The finance industry is banking on AI and they're creating new jobs to bridge the gap.

Traditional financial institutions and fintech start-ups alike are looking for more candidates who specialize in artificial intelligence, machine learning and data science. According to reporting by Bloomberg reporting and data from LinkedIn, job listings requiring these skills in the financial industry increased nearly 60% in the past year.

According to Glassdoor data, "some of the most common job openings in AI and finance are for machine learning engineers and data engineers, among other highly specialized software engineering roles," Glassdoor senior economist Daniel Zhao tells CNBC Make It. "We're also seeing job openings for workers who can help navigate the AI landscape, including consultants and researchers. As companies establish the foundations for their AI functions, we're seeing employers hire more senior candidates to lead these new teams."

Not all new job functions are rooted in computer science or engineering, however. For example, chatbot copywriters (those who write conversational answers to technical questions customers ask on websites' "chat" functions), product strategists and technical sales representatives are also in demand, Zhao says. Those who have a business or communications background may be better suited to these roles.

And workers who already work in finance but are willing to learn more about AI have a leg up, Zhao says. "Their domain expertise in business and finance is a great way to differentiate themselves in a hot technical field."

Here's a look at some of Glassdoor's current postings of AI jobs in financial services, along with the job site's estimated salary range for each.

Senior Experience Designer, Bank of America

Data Scientist, Morgan Stanley

Senior Product Manager of Commercial Credit, Capital One

AI Backend Engineer, J.P. Morgan

Professionals with a background in engineering will have a growing field of opportunities within the finance space. For those without a STEM education, however, the ability to adapt and learn such skills will be crucial across a wide set of job functions. "With numerous online courses and boot camps available, it's never been easier to learn AI and machine learning skills that can enhance your career," Zhao says.

LinkedIn provides online courses to learn skills like cloud computing, artificial intelligence and analytical reasoning. Hundreds of universities around the world offer online courses for free or partially free with many falling in the categories of computer science, mathematics, programming and data science. Furthermore, training academies and boot camps have cropped up in order to bridge the gap of working professionals who want to pick up technical skills that can translate to a new role or enhance their current work.

The question of whether workers will have to seek out these opportunities, or if they'll be encouraged and provided by employers, hangs in the balance.

"It's important for companies to continue to invest in their people so that they are up-skilling and re-skilling their people to keep up with the roles that are in demand," said Feon Ang, vice president for talent and learning solutions in Asia Pacific at LinkedIn, to CNBC's "Capital Connection." "At the same time, people need to continue to invest in themselves and have a growth mindset."

A recent report from IBM suggests employers recognize the increasing need to retrain workers an estimated 120 million worldwide within the next three years as a result of AI and automation. However, executives from the report point to soft skills such as flexibility, time management, and ability to work on teams as skills more important than technical STEM knowledge or basic computer and software/application skills.

Hiring adaptable professionals and investing in training programs in data science, engineering and AI can help businesses drive technological innovations from within, the IBM report suggests.

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Don't miss: The 10 most attractive employers for business, engineering and computer science majors

@sabrinafvholder | Twenty20

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Finance jobs requiring A.I. skills increased 60% last yearhere's what they look like - CNBC

The Business Roundtables declaration should lead to new comp committee goals

What does it mean for boards and compensation committees that 181 CEOs from the Business Roundtable amended a long-standing statement of corporate purpose last month? The CEOs declared that the purpose of companies is to serve their five key stakeholdersshareholders, customers, employees, suppliers, and the community, not shareholders alone.

In putting their signatures to that idea, these CEOs challenged the notion of shareholder primacy, a principle of business for the last fifty years. Not surprisingly, the Business Roundtables statement sparked a host of editorials in the business press, some arguing that the group had made a grievous error. Many writers seemed to suggest the choice is binary: Youre either with shareholders, or youre not. The Business Roundtable, in contrast, implies the choice isnt either/or. Its both.

Rightly or wrongly, the question will now come up in many boardrooms and on many investor calls: What is being done to address the needs of all stakeholder groups? Some commentators may even point to academic research that shows a positive correlation between companies that promote the interests of stakeholders and better financial performance.

The challenge for management and boards, of course, is to take the Roundtables broad principles statement and translate it into action. For companies that have not already traveled far along this path, we suggest three steps:

Both executives and boards will be forced to respond to the stakeholder issues, and directors on the compensation committee in particular will have to adjust their thinking to establish accountability to stakeholders in executive compensation. What new kinds of information will the board and the compensation committee need? Which measures of performance should they ask management to see? How should they set goals tied to pay? How can the company respond to stakeholders and unleash value creating strategies?

