S. Small Business Administration (SBA)-funded Mississippi State Trade Expansion Program (STEP), MDA can offer small businesses financial assistance to help defray many of the costs associated with exporting for the first time or with exporting to new international markets, Dominighini noted. 

“Our footprint is seen throughout our global offices in Santiago, Chile, South Korea and Japan,” he says.

For companies seeking a region with historically strong export operations, Mississippi should be at the top of the list.

MDA’s International Trade Mission takes a granular approach to globalization. From travel support, market research, industry briefings and meeting coordination for international trade missions, exporters are provided the opportunity to meet with foreign prospects without driving up costs. MDA works to pre-qualify buyers, distributors and other business representatives. 

Additional resources provided by MDA include workshops and seminars for exporters. Dominighini adds that not only do these resources serve as an extension for added network partner opportunities, but they support MDA’s International Trade Office mission to develop long-term growth and job creation with the globalization of the state’s economy at the top of mind.

“The seminars we host cover market-specific topics and provide technical information on all aspects of the international business process,” Dominighini added. “Comprehensive guides on all aspects of exporting and importing are available to Mississippi businesses through MDA’s International Trade Office. Exporting companies including Thomasson Company, a certified Women’s Business Enterprise, and Hyperion Technologies are just a couple of the success stories we’re proud to have in the state.” 

Planting the Seeds for Growth

Adding to its global network, Mississippi has witnessed a breakthrough for the state’s agriculture sector. In September 2019, Mississippi was confirmed for the first time in history as part of Taiwan’s Agricultural Trade Goodwill Mission. Representatives with the Taiwan Vegetable Oil Manufacturers Association along with the Taiwan Feed Industry Association confirmed the purchase of 96 million bushels of soybeans (estimated value of $1.1 billion) and 197 million bushels of corn (estimated value of about $1.1 billion).

In the announcement, it was confirmed farmers in the states of Mississippi, Indiana, Illinois and Nebraska would supply soybeans and corn, with the total amount divided between the states based on negotiations of producers and buyers. Commissioner of Agriculture and Commerce Andy Gipson expressed his delight with the news in the released statement: 

“These efforts will create new markets for Mississippi’s soybean and corn farmers and will potentially create new trade opportunities for other agriculture commodities as well.”

Mississippi Does It With Teamwork

Between forward-thinking strategies and proactive solutions for all types of businesses, MDA continues to raise the bar for competing states with its team of experienced and business-minded professionals.

“Mississippi’s representation makes a concerted effort to create an environment that has a pro-business climate, from low taxes to competitive operating costs, including the utility costs for manufacturers and large facilities,” Lentz says.

Considering the reputation utility costs have for running operations, this an especially important part of how MDA stays five steps ahead on the company’s behalf. MDA ensures a constant, strong relationship with all the region’s utility partners. This network provides a safeguard for reliable power for operations while driving down costs for manufacturers and other businesses.

When it comes to workforce development, MDA’s impressive partner portfolio proactively prepares companies for long-term growth while meeting them where they are in the present. An example of this is Hinds Community College, an institution incredibly involved with workforce development to further support the foreign direct investment climate in the state.

“MDA works closely with both international and domestic prospects to really understand their workforce needs,” Lentz says. “From the very inception of the project, we can work with companies to understand the labor market, looking at specific skillsets in the state so companies understand the market and what type of existing labor force is offered here. We are proud of our extraordinarily strong community college system throughout the state, totaling 15 community colleges in different regions. These colleges represent strong partners with us and customized training for companies, based on their needs.”

Without a proactively prepared workforce, expanding and relocating companies are cut short. One of the many differences found in Mississippi is the management of resources to ensure success from the start. The team at MDA understands what it takes for project success. They ensure that all training needs are met, from workforce training to workforce funds needed.

“We are well aware that a top priority for companies seeking to locate or expand operations is access to a well-trained pipeline of workers,” Rounsaville says. “Mississippi has made developing the country’s best workforce its top priority. In conjunction with the state’s community colleges and universities, the state guarantees companies quality, customized workforce training programs. As companies grow and evolve, so must their employees.”

In addition to preparing incoming companies for building their workforce, training resources along with needed funds are at the top of mind. The professionals at MDA work to provide these resources for companies so they can focus on establishing operations without delay or roadblocks.

“We work with our existing companies to support their workforce training initiatives, so their employees continue to not only meet–but exceed–their expectations as they grow and adapt to changing trends and consumer needs,” Rounsaville says. “To supplement the state’s workforce training, the MS Works Fund was enacted in 2016 to provide an additional $50 million over 10 years to enhance training at our community colleges. Seventy-five percent of the funds are allotted for new job training, and 25 percent of the funds are for training existing employees.”

Additionally, the state offers a variety of alternatives based on individual company needs. These options include Mississippi’s Workforce Investment Network job centers, on-the-job training and more to support the company’s bottom line while reducing training costs. Not only does this approach support the growth of the state’s industries, but it lowers costs for the companies while creating jobs for the community. 

“We realize in today’s market having a talented workforce that is very easily trained in new techniques is so important,” Lentz says. “Beyond our community college partners, there are other workforce partners who play a crucial role. This is one of the many strengths found in the state: How we work to understand our business prospect’s needs and how we try to customize what they need to make sure that they train their workforce.” 

COVID-19 Can’t Keep Mississippi Down

Despite the variety of disruptions created by the pandemic throughout 2020, MDA proved to be more than prepared. While other development authorities scrambled, MDA’s exemplary leadership and business-minded strategies carried its business climate through one of the most disruptive times in recent years. 

“We hope to get back to more of the in-person meetings in 2021, and we’re certainly continuing to do that online through virtual meetings,” Lentz says. “Our team of seven project managers have continued to participate in virtual site visits for new investment projects while upholding a proactive schedule.”

In other words, the pandemic has not given the team at MDA any reason to slow down in terms of working with business prospects and meeting the needs for successful operations. Quite the opposite, in fact. MDA focused on efforts for the future, rather than becoming caught off-guard with economic uncertainty. As of now, leadership continues to focus on building its existing target industries while exploring options to further develop its European footprint. Even though the pandemic is still a concern for our nation, MDA continues providing solutions for market disruptions now and beyond COVID.  

“Moving beyond 2020, which as we know has been an incredibly challenging year in many regards, the goal of the Mississippi Development Authority remains the same as it has been for years: to build stronger communities and economies for Mississippians through new investment and job creation,” Rounsaville says.

“Throughout 2021, the MDA team will continue working to grow advanced manufacturing, health care and aerospace. We also are committed to growing the state’s tech industry. Leading global tech companies are increasingly finding their niche in Mississippi, and we will continue working to attract more high-tech companies to the state. These are the jobs of the future, and the state has already taken many proactive measures, such as the creation of the MS Coding Academies, to ensure we have a workforce ready to fill these in-demand jobs of the future.” 

Mississippi remains front and center for globally-minded professionals seeking a healthy economic climate for growth–even during a pandemic. For those companies already established in the state, Rounsaville affirmed that they can also look forward to continued efforts from economic development professionals and partners throughout the state.  

“Mississippians are known for their work ethic and commitment to quality, and MDA and our partners are committed to continuing our efforts to ensure companies have a skilled workforce in place for generations to come. Their continued investment in our state serves as a strong testament to other global companies that Mississippi means business. We work hard to provide our global partners with a strong business environment that allows them to maintain their competitive edge and find lasting success in our state,” Rounsaville concludes.

To learn more about the Mississippi Development Authority, please visit: https://mississippi.org/

Upskilling

Why Upskilling in Manufacturing Is Key to Bridging the Skills Gap

Before COVID-19, manufacturers understood the importance of continuously training their workforce.

They planned to spend a collective $26.2 billion in 2020 to help employees improve their existing skills, and around three-quarters said they were either launching or expanding workforce training efforts. The pandemic put many of those investments on hold — but it also rearranged their priorities. As we emerge into the fated “new normal,” training must reevaluate any slated reskilling and upskilling efforts.

So what’s the difference between reskilling and upskilling? Reskilling moves someone laterally between different jobs so they’re competent at multiple skills. On the other hand, upskilling moves someone vertically through a process of gaining skill and specialization around the job they have currently or the career path they’re following. It’s the difference between training an employee broadly versus deeply.

Both approaches are imperative coming out of the pandemic. But with many changes happening at once in manufacturing, upskilling, in particular, can help employees adapt so they can continue on their pathways successfully, ensure efficiency, and achieve operational excellence.

The Post-Pandemic Manufacturing Workforce

The pandemic proved that it’s time to commit to digital transformation and ensure internet-connected and data-driven technologies steer all aspects of production and links within a supply chain.

Technology will play a drastically larger role in manufacturing in 2021 and beyond as companies strive to make themselves more dynamic, efficient, and resilient. The Fourth Industrial Revolution has clearly arrived in the form of artificial intelligence, robotics, and analytics, and it’s up to the post-pandemic workforce to use these transformative technologies effectively.

At the same time, it will be up to manufacturers to prepare them. As production becomes more technical, it creates a skills gap in manufacturing — one that’s far too wide to fix with recruiting alone. For workers to make the most of technologies such as IoT or augmented reality, they will need to build on their existing skills and acquire new ones.

Manufacturers that apply upskilling and reskilling efforts intelligently— and succeed at both — can expect their workers to make a bigger impact in less time. Alternately, factories that update technology without updating their workforce are only courting failure. And for those few manufacturers not widely embracing new technologies, a skilled workforce will be crucial for surviving in the post-pandemic economy.

The tools garner all the attention, but it’s the users who really matter. Manufacturers that subscribe to this maxim will start planning their upskilling initiatives now and make them a top priority throughout 2021 and beyond.

3 Ways to Build the Workforce of the Future

The sooner workers adapt to the new normal, the better. Unfortunately, the human mind isn’t great at retaining tons of new information at once: We forget up to half of what we learn 20 minutes after learning it, and another half by a day later (a phenomenon known as the forgetting curve). But if only one-fourth of reskilling and upskilling efforts stick, the workforce will lag behind.

Repetition has been shown to help with information retention and memory recall, but it’s not always clear how to circle back through key concepts without the exercise becoming redundant or inefficient. Use these strategies in your upskilling initiatives instead:

1. Create video content. In-person training requires careful scheduling and could distract participants for hours. (And of course, questions remain about when it will be feasible again.) Delivering those same training modules via video helps workers access them whenever it’s convenient and consume information in smaller chunks. Plus, it’s especially helpful for those who prefer to learn using a video medium or find it easier to follow.

2. Leverage virtual reality. If video provides education, virtual reality provides experience. It gives users a way to walk through new processes and practice new skills in a hands-on environment as opposed to, say, watching or reading about processes. When used alongside the video, VR allows manufacturers to deliver training whenever, wherever, and to whoever needs it. It secures results, too: Users retain 75% of information using VR training compared to just 5% for lecture-style learning.

3. Install a training platform. Manufacturers often think of training as something they perform occasionally. For it to make an impact, however, they should start thinking of it as a resource to provide constantly.

With this in mind, create a digital channel where training content (videos, VR programs, guides, etc.) is housed and managed so workers can access this content on-demand and managers can check their progress. But don’t stop there — supplement the channel with quizzes, activities, and contests to keep workers immersed in the material.

With the right commitment to upskilling and reskilling, manufacturers can turn a workforce built for the past into one that’s fine-tuned for the future. The key will be to get started as soon as possible to ensure the information sticks. Are your workers well-braced for technology’s upcoming tidal wave?