Establishing Agreement on Stakeholder Needs to Address

As a first step, boards and management teams may want to back up and be more explicit about the companys mission and vision explicit enough so the mission indicates how the company can and should create value for key stakeholders. CEOs and boards may even have to spend time refining key strategic priorities and initiatives to assure that stakeholders, as a group, eagerly provide the outside capital, employee talent, customer enthusiasm, and public support needed for company success.

The approach will require querying stakeholders and soliciting feedback on how to win their support. This feedback then serves as the basis for executives and the board to make tradeoff decisions. Which stakeholders needs represent the greatest opportunities if their needs are met? Which represent the greatest risks if their needs are not met? Should the company focus on just needs and risks or simply doing no harm? Not all stakeholders interests will get equal weight during this process, but each should get equal consideration.

Reflecting the Stakeholder Approach in Compensation

How the Annual Goals for a Retailer Might Look

Individual goals:

HRestablish new hiring protocols; training in using hiring protocols, customer service and sales training, training managers in coaching skills

ITdevelop customer analytic tools, develop inventory management tools

Store/region goals:

Net promoter score/customer satisfaction score exceeding peers

Average Sales dollars per full-time equivalent employee versus historical

Gross margin exceeding peers

Comparable trade area sales-growth (agnostic as to channel where purchase occurs)

Employee turnover rate within 180 days of hire

Corporate goals:

Total sales growth exceeding peers

Profit growth exceeding peers

ROI exceeding peers

Corporate-wide net promoter score and customer satisfaction score exceeding peers

Employee engagement scores exceeding historical

Not surprisingly, this exercise does not relieve boards and management teams of the age-old task of weighing benefits against costs. Nor does it eliminate the need for executives and the board to solicit feedback and get buy-in from major investors on its choices. Does the strategy for involving stakeholders in maximizing corporate value make sense to shareholders? In yearly conversations with investors, does the head of the compensation committee explain the stakeholder rationale and let investors voice their opinions? How does everyone feel about the tradeoffs, especially those that, in the near term, depress shareholder value in the interest of boosting it three to five or more years hence?

Linking Stakeholder Needs to Executive Compensation

Once management and the board agree on the stakeholder value propositions (and the associated payoff for the company in return), the compensation committee can begin to consider how (if at all) it should establish accountability in the companys executive compensation programs. It will have to take into account three factors in the process: the status of the companys

Two questions stand out at this point: What is the company able to do? And what does good performance look like competitively on a long-term, sustainable basis?

This conversation about stakeholder expectations and their linkage to executive compensation must be reconciled against performance levels that are both reasonable and achievable within the given timeframe. Only then can the committee tie the goals to executives annual and long-term incentive pay in a manner that appropriately supports stakeholder priorities and is driven by a rationale that will be compelling to institutional investors.

A Retail Case Study

As an illustration of how the stakeholder approach works, and how the directors of the compensation committee might go about setting goals, consider a company like Trader Joes.

The food retailer has used the stakeholder approach for years, and it ranks as a top retail success story. Any visitor to a Trader Joes store can see that the company relies on meeting the needs of both employees and customers as a means to deliver premium value to investors. In fact, Trader Joes tops Forbes list of best places to work and ranks second highest of all companies in customer satisfaction. By spending money on employeesthrough wages, training, and career opportunitiesthe company cultivates a high-quality, engaged workforce. The workforce, in turn, assures that the company creates an engaged, loyal base of customerscustomers who enjoy the fruits of the employees efforts.

Because it is private, we dont know what Trader Joes board has approved as goals in its executive pay plans, but we can assume that making good on the value proposition promised to employee and customer stakeholders is top of mind for top executives. Providing that value allows Trader Joes to differentiate itself with premium store-branded products, helpful, informed store employees who can tell customers about those products, and low prices without sales promotions in a store environment that, by constantly evolving based on employee input, invokes customer surprise and delight.

In this model, shareholders, customers, and employees win togetherand we can guess that suppliers and communities do as well.

With Trader Joes as a model of creating value throughrather than at the cost offulfilling the needs of stakeholders, lets illustrate how a compensation committee at a hypothetical retailer would take on the job of goal-setting to comply with the stakeholder approach. We dont need to assume the retailer follows Trader Joes business model, only that the model chosen depends on stakeholders winning together. The goals in a pay plan then follow the model naturally.

Stakeholder Principles for the Compensation Committee

To start, management at the retailer would ask shareholders, What are your needs and expectations? The board could then build goals from the answers. The likely result would be some conventional targets, for example, overall sales growth exceeding peers, profitability, return on investment above the companys cost of capital, and total shareholder return that outpaces peers.

Management would also ask the same question of customers: What are their expectations? The board might then choose targets related to the following: satisfying customer experience in terms of interacting, buying, and resolving customer-service issues; providing an appealing product selection in line with brand strategy; timely and convenient delivery and return options; and competitive pricing.

For the employee stakeholder, the board could affirm incentive goals such as adequate wages and benefits to meet personal and family obligations; adequate work hours and predictable or family-friendly work schedules; long-term career potential; and a satisfying or engaging work environment.

Executives could then get on with the job of making tradeoffs and accommodating realities. A variety of questions might come up at this point: Do the goals take into account the state of company systems to train and cultivate knowledgeable and engaged employees? Do they take into account the status of systems to curate the product line and manage inventories? What is the state of the fulfillment system?

After making adjustments for such factors, the compensation committee could set annual bonus-plan goals to support near- and intermediate-term strategies. It would link pay, for example, to management hitting significant, game-changing strategic milestones, often related to meeting stakeholder expectations that serve company interests. See the box for one possible formulation of goals for annual bonus plans for a retailer. Of course, the board would need narrow down the list of goals to a precious few, although using different goals at different levels does provide more flexibility.

The long-term incentive plan might then include both a conventional financial goal and some nonfinancial goals related to stakeholder outcomes, assuring that the company isnt leaving behind a constituency fundamental to long-term value creation. Because the long-term plan again has limited room for measurestwo to three at mostdirectors might consider goals for key stakeholder outcomes such as total shareholder return exceeding peers, customer retention levels continuously improving, growth in average customer spending, and average employee tenure versus best-in-class for the industry.

Conclusion

Goals based on stakeholder expectations, as with any corporate goals, will remain in flux. They vary with the strategy and how the stakeholders needs evolve over time. This doesnt suggest that a company accountable to many stakeholders is accountable to none. When executives choose to focus on stakeholders goalsand the compensation committee sets performance levels and links those goals to paythe risk isnt that management will choose pet projects at the expense of shareholders, but that management and the board havent aligned their views on strategic priorities (and the right goals) to win for shareholders through stakeholder interdependence.

Compensation committees sit at the nexus of solving an equation far more complex than in earlier decades. More variables go into how to motivate and reward executives for running a company to successfully compete for talent, customers, suppliers, and public support.

Committees have the responsibility to choose the right incentives to encourage value-creating decisions and behaviors. When they get it right, executives will do the bidding of shareholders increase profits and returnsbut also increase the wealth and satisfaction of the stakeholders that those profits depend on.

Mark Emanuel, managing director,and Seymour Burchman, managing director atSemlerBrossy Consulting. They can be reach atbjones@semlerbrossy.comandsburchman@semlerbrossy.com

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What a Stakeholder Approach Means for Executive Compensation - Directors and Boards

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Serious Game Market Is Gaining Huge Growth In Upcoming Years - The Market Journal

Detailsby Helen WilsonPublished: 13 September 2019Hits: 589

Following on from the launch of our Salary & Benefits Survey last week, we are expanding on some of the key issues raised in a series of weekly articles.

Firstly, a significant factor which can influence a candidates decision whether or not to stay with their current employer is the training and development opportunities offered. In the current candidate-driven market, the professional development opportunities that are on offer could be the make or break between accepting a role or deciding to stay put.

There are an array of benefits to offering training and development:

In order to implement an efficient training programme, a Training Needs Analysis (TNA) should be undertaken, looking at three tiers:

The training should be designed and delivered taking the above in mind. Off the peg training is often cheaper but doesnt always meet the objectives. Training that has been designed specifically from a TNA will be more aligned to help your company meet corporate objectives and offer a feel-good factor to employees as they feel their needs have been catered too.

Its easy to see why training is overlooked. One of the main reasons it doesnt have a tangible effect is because it isnt used back at the desk. People return from a training session and put the training material back in a desk never to see the light of day again. This means that behaviours dont change and skills may not improve.

Making sure that training programmes are tailored will ensure that any training delivered is utilised and therefore an investment, not a cost leading to a more content workforce.