_________________________________________________________________

Daniel Sztutwojner is chief customer officer and co-founder of Beekeeper, the single point of contact for your frontline workforce. Beekeeper’s mobile platform brings communications and tools into one place to improve agility, productivity, and safety. Daniel is passionate about helping businesses operate more efficiently.

compaction Construction workers

Cities With the Most Construction Workers

The COVID-19 pandemic has had sweeping impacts on the economy and virtually every industry sector. While the construction industry has weathered the storm better than some hard-hit industries—such as leisure and hospitality—construction is facing some unique challenges. Construction companies are currently contending with project cancellations and delays, supply chain disruptions, and COVID infections among workers. Some parts of the country are more reliant on the construction industry than others, and some are facing worse COVID outbreaks and more stringent business restrictions, meaning the pandemic’s impact on the construction industry has had differential geographic impacts. While construction jobs account for 5.2 percent of all jobs nationally (according to the Bureau of Labor Statistics), some cities rely more heavily on the construction industry for employment.

Historically, construction employment tends to follow the business cycle, fluctuating with economic expansions and recessions. During the Great Recession that lasted from late-2007 to mid-2009, construction employment fell by 20 percent and then continued to fall until early 2010. It then steadily increased until early 2020. Along with overall employment, employment in the construction industry fell sharply in the spring during the early stages of the pandemic. It started rebounding in May but is still below pre-pandemic levels. Compared to a year ago, construction employment is currently down 2.4 percent.

Construction employment varies substantially on a geographic level. Some cities and states are much more reliant on the construction industry than others, with some areas employing large shares of construction workers. The West tends to depend more heavily on the construction industry while the Midwest and Northeast have lower shares of construction employment. At the state level, Wyoming and Utah boast the largest shares of employment in construction, at 8.5 and 7.6 percent, respectively. Connecticut has the lowest share of employment in construction in the country at just 3.6 percent.

Compared to a year ago, most states experienced declines in construction employment. Down 25 percent from the end of 2019, Vermont had the largest drop in construction employment out of all states. Some states, including Virginia and Missouri, saw employment in construction increase from 2019. Construction employment grew by 5.7 percent in Virginia and by 8 percent in Missouri.

To find the metros with the most construction workers, researchers at Construction Coverage analyzed the latest data from the Bureau of Labor Statistics. The researchers ranked metro areas according to the share of employment in construction. Researchers also calculated the construction employment share compared to the national average, the total number of construction employees, and the year-over-year change in construction employment.

Here are the metropolitan areas with the most construction workers.

Metro Rank Share of employment in construction Share of employment in construction (compared to average) Total number of construction employees Year-over-year change in construction employment

 

Lake Charles, LA     1 19.0% +267.9% 18,600 -16.2%
Baton Rouge, LA     2 11.8% +129.3% 46,800 -3.7%
Vallejo, CA     3 9.7% +87.4% 12,800 -3.8%
Santa Rosa-Petaluma, CA     4 8.6% +65.9% 16,600 -5.1%
Coeur d’Alene, ID     5 8.0% +54.3% 5,200 -13.3%
Salem, OR     6 7.7% +49.5% 12,300 -1.6%
Tacoma-Lakewood, WA     7 7.5% +44.5% 23,600 -6.7%
Casper, WY     8 7.5% +45.5% 2,800 0.0%
Reno, NV     9 7.4% +43.3% 17,800 -2.7%
Riverside-San Bernardino-Ontario, CA     10 7.3% +41.8% 107,300 +1.9%
Las Vegas-Henderson-Paradise, NV     11 7.3% +41.2% 68,800 -6.6%
Houston-The Woodlands-Sugar Land, TX     12 7.2% +39.5% 220,000 -9.3%
Orlando-Kissimmee-Sanford, FL     13 7.0% +35.5% 85,500 -2.8%
San Rafael, CA     14 7.0% +36.1% 7,600 -2.6%
Anaheim-Santa Ana-Irvine, CA     15 6.9% +33.2% 107,200 +1.6%
United States     – 5.2% N/A 7,430,000 -2.4%

 

For more information, a detailed methodology, and complete results, you can find the original report on Construction Coverage’s website: https://constructioncoverage.com/research/cities-with-the-most-construction-jobs

culture fit

Who’s the Best Person for the Job? 5 Tips to Find ‘Culture Fit’ in a Candidate

Many factors go into a company’s decision to hire someone: the candidate’s experience, talent, skills, and ability to communicate, for starters.

But while a sparkling resume and impressive job interview are still important considerations, a job prospect’s ability to fit the company’s culture has never been more critical in the hiring process, says Joel Patterson (www.JoelPatterson.com), a workplace culture expert, founder of The Vested Group and ForbesBooks author of The Big Commitment: Solving The Mysteries Of Your ERP Implementation.

“Companies head into a new year full of uncertainty and are coming off a year of so much change and disruption,” Patterson says. “These challenges test the strength of a work culture, and as companies seek stability, adaptability, and growth, finding the right culture fit is the most crucial factor in choosing a new hire.

“An aligned team will work far better together, be more productive individually, and feel more satisfied in their roles overall. And with more people working remotely, keeping your culture strong and your workflow cohesive is imperative. Adding new people should only serve to enhance it.”

Patterson offers five tips on how to hire for culture fit:

Define and document core values. “First of all, ensure that your company has a set of values, which are the foundation of the culture,” Patterson says. “Company values show what the founder and management hold as important and the behaviors they expect employees to uphold. Spend time analyzing and fine-tuning your company values and document them into clear, specific words.”

Display company culture on the website and social media. “When researching the company, job candidates should get a glimpse of the work culture before the interview and decide if it fits them,” Patterson says. “The company needs to be clear about its core values and promote its environment so it can appeal to the best candidates. Value statements conveyed in content, slides and videos should appear in the company’s careers section, corporate blogs, and social media posts.”