Helen Wilson,Sales Director, GPRS Recruitment

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More than 1 in 4 companies are considering changing apprentice provide

The government yesterday (11 Sept) confirmed Michelle Donelan as Parli

University of Cambridge Must Do More to Retain StudentsHighly selectiv

NAO report on Support for pupils with special educational needs and di

Today (11 Sept) the final report from the Forgotten Third Commission r

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Do you offer on-going training and development?: Benefits to the employer and individual - FE News

Erick Trickey is a writer in Boston.

NEWBURGH, N.Y. Suriana Rodriguez is only 19, but shes already lined up a full-time job at IBM. After her junior year in high school, she interned at the tech giants Poughkeepsie, N.Y., campus, 20 miles north of her hometown, for $17 an hour. For a year, Rodriguez has worked 40-hour weeks as an apprentice test technician, examining IBM mainframes to confirm they work before shipping them to customers. In January, shell move to a permanent position with a future salary that she says is definitely much more than I ever thought Id be making at 19.

Rodriguezs opportunities with IBM came to her thanks to her high school, Newburgh Free Academy P-TECH. Its part of an innovative public-school model that combines grade 9-12 education with internships and tuition-free community college. P-TECH, which stands for Pathways in Technology Early College High School, has spread to 10 states and 17 countries since its founding in Brooklyn in 2011. The P-TECH network is growing fast. By the end of 2019, there will be 220 P-TECH schools in operation. With 93,000 students nationwide, it is one of the most extensive career and technical education programs in the United States.

Story Continued Below

For public school districts, starting P-TECH schools is a way to try to address the skills gapAmerican educations often-elusive goal of tying vocational training to what actual employers such as IBM and Cisco and Microsoft want. It focuses on the much-valued STEM subjectsscience, technology, engineering and math. It aims to prepare students for so-called new collar jobs: work in tech that requires more than a high school diploma, but not always a four-year college degree. And at a time when free college education is surging toward the top of the progressive agenda, its an affordable free-college program thats taken root in poorer cities, boosting high school graduation rates and two-year-college completion rates among students of color and immigrants.

P-TECH interns showed off their projects at an exposition hosted by IBM in Poughkeepsie, N.Y. | Mark Peterson/Redux Pictures for Politico Magazine

In 2014, Newburgh, an industrial city of 28,000 in New Yorks Hudson Valley, was struggling with widespread abandoned properties and the states highest murder rate. A majority-Hispanic city where 31 percent of people are impoverished, Newburgh embraced a statewide expansion of the P-TECH program as a strategy for building opportunity. It launched its P-TECH school with a class of 50 ninth-graders.

Rodriguez signed up. Since none of my family had ever really graduated from high school or college, she says, I was very interested in the aspect of getting a free college degree. Rodriguez and 16 classmates who jumped onto P-TECHs fast track finished the six-year program in four years.

In spring 2018, Rodriguez graduated with both a high school diploma and an associates degree in cybersecurity from Orange County Community College. An undocumented immigrant, Rodriguez couldnt get federal financial aid to attend a four-year college. But shes authorized to work through the Deferred Action on Childhood Arrivals program, so she took advantage of another part of P-TECHs model: a job interview with IBM after graduation. This August, she became the first Newburgh P-TECH grad to get a full-time job with IBM. Earlier this year, she spoke, along with IBM CEO Ginni Rometty, at the Consumer Electronics Show in Las Vegas. Rodriguez is now a night-school student at Dutchess Community College, with a goal of getting a bachelors degree in electrical engineering in two years, and a masters in five years.

Newburgh, N.Y. has struggled with unemployment and crime. Mayor Torrance Harvey, bottom right, believes the P-TECH program can help the city improve its economic profile by training students to fill well-paying jobs in the area. | Mark Peterson/Redux Pictures for Politico Magazine

Rodriguez is the first Newburgh graduate to go from IBM intern to apprentice to full employee, but others are likely to follow soon. IBM, which helped launch the first P-TECH school in 2011, is now affiliated with at least 30 P-TECHs worldwide. It has hired 30 of the 240 students whove graduated from IBM-affiliated P-TECHs so far, paying each a starting salary of at least $50,000.

Story Continued Below

The P-TECH experience really helped me feel more confident overall, and it helped me learn a lot of skills that I am still today using, says Rodriguez, like collaborating and communicating, professional e-mail writing, and knowing when to ask questions and when to just listen.

Newburghs mayor, Torrance Harvey, is also a full-time P-TECH history teacher. He says the school helps Newburghs efforts to recover from its early-2010s crime epidemic. Public safety is always our No. 1 priority, but the next thing is how to create meaningful employment for our residents, Harvey says. Newburgh P-TECH students complete associates degrees in either computer networking or cybersecurityfast-growing fields, Harvey notes, whose importance has grown after Russias interference in the 2016 U.S. election and enormous data breaches suffered by corporate giants such as Target and Equifax.

These are inner-city Newburgh kids, the mayor says of his P-TECH students, and this program has changed the trajectory of their earning potential and their career potential and their education.

Newburghs P-TECH campus opened in 2014. Principal Kevin Rothman talks to Mayor Torrance Harvey, who also teaches history at P-TECH. | Mark Peterson/Redux Pictures for Politico Magazine

Newburghs trajectory is changing too. Gun violence has declined 80 percent since 2015. City Hall has launched an aggressive revitalization plan, bulldozing buildings that had stood abandoned for decades. We were able to get businesses to return back to the city, Harvey says. We were able to get new home ownership. People are investing in our city like you wouldnt believe.

***

The P-TECH idea was invented in 2010, when then-IBM CEO Sam Palmisano was chatting up his friend Joel Klein, then New York Citys schools chancellor. During a rain delay at the U.S. Open tennis tournament, Palmisano told Klein that the tech industry was having trouble finding young people with the skills it needed. Klein proposed opening a six-year school with the City University of New York and curriculum input from IBM. Students could work IBM internships and, if they passed a company certification test, would be first in line for job interviews at IBM. Palmisano agreed. New York Mayor Michael Bloomberg announced the plan in September 2010 and gave the partners a year to open the school.

When Klein and Palmisano shook on the deal, vocational education was just beginning to emerge from the academic backwater where it had languished for decades. Conceived a century ago so high school students could learn a trade if they werent going to college, vocational education had developed a reputation as a dumping ground for students who werent doing well in regular academics. Harvards influential Pathways to Prosperity report, released in 2011, warned that nearly two-thirds of new jobs of the 2010s would require more than a high school educationyet only 40 percent of Americans had obtained a bachelors degree or associates degree by their mid-20s.

Downtown Newburgh has been hit hard economically. Vincent Lacertosa, 18, from Newburgh, is a P-TECH graduate and an apprentice at IBM where he tests main frame computers. | Mark Peterson/Redux Pictures for Politico Magazine

By contrast, the report noted, 40 to 70 percent of high school kids in many European countries spent three years in career programs that combined classroom and workplace experience, where they earned diplomas or certificates strongly valued in the labor market. Eight years later, critics of American career and technical education, as its called today, still complain that it needs to become more academically rigorous, better prepare students for education beyond high school, and provide actual work experience based on the needs of todays employers.

The first P-TECH, in Brooklyn, emulated the workplace learning focus of European vocational education while eliminating tuition costs. It established design principles that still apply to all the 200-plus P-TECH schools today. The entire program, including the community college courses, is cost-free. (P-TECH schools are funded through various combinations of local tax dollars, state funding, federal career-ed grants, and cost-sharing with local community colleges.) Theyre open-enrollment schools, with no testing or grade requirements for admission, and they focus on disadvantaged youth. The high school, the community college and the industry partner work together. The curriculum includes workplace skills, such as public speaking, as well as company mentors and paid internships. Graduates are first in line for job interviews at the partner company.

Suriana Rodriguez, 19, is the first Newburgh P-TECH graduate to get a full-time job offer from IBM. Shes currently an apprentice at IBMs campus in Poughkeepsie, above. | Mark Peterson/Redux Pictures for Politico Magazine

Political leaders quickly embraced the model, excited by its combination of career and technical education, paid internships and early college. Barack Obama praised Brooklyns P-TECH in his 2013 State of the Union address and visited the school later that year. This is a ticket into the middle class, and its available to everybody whos willing to work for it, Obama said in an address at the school.

A year earlier, in 2012, Chicagos then-mayor, Rahm Emanuel, had inked a deal with IBM, Microsoft, Cisco, Verizon and Motorola to open five P-TECHs there. New York Gov. Andrew Cuomo debuted a state P-TECH program in 2014, pledging $28 million over seven years for 18 new schools, including Newburghs. Connecticut opened its first P-TECH school, in Norwalk, in 2014, with then-Gov. Dannel Malloy cutting the ceremonial ribbon. P-TECH schools are popular in Northeastern cities and states, but have also caught on in Dallas, Baton Rouge and Colorado. Though Democratic governors and mayors have championed them, their public-private collaborations have also won over Larry Hogan, Marylands Republican governor.