Ask culture-focused questions during the interview. It’s vital for those interviewing candidates to have a firm grasp of the work culture and to ask questions that relate directly to it. “The interviewer should build a picture of who this candidate is both inside and outside the office,” Patterson says. “Ask them things like, what’s their most positive personality trait and their worst, and why for both. What type of team do they thrive in? Have they read our values? Which one resonates the most with them? What have their past relationships with co-workers, managers, and clients been like?”

Let candidates interact with staff. A prospect can say all the right things during an interview, but how they interact with employees can be more telling about whether they’re a culture fit. “Those who do well in interviews and make the short list should be brought back for extensive interaction with staff members,” Patterson says. “You can determine a lot by how engaged they are, what questions they ask, and how employees react to them generally in normal conversation.”

Research your process. Between hirings, Patterson says it’s a good idea to ask around and see if your process reflected your company culture. “Ask recent hires what worked and what didn’t,” he says. “If possible, track down candidates to whom you offered jobs but they turned them down. Find out why. You can always improve your hiring practices so they better align with the company culture.”

“Company culture provides your team with direction and is effectively the glue that binds the team,” Patterson says. “To keep improving it means hiring with culture fit top of mind. Employees who embrace your culture boost morale and productivity and positively impact future recruiting.”

___________________________________________________________

Joel Patterson (www.JoelPatterson.com) is the founder of The Vested Group, a business technology consulting firm in the Dallas, Texas, area, and ForbesBooks author of The Big Commitment: Solving The Mysteries Of Your ERP Implementation. He has worked in the consulting field for over 20 years. Patterson began his consulting career at Arthur Andersen and Capgemini before helping found Lucidity Consulting Group in 2001. For 15 years he specialized in implementing Tier One ERP, software systems designed to service the needs of large, complex corporations. In 2011, Patterson founded The Vested Group, which focuses on bringing comprehensive cloud-based business management solutions to start-ups and well-established businesses alike. He holds a bachelor’s degree in Business Administration from Baylor University.

texas

HELLO, TEXAS: WHY YOU SHOULD CHOOSE THE LONE STAR STATE AND THE TEXAS ELITE CITIES 

When it comes to business, some choices are easier to make than others, but one choice that makes sense is choosing Texas for your business operations. That’s why site location assistance firm, Global Site Location Industries, launched its Choose Texas initiative.

The Choose Texas program helps companies ensure a smooth facility expansion within the State of Texas by connecting growing companies to local economic development corporations with opportunities. Communities part of the program are prepared to offer strategic sites, economic incentives, and competitive assets to businesses looking to relocate.

But why Choose Texas? After all, you have many choices for your business location. Let the member communities of the Choose Texas program tell you why the choice to relocate your business to the great state of Texas may be the easiest—and best—decision you’ll ever make.

DUMAS

Mike Running, executive director of the Dumas Economic Development Corporation, says that companies have relocated to Dumas because of the city’s business diversity. Dumas, whose leading industries are education, healthcare, and social services, is also known for its logistics sector and the largest rail car park in the United States.

According to Running, site selectors considering larger cities in Texas such as San Antonio, Dallas, and Houston, can benefit from relocation to smaller cities like Dumas because Dumas in particular offers unique partnerships to businesses in their targeted industries that simply aren’t possible in other communities.

As for businesses that have recently benefited from Dumas’ pro-business climate, Running says premium pet food manufacturer Life’s Abundance recently moved to Dumas and is almost finished building a 20,000-square-foot warehouse in the city’s business park. According to Running, the city was able to offer Life’s Abundance discounted space, a sales tax rebate, and land. The company is now considering plans to expand in Dumas.

But it isn’t just land and incentives that make doing business in Dumas an attractive offer for businesses, it’s the willingness of organizations like the Dumas Economic Development Corporation to nurture new businesses long after they’ve settled in the community. Says Running, “There is no other state that compares to our pro-business and servants attitude when it comes to business recruitment and retention. We sincerely care for our businesses and are willing to go out of the way to help them succeed.”

BOERNE / KENDALL COUNTY

Home to the world’s largest dairy and a thriving energy and agribusiness sector, not far north of San Antonio sits Boerne / Kendall County, Texas. When you ask Alison Church, COO of the Boerne / Kendall County Economic Development Corporation why businesses should consider relocating to Boerne / Kendall County, she first cites the city’s “unmatched quality of life and proximity to larger markets.” In fact, according to Church, the city benefits from the workforce of larger cities such as San Antonio because employees headed to the county don’t have to deal with the traffic of the larger metropolitan areas.

Church says this has also benefited businesses during the COVID-19 pandemic because many business leaders have learned that it’s no longer necessary to do business in larger cities and can downsize to locations that have a smaller footprint and are less expensive. Workers can work remotely, and businesses can downsize their workforce if need be. In Boerne / Kendall County, the community has a large fiber optic presence, making remote work easier for businesses.

Boerne / Kendall County has a thriving agricultural technology sector, as well as construction and design sectors. O.W. Lee, a high-end patio furniture manufacturer, recently relocated to Boerne / Kendall County from out of state, and according to Church, this opens doors for complementary businesses to move to the area. Says Church, “We can coordinate with [business] owners to find out what other industries or types of businesses they will need to help them be more successful.”

As for why businesses should choose Texas, Church cites the state’s largely rural atmosphere as a benefit, as it enables businesses to expand while having access to an abundance of economic development incentives.

ANDREWS

About 30 miles east of the New Mexico border sits Andrews, Texas. The small city has a population of just over 14,000, but while it may seem small, Andrews’ size works in its favor when it comes to business. Much like its fellow Choose Texas counterparts, Andrews avoids the congestion and higher fees of nearby major metropolitan areas. The city’s highly skilled workforce is also a big draw, says Andrews Economic Development Corporation Executive Director Morse Haynes. “Andrews has a quality workforce, and we provide a great quality of life for a rural community,” says Haynes.

That workforce combined with the city’s oil-adjacent location makes it a hidden gem in East Texas. Seated in the Permian Basin, Andrews is well-equipped to host businesses that serve the oil and gas industry. According to Haynes, the city has recently welcomed two oilfield services companies into their Business Park West location, and they have recently inked a deal with a meat processing facility. 

Haynes says land is available at either of the city’s business parks, and relocation assistance is available with job-based incentives. He adds that negotiations are under way for a third business park in Andrews. 

“Texas is a business-friendly state with low taxes, communities that are preparing for growth (such as Andrews), and a great place to live and do business,” says Haynes.

TEXAMERICAS CENTER

Located just West of Texarkana, Texas, TexAmericas Center is a Redevelopment Authority that operates as a traditional development and management company but has the capabilities of a municipality. TexAmericas Center offers many benefits including the lowest cost structure for taxes, in the state of Texas. Additionally, their tax savings, real estate prices, utilities, and labor rates are some of the lowest in Texas, says Texamericas Center Customer Engagement Specialist, Ruthie Jackson.

According to Jackson, TexAmericas Center is well equipped to host “both light and heavy manufacturing, warehousing and distribution, food and beverage processing, paper and wood products manufacturing and defense.” TexAmericas Center is especially ideal for defense, as it is seated adjacent to the Red River Army Depot.

Another benefit of rural site selection? According to Jackson, the COVID-19 pandemic plays a big role. “With the global pandemic, rural areas are at a lower risk,” she explains.

Recent additions to TexAmericas Center include Lockheed Martin, Rowe Casa, a local organics company, Project Safe Harbor, a 177,000-square-foot warehouse for a component part manufacturer, and a warehouse expansion for Loc Performance, an existing tenant who in addition to expanding their warehouse added 20 jobs to their previous workforce of 25.

So, what makes choosing Texas such an excellent decision for site selectors? “As the ninth-largest economy among the nations of the world and home to 50 Fortune 500 headquarters, the State of Texas offers companies one of the most favorable business climates in the nation,” says Jackson.

ORANGE COUNTY

Positioned between Houston and New Orleans, Louisiana, Orange County, Texas, offers unprecedented access to major waterways, ports and Interstate 10. The county, which is not far from major oil, gas and manufacturing markets along the Gulf Coast, boasts of thriving retail, construction and hospitality sectors.

Orange County is also home to Lamar State College Orange, which helps create the skilled workforce the region is known for. The county offers workforce development resources to assist businesses and workers by training them on the skills they need to make area businesses a success. Says Orange County Economic Development Corporation Executive Director Jessica Hill, “When locating in a smaller community versus a large metropolitan area, not only will the company be lowering operating costs, but they will also be providing quality jobs for the citizens of the community. Orange County citizens place a very high value on jobs, and they realize the importance of bringing good companies with great jobs to the community.”

Recent additions to the business community in Orange County include an incoming H-E-B grocery store, Chick-Fil-A, Starbucks, clothing and retail establishments and even a winery.

According to Hill, these businesses have chosen Texas and more specifically, Orange County, because of the county and state’s absence of both corporate and individual income tax, as well as  their “highly-skilled, well-educated workforce, and simplified state regulations.” 

Says Hill, “The Texas economy continues to grow and diversify each year, strongly in part to the lack of red tape giving companies an opportunity to strategize for faster growth.”

BOWIE

Just an hour northwest of the Dallas / Fort Worth Metroplex, Bowie, Texas, is situated halfway between DFW and Wichita Falls, Texas. Despite a rural setting, Bowie offers all of the amenities of larger nearby cities, without the traffic and stress of big city living. In fact, according to Janis Crawley, Executive Director of the Bowie Economic Development Corporation, that reduction of stress makes a big difference when it comes to the workforce, as less-stressed workers means higher productivity. Lower stress, combined with a highly skilled labor force at lower employment wages, makes Bowie the perfect alternative to big city business operations.

Another benefit of small towns like Bowie is their lower overall cost of doing business.  According to Crawley, businesses relocating to Bowie benefit from lower front-end costs due to ample land availability, lower wages, lower energy costs and the same infrastructure and incentives as larger cities. “We also offer additional incentives that most larger communities will not consider,” says Crawley.

She says Bowie works well for companies with fewer than 100 employees, and the city’s current projects include a $2.2 million expansion at one of the town’s existing manufacturing companies, a downtown expansion that includes office buildings, retail and restaurant space, and a $600,000 office complex. 

“We are looking to attract professionals—from the metroplex and other larger communities—who want to lower their overhead cost and increase their ROI,” Crawley says.  

SUNNYVALE

Just 15 minutes east of Downtown Dallas sits Sunnyvale, Texas. This up-and-coming suburban community isn’t just a great place to do business, it’s a great place to live, too, says Burton Barr, Director of Economic Development for the Sunnyvale Economic Development Corporation. The city was acknowledged as one of the “Best Suburbs of 2014” by D Magazine.

As far as doing business in Sunnyvale goes, the city offers a small-town environment with a strong industrial presence, including manufacturing centers, a Baylor Scott & White hospital and medical center, and retail and commercial sites. The city is poised for future growth, with available space along Highway 80, Collins Road, Clay Road and Belt Line Road. The city is also preparing for more growth with the expansions of roadways, waterways and wastewater improvements.

New projects in Sunnyvale include an incoming 643,000-square-foot light industrial / logistics center, as well as incoming restaurants including Chick-Fil-A and Whataburger. 

Barr believes the success of Texas in attracting new business is its pro-business attitude. “In addition to local incentives, we have many economic development tools and incentives offered through the Office of the Governor,” says Barr. “Texas also enjoys a diverse workforce and lower cost of living than many other states.”