Danille Jager is the liaison between Newburgh P-Tech and IBM. At a recent exposition for P-TECH interns, attendees got their passports stamped after they heard presentations from the students. | Mark Peterson/Redux Pictures for Politico Magazine

In Baltimore, a conversation between Hogan and Johns Hopkins University President Ron Daniels, soon after the citys 2015 riots, led to the creation of two P-TECH schools in 2016. One is affiliated with IBM, while the other, located on the edge of Johns Hopkins hospital campus, is focused on health care, with the hospital and Kaiser Permanente as industry partners. This summer, 10 of its 200 students completed internships at the University of Marylands shock trauma center and John Hopkins anesthesiology, neurology and orthopedics departments.

Now, eight P-TECH schools are operating in Maryland, including four in Baltimore, with some state funding. The Maryland Chamber of Commerce has organized a consortium of 400 businesses to offer mentors, internships and job interviews to P-TECH students. The challenge in the P-TECH schools is not whether or not the individual jurisdiction wants to do it, says Keiffer Mitchell, a special adviser to Hogan. Its just finding enough businesses that can take on internships for the kids, and also have ideas [about] hiring those kids.

This May, Hogan signed a bill allowing for three more P-TECH schools in Maryland, after the state Senate killed his proposal to remove a state cap on the programs expansion. Were not against it, Paul Pinsky, chairman of the Maryland Senates education committee, told the Baltimore Sun. Its just we havent gotten the data back about whether its working or not.

Results have taken a while to emerge, since P-TECH schools are six-year programs, and most arent six years old yet. But the inaugural class at the original P-TECH in Brooklyn achieved a stunning 100 percent high school graduation rate, followed by 87 percent for the second class and 93 percent for the thirdcompared with graduation rates of 71-74 percent for their peers across New York City. Fifty-seven percent of the first class and 39 percent of the second class also graduated with the no-cost associate degree in a computer science field. Brooklyn P-TECHs principal, Rashid Davis, notes that many students who didnt get the associate degree took college courses, then transferred the credits to four-year colleges.

At Norwalk High School in Connecticut, P-TECH students study web design. | Mark Peterson/Redux Pictures for Politico Magazine

About 70 percent of the Brooklyn P-TECH students are low income. Just under a third of the student body female and 55 percent of the students are black males. And P-TECH is not achieving those high graduation rates by taking it easy on the students. Davis says students at the open-enrollment Brooklyn P-TECH are achieving results on New York state college-readiness tests that are comparable with New York Citys screened and specialized high schools.

Students are buying into the culture, Davis says. Our attendance rate still hovers above 90 percent. That is a key indicator that students are wanting to be in this environment.

***

Vocational education used to teach students how to weld or how to fix a car. Todays career and technical education means something much different. Students are learning to code software, design websites, or operate robots and AI systems that have replaced manual-labor jobs across much of the economy.

China Tinnen and Nico Tullio are juniors in the P-TECH program at Norwalk High School. As part of the six-year program, P-TECH students take classes at nearby Norwalk Community College. | Mark Peterson/Redux Pictures for Politico Magazine

This August, rising seniors at the P-TECH high school in Norwalk, Conn., gathered at Norwalk Community College for the P-TECH Norwalk Intern Expo. To mark the end of their summer internships, the students gave presentations on their work for their parents and their IBM mentors.

Bianca Velez and Pongsa Tayjasanant, both 17, stood behind a table and told passersby what they did with their summer. For eight weeks, at IBMs offices in White Plains, N.Y. (a half-hour from Norwalk via school bus), they worked in IBMs digital sales team. They used the companys Watson Language Translator, an artificial intelligence tool, to translate sales documents for IBM employees around the world.

Bianca Velez and Christian Tapper, both P-TECH students, take classes at Norwalk Community College. | Mark Peterson/Redux Pictures for Politico Magazine

Instead of translating word for word like Google Translate, it looks at a document holistically, Tayjasanant explained, his polished presentation reflecting the public-speaking element in P-TECHs curriculum. Its able to keep the tone, able to keep the diction, the nuances to language that are so important.

Velez and Tayjasanant have each taken seven college courses already. Theyre on track to graduate next spring, in four years instead of six, with associates degrees as well as high school diplomas. At first, says Velez, the personal draw to me was, obviously, free college. Then she embraced P-TECH Norwalks path toward an associates degree in web development. Im really into things like design. I was thinking, maybe learning how to code and design websites was something I would really like to do. Now she knows she likes coding websites, but shes also considering careers in chemistry or chemical engineering, attending a four-year college, and working with IBM.