SULPHUR SPRINGS

Located between the Dallas/Fort Worth metro area and Texarkana, Texas, Sulphur Springs is providing what they call “the best of both worlds” – close enough for the fun of city life, but in a peaceful rural setting.

With six build-to-suit business parks (some within city limits), the Sulphur Springs Economic Development Corporation recently completed several roads and updated the infrastructure in two of those parks.  

The city is also invested in its workforce, with job training through the Higher Education Center, which can offer immediate training for employees and continuous programs for staff.

Sulphur Springs is already home to businesses such as Diversified Food Systems, Plant Process, Ocean Spray, Saputo and BEF Foods. Raven Industries recently began construction on an expansion to their existing facility.

FLOYDADA

The “pumpkin capital of Texas,” as it is sometimes referred to, Floydada is a heavily agricultural community located in West Texas. This rural community is home to ample cropland, farming pumpkins, grain sorghum, wheat and cotton.

The town has a population of just 3,038 but offers a strong workforce development program through the Floydada Professional Development Center and the Floydada Economic Development Corporation. Other education incentives include financial assistance for programs such as the Skills Development Fund and the Self-Sufficiency Fund, provided by the Texas Workforce Commission.

Floydada is currently planning a business park that will host both retail and office space.

NORTHLAKE

Located in Denton County, Texas, not far from Dallas/Fort Worth International Airport (DFW), Northlake is seated along Highway 35W, which runs from Laredo, Texas, to Minnesota and offers easy access throughout the DFW metropolitan area.

Former ranchland, Northlake has experienced tremendous growth since the city was established in 1960. The city’s Pathway to 2040 plans for more growth, including more agricultural development in keeping with the city’s agricultural roots. There are hopes to attract businesses that serve agricultural communities such as tractor repair and commercial green housing operations.

According to the Pathway to 2040 plan, the city would also like an esteemed university to establish an agricultural program within the fringes of the city, such as along FM 156.

LEANDER

Not far from the Austin, Texas, metropolitan area, Leander sits in the state’s Hill Country area, known for its rolling hills and beautiful scenery. With more than 63,000 residents, Leander is the 37th fastest growing city in the United States.

This affordable small city provides award-winning land planning initiatives and is poised for more future growth. Leander is home to businesses such as H-E-B Grocery Co., Leander Independent School District, Casa Costa Bake Shop and HL Chapman Pipeline Construction, Inc. The city’s proximity to Austin also poises them nearby to corporations such as Apple, Dell, IBM and Samsung Semiconductor.

The city also benefits from many nearby colleges and universities, including the University of Texas at Austin and Austin Community College.

GRAPELAND

Halfway between Houston and the Dallas / Fort Worth metro area sits Grapeland, Texas. The small, rural community offers many benefits to incoming businesses that Mayor Balis Dailey says simply can’t be found in larger cities. According to Dailey, just a few of the benefits of doing business in Grapeland include a welcoming community, many logistics options, low risk of adverse risk, and a high-quality labor force. 

Grapeland also offers ample space for growth and many shovel-ready sites. The town has access to trucking, air, rail, U.S. highways and Gulf shipping ports.

Grapeland is already home to several major manufacturers, including Nucor-Vulcraft, a steel products manufacturer that makes products Dailey says can be used for construction of facilities for incoming businesses. Furthermore, the company’s trucking operations allow for other businesses to partner with them on backhauling, reducing transportation costs.

Why should businesses avoid selecting sites in larger cities? It’s all about the overcrowding that already exists—and will continue to get worse as growth continues, Dailey says.

“Unfortunately, these locations have expanded to the point of severe infrastructure limitations and extremely high cost for land and development cost. While these problems are now major, they will become worse in the future. This impacts the bottom line,” Dailey says.

“To change the negative impacts of locating in the metro areas, companies should begin to see rural development as the future site locations for industry. The future of a company’s long-range growth will be enhanced by considering the rural areas such as East Texas, specifically Grapeland, Texas.”

WHY CHOOSE TEXAS?

You’re choosing a state with lower taxes, a highly skilled workforce, lower land and utility costs and dedicated economic development organizations that can help you achieve your business goals.

When it comes to making site location decisions for your growing company, the Choose Texas site location team is ready to take your business to the next level.

Partnering with Choose Texas provides you free site location services and a team of area experts ready to maximize Texas’s growth climate for your business. The Choose Texas team has 25 years of partnerships across the state, so if you know what your business needs, the professionals with Choose Texas know where and how to find it.

Get in contact with Choose Texas Project Director, Brooke Edwards, to discuss an upcoming project or specific site needs for a new facility by calling 469-778-2606 or emailing brooke@choose-texas.com.

You can also visit www.Choose-Texas.com for more information.

strategy

How and Why Your Business Strategy Eats Your Business Culture for Breakfast

Global leaders across the globe have found that corporate strategy is critical to business success. Corporate strategy could be the most important component of success in the ever-changing business environment of today.

Executives evaluate the success of corporate strategy. Corporate strategy reflects the degree to which a company can expand and determine the right pathway to success. The key function of a corporate strategy is to help executives utilize it for goal achievement. In this context, corporate strategy is becoming the forefront of success in corporations worldwide. Success, therefore, is dependent upon how executives formulated their organization’s strategy. Corporate strategy has been a focal point of the executive span of control but has not been associated with leadership enough to make it an integral part of organizational success.

One outcome of corporate strategy is to connect knowledge with other companies that want to share successes and failures. Leaders can inspire organizational members to network with more successful competitors by sharing successes to build alliances and not only enhance competition but communicate best practices as a way of keeping the highest standard of operation in the industry. In doing this, leaders implement a corporate strategy to develop relationships with external environments to identify new opportunities that occur in an ever-changing hypercompetitive marketplace. Leaders, in fact, implement a corporate strategy to expand the growth opportunities available to organizations that may be challenging, but, important to close the gap between success and failure. This leads to converting acquired knowledge into organizational processes and activities to improve or discontinue processes that contribute to success.

Furthermore, executives focus on individuals as the major source of knowledge and show how follower’s ties together so that they can affect the sharing, storage, transfer, and apply knowledge within organizations. Executives, therefore, see these connections, and the related shared knowledge and memory, as central to the effectiveness of corporate culture. Executives know that corporate strategy through sharing individual knowledge around the organizations can positively contribute to building a strong corporate culture. Therefore, executives should build an atmosphere of trust and openness and use corporate strategy to convert individual knowledge into valuable resources for their organization to close the performance gap and help organizations prosper.

The key is for executives to inculcate corporate culture within organizations so that information can be found and used instantaneously. Corporate culture enables organizations to promote the depth and range of knowledge access and sharing within companies.

Corporate culture is enhanced by providing further opportunities and information sharing. Executives can enhance knowledge sharing by providing access to knowledge, and stimulate new ideas and knowledge generation, transfer an individual’s knowledge to other members and departments, and improve knowledge capturing, storing, and accumulating, aiming at achieving organizational goals.

Executives that employ corporate strategy can propel knowledge sharing in the company to generate more innovative ideas and solutions for new and demanding issues that come up constantly in our hypercompetitive economic environment. In doing this, executives can employ corporate strategy through implementing coaching and mentoring practices by sharing experiences gained by imitating, observing and practicing. Executives that use corporate strategy have found that it builds a strong corporate culture through facilitating knowledge sharing throughout all levels of the organization.

Corporate strategy focuses on defining and recognizing core knowledge areas, coordinating expert opinions, sharing organizational knowledge, and scanning for new knowledge to keep the quality of their products or services continuously improving. Corporate strategy, therefore, is an essential requirement of corporate culture by which knowledge is shared among people.

However, executives may lack the required corporate strategy to interact with other organizations or distrust sharing their knowledge. Executives are, therefore, clearly the right focal point for developing networking with environmental components by adopting corporate strategy to develop relationships and interactions. The key here is to inspire their organizations as a whole to develop networking with more effective enterprises through employing corporate strategy directed at connecting knowledge with other companies. Executives are finding that corporate strategy creates a shared understanding of problems which can develop an effective corporate culture that enhances the knowledge sharing process.

Through the corporate strategy, executives could build a climate inspiring followers to share their knowledge, and facilitate the knowledge sharing process. Thus, executives can apply corporate strategy to enhance knowledge sharing among human capital and stipulate knowledge to be shared around the organization and with other companies.

Global leaders can now see how they not only can directly support corporate strategy, but it can also cultivate an effective strategic decision-making process, which will enable corporate culture within organizations. Executives can also see that cultivating an effective strategic plan coupled with cultural issues requires developing leadership within organizations—not only at the higher echelons of the organization but at every level. Thus, in light of the increased pressures of the global workplace that inspires leaders to exert effective change at the organizational level, this article points out the vital importance of business leadership in reshaping an organization’s strategy to have access to higher performing culture within organizations. This article also suggests that corporate strategy and corporate culture constitute the foundation of a supportive workplace to improve business success and reduce operational risk.

Standing on the shoulders of scholars before us, I indicate that corporate strategy and corporate culture are major resources for business success and support the positive impact of these two vital factors on business success.

_________________________________________________________________

Mostafa Sayyadi works with senior business leaders to effectively develop innovation in companies and helps companies—from start-ups to the Fortune 100—succeed by improving the effectiveness of their leaders. He is a business book author and a long-time contributor to business publications and his work has been featured in top-flight business publications.

trade workers

Best Cities for Tradesmen

The U.S. is facing a shortage of skilled trade laborers. This is due to several factors, including the culture’s emphasis on getting a four-year college degree and an increasing number of retiring Baby Boomers. The shortage of skilled trade labor has pushed up wages in these occupations. According to data from the Bureau of Labor Statistics, the median annual earnings for skilled wage occupations is $47,428, nearly 20% higher than that across all workers.

While there is a shortage of skilled trade workers nationally, the concentration of skilled trade workers varies significantly on a geographic basis. Some parts of the country have older workforces and more skilled trade veterans that are retiring. Vocational programs are also more popular in some areas than others. At the state level, Wyoming and Louisiana have the highest percentage of skilled trade workers in the U.S. Skilled trade employment makes up 8.5% and 6.6% of total employment in Wyoming and Louisiana, respectively.

To find the best areas in the U.S. for skilled trade workers, researchers at Porch analyzed data from the Bureau of Labor Statistics, the U.S. Census Bureau, the Bureau of Economic Analysis, and Unionstats.com and created a composite score based on the following factors:

-Median annual wage for skilled trade workers: the median annual wage for workers in skilled trade occupations

-New residential construction spending per skilled trade worker: value of new residential construction per skilled trade worker

-Employment growth for skilled trade workers: growth in the employment of skilled trade workers over the past two years

-Private union membership: percentage of private industry workers with union membership

-Cost of living: cost of living relative to the national average

At the state level, the best states for skilled trade workers are in the West. According to the composite score, the highest-ranking state is Nevada, where median annual earnings for skilled trade workers is nearly $50,000. Both Oregon and Washington also rank highly among states and offer attractive wages for tradesmen. All of these states also show higher-than-average employment growth in skilled trades and have high rates of private union membership. At the national level, skilled trade employment grew by 6% from 2017 to 2019, and 6.2% of private industry workers belong to unions.