Velezs mother, Annette Velez, says P-TECH, especially its college classes and public-speaking course, have helped her daughter grow as a student. She was a very timid child, she recalls. Now shes very open, loves talking, sharing ideas.

Karen Amaker, principal of Norwalk High School, in a P-TECH web design class. | Mark Peterson/Redux Pictures for Politico Magazine

Karen Amaker, has been the principal at P-TECH Norwalk since 2014, when it was founded as Norwalk Early College Academy and adopted the P-TECH curriculum. She says the model works for students like Velez and Tayjasanantour high flyers who are on that fast track and for the typical P-TECH student, who completes the program in 5 to six years. For those families for whom college wasnt necessarily in their plannot because they didnt want it, because they didnt see it as accessibleI think P-TECH makes that accessibility and opportunity very much visible. Most P-TECH Norwalk students go on to pursue a four-year degree, Amaker says, and some choose careers outside tech. For instance, a recent graduate, accepted into the Rhode Island School of Design, didnt finish the associates degree, but transferred her college credits to her new school.

The Norwalk school, one of four P-TECH schools in Connecticut, launched with state funding. When that dried up after a year, Norwalk Community Colleges then-president used discretionary funds to pay for the students free college courses. Now P-TECH receives an extra $1,000 per pupil from the Norwalk school district to help cover the cost. Pell grants also help, as does federal funding from the Perkins Career and Technical Education Act.

I think one of the biggest mistakes Ive seen in education is this trend to do away with technical skills, Amaker says. Instead, she says, schools need to help students to develop those skills, be that auto mechanics, computer science, [or] now culinary arts, and all the things in between. We have to move away from this cookie-cutter model of doing education as rote memorization and really think about project-based learning and design thinking.

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How Vocational Education Got a 21st Century Reboot - POLITICO

Friday, September 13, 2019 at 6:19 pm |Back to: Shared News

An artists rendering of the Royal Saint Lucia Turf Club

The first of 12 slots in the 2019 Pitons Cup, the feature race that will mark the launch of the Royal Saint Lucia Turf Club Dec. 13.

Hall of Fame trainer Todd Pletcher, owner Sol Kumin and EliTE sales and bloodstock agent Bradley Weisbord have teamed to purchase the first slot for $20,000 to guarantee their spot in the field for the $150,000 race, to be contested at a mile and an eighth on the dirt track.

The endorsement of Todd, Sol and Brad in securing a slot on top of the level of enquiries we have received since announcing the Pitons Cup has been beyond expectation, said Eden Harrington, director of the RSLTC. Todd, Sol and Brad are leaders in the American racing industry, they have records of excellence and confirmation of their involvement in Saint Lucia is exceptionally rewarding. Not only are they passionate racing fans, they raise the standard of competition and bring great awareness of Saint Lucia with them.

The slot holders for the Pitons Cup may enter a racehorse of their choice, ownership of one of 12 selected unraced 2-year-olds currently in training in Florida (inclusive of flights to Saint Lucia and pre-training costs in the US); and an entry for that horse in the $20,000 supporting feature.

For additional information, visit https://rslts.com/the-pitons-cup/.

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First Pitons Cup Slot Snapped UpFirst Pitons Cup Slot Snapped Up - Thoroughbred Daily News

Stephanie ByrdCo-OwnerThe Block

What her business does: The Block is a casual, gastropub-style dining restaurant on Woodward Avenue between Selden and West Alexandrine streets. She also manages the adjacent Garden Theater, an events space for wedding receptions and banquets.

How she got started: Byrd left Detroit to get a college education at Howard University in Washington, D.C., where she studied marketing and communications. She lived and worked in D.C. for most of her 20s in marketing at H&R Block and XM Radio. In 2013, she moved back to Detroit to join her family's restaurant business. Her father, Michael Byrd, is the longtime owner of Flood's Bar & Grille on St. Antoine Street, adjacent to the headquarters of Blue Cross Blue Shield of Michigan. Michael Byrd and his business partner, George Stewart, own all of the buildings on Woodward between Selden and Alexandrine, known as the Woodward Garden Block Development. In building out an 88-seat restaurant at 3919 Woodward Ave., a group of consultants convinced the Byrds to open an upscale restaurant in November 2013, during construction of the QLine streetcar track on Woodward Avenue. "That was definitely our valley, that time during QLine construction," Stephanie Byrd said. After less than two years, the Byrds pulled the plug on Grille Midtown. "We found the concept didn't work, so we rebranded to something much more casual," Byrd said.