Researchers at Porch ranked metro areas according to their composite score. To improve relevance, only metropolitan areas with at least 100,000 people were included in the analysis. Additionally, metro areas were grouped into the following cohorts based on population size:

-Small metros: 100,000–349,999

-Midsize metros: 350,000–999,999

-Large metros: 1,000,000 or more

Here are the best large metros for skilled trade workers.

Metro Rank Composite score Median annual wage for skilled trade workers New residential construction spending per skilled trade worker Employment growth for skilled trade workers Private union membership Cost of living (compared to national average)

 

 

Las Vegas-Henderson-Paradise, NV      1      83.61 $49,504 $47,374 10.6% 13.1% -3.2%
Sacramento–Roseville–Arden-Arcade, CA      2      82.78 $52,873 $52,189 13.4% 8.2% +3.6%
St. Louis, MO-IL      3      82.74 $58,038 $25,077 3.2% 10.7% -9.0%
Portland-Vancouver-Hillsboro, OR-WA      4      82.03 $57,582 $40,315 12.8% 7.6% +3.8%
Birmingham-Hoover, AL      5      81.86 $43,218 $35,046 9.9% 8.2% -11.3%
Riverside-San Bernardino-Ontario, CA      6      81.83 $50,079 $37,055 12.5% 14.8% +7.0%
Kansas City, MO-KS      7      81.75 $50,693 $40,603 7.1% 7.1% -7.1%
San Francisco-Oakland-Hayward, CA      8      81.12 $69,513 $28,447 12.7% 9.7% +31.6%
Louisville/Jefferson County, KY-IN      9      80.45 $47,735 $25,221 8.1% 8.1% -9.8%
Cincinnati, OH-KY-IN     10      80.25 $48,106 $25,619 8.3% 6.7% -10.0%
Seattle-Tacoma-Bellevue, WA     11      80.00 $61,771 $41,874 4.2% 12.7% +12.9%
Indianapolis-Carmel-Anderson, IN     12      79.67 $48,178 $44,913 6.4% 5.4% -8.4%
Minneapolis-St. Paul-Bloomington, MN-WI    13      79.17 $60,280 $46,251 4.3% 7.9% +2.6%
Boston-Cambridge-Newton, MA-NH    14      79.05 $60,558 $32,462 11.0% 5.7% +14.2%
Pittsburgh, PA    15      77.59 $52,473 $7,200 4.9% 9.2% -6.9%
United States      N/A $47,428 $37,164 6.0% 6.2% N/A

 

For more information, a detailed methodology, and complete results, you can find the original report on Porch’s website: https://porch.com/advice/best-cities-for-tradesmen/

business culture

5 New Year’s Resolutions To Make Your Business Culture A Winner

New Year’s resolutions are not only for individuals but businesses too. Company goals leaders set for the year ahead are usually measured in data tied to categories like revenue production and expense reduction.

After a difficult 2020 due to COVID-19, many enterprises’ bottom-line numbers will take on extra importance in 2021. And business culture will be just as crucial. Any resolutions that company leaders make are an effective way to measure their work environment and help their teams meet performance metrics, says Mark McClain (www.markmcclain.me), CEO and co-founder of SailPoint and the ForbesBooks author of Joy and Success at Work: Building Organizations that Don’t Suck (the Life Out of People).

“Meeting individual, team, and company goals begin with employees and managers working well together in a vibrant environment,” McClain says. “And given the changes and challenges of these times, culture and how leaders pay attention to it have never been more important.

“The bottom line falls into place when everyone is on the same page. But even if leaders have established a strong culture, it bears constant vigilance to ensure everyone is rowing in the same direction, especially now when a volatile world can threaten to throw even the most solid companies off course.”

McClain offers these business culture resolutions for the New Year that leaders could consider:

Focus on shared values. McClain thinks it’s misleading to frequently state that a “family atmosphere” exists in a company. “The bigger a company gets or the more it grows in capability and value, the less it’s going to feel like a family,” he says. “Creative friction and disagreement on processes and concepts are inevitable. Smart companies leverage broader, shared values as common ground on which workers can connect. I’ve found one of the best places for doing that is through service to the community beyond company walls. If your culture encourages people to work together for some greater good, they’ll continue to appreciate each other as humans and fellow workers.”

Avoid prima donnas. “Talented people are essential for a successful business,” McClain says, “but don’t fall in love with a gifted person if they are constantly letting you know how special they are. Watching them work can be breathtaking, but not when they’re the ones sucking the air out of the room.”

Double down on integrity. “Large legacy companies are often loaded with people who are just taking up space and collecting a paycheck,” McClain says. “It’s a significant issue, and it goes hand-in-hand with integrity. Effective workers know the difference between busywork and producing value. Everybody in the organization must be clear on what success looks like. The role of management is to be clear on objectives and then let people run.”

Don’t stop innovating. McClain says many companies stagnate in this area and should learn how to expand their innovations while encouraging the cultivation of new ideas. “Innovation is an amalgam of product marketing and product management skills, of listening to the market, and of engineering people who can take a problem and figure out how to solve it,” he says. “But innovation should apply in every direction – in how a company contracts, how they sell, how they market.”

Be the first to own mistakes. “Anyone who has been involved in conflict directly knows there’s always the sense that both parties have some responsibility,” McClain says. “The sooner you own yours, the more likely the other person will own theirs – and the project can move forward.”

“New Year’s resolutions are often easily discarded because of a person’s lack of commitment,” McClain says. “For business leaders and their workforce, they reflect company core values and can create or improve a culture that everyone will appreciate and aspire to uphold and deepen.”

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Mark McClain (www.markmcclain.me), ForbesBooks author of Joy and Success at Work: Building Organizations that Don’t Suck (the Life Out of People), is CEO of SailPoint, a leader in the enterprise identity management market. McClain has led the company from its beginnings in 2005, when it started as a three-person team, to today, where SailPoint has grown to more than 1,200 employees who serve customers in 35 countries.