In rebranding the restaurant, the father and daughter were initially at an impasse over the new name. "We were considering calling it Byrd House or Byrd something," Stephanie Byrd said. "Me and my dad had a little argument about it and he said, 'Just call it The Block.' He didn't think I would take it and run with it. But I did run with it."

Keys to growth: In her years of going to college and working in Washington, D.C., Byrd saw restaurants come and go in multiple cycles as a "fickle" base of patrons never became loyal to any one establishment. In Detroit, she's found that loyalty is everything after four years of running The Block with a neighborhood bar and grill vibe. "Folks really want that Cheers environment they want their bartender to recognize them by name," she said.

Advice to other restaurateurs: Understand your clientele and be ready and willing to make changes. Byrd acknowledges she and her dad were too "hands off" with the Grille Midtown restaurant in 2013 competing with other nearby upscale establishments like Selden Standard and Grey Ghost. "That was a learning experience for us," she said.

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Meet 10 black entrepreneurs on the rise in Detroit - Crain's Detroit Business

Like a lot of my pieces, this one came about as the result of a question. A member of the cycling industry Facebook group was pointing out how hard it is to find a new position in the bike business and asked, where have all the bike jobs gone?

I should point out this was not the form this question usually comes in, which is from a person outside the business who wants to get into the industry for the first time. I still hear that version a lot (and I bet you do too, if you've been in the business awhile). I even published an answer to it a few years ago with the help of industry recruiter Terry Malouf. But this question came from a long term industry professional with solid credentials and a stable history who is currently between jobs for what seems like an unreasonably long time.

So I started thinking about it, and came to three tentative conclusions. See if you agree.

1. Traditional industry sales are down

Make no mistake. Bicycle sales in units have been essentially flat for the past 20 years; increases in average selling price have not kept pace with the changing value of the U.S. dollar. Net effect is that an industry traditionally run on lean margins makes less money on bikes than ever. And of course, more and more of those sales are channeled outside the traditional bike shop channel, often to consumer-direct brands.

A couple months ago I mentioned Its the same pair of pants; were just shuffling the money around to different pockets. What I failed to mention is that those pants now have not just fewer, but smaller, pockets as well.

As I mentionedin this space a couple months ago, "The fundamental truth is that across all channels, adult bikes aren't putting any more real dollars into the industry today than they were at the end of the Clinton administration. It's the same pair of pants; we're just shuffling the money around to different supplier and retailer pockets." What I failed to mention at the time is that those pants now have not just fewer, but smaller pockets as well.

Traditional equipment categories (PA&R, and variations thereof) have had their profitability gutted by the effects of internet discounting; on the other hand, price increases, particularly on top-end equipment, have outpaced the rising cost of money, unlike bikes. But more of that money is leaving the traditional retail channel orders of magnitude more than with bicycles and all too often, the country itself. Overall, my feeling is that fewer consumer dollars are entering the traditional equipment market, and this impact is felt across all segments in the supply chain.

Point of all this being, fewer dollars coming into the channel means fewer jobs available.2. The industry is consolidating, and so are the jobs

Further to my point about pockets and pants, as companies consolidate, so do the overall number of available positions. At both the retail and supplier levels, fewer employees cover more lines or locations to generate the same number of dollars, and fewer total employees are needed.

The most notable exception is mechanics. While the total number of shop locations stays relatively constant (although they may be consolidating under fewer owners), new bikes and equipment are becoming increasingly labor (and therefore time) intensive to service. Think electronic shifting, suspension systems or e-bikes and their various complex subsystems. Now think about all the different proprietary formats for all these categories. As the installed base of sophisticated products grows while the overall labor pool shrinks, what happens to the value of highly skilled mechanics? Demand begins to exceed supply, that's what. In fact, being a high-end mechanic might just be the best form of job security in an increasingly insecure industry.

3. Growth comes from new product categories ... and new job descriptions.

As the industry consolidates, the middle always tends to fall out. Companies at the bottom just don't have the resources to hire new folks. And increasingly, we see the ones at the top larger and often more agile players are sourcing talent from outside the traditional industry recruiting pool.

The current generation of industry-leading brands were all founded by entrepreneurs working with landlines and fax machines. The mountain bike was born before the desktop computer and a full decade before the web browser.

There are relatively few sharp young people working the supplier help desk or retail sales floor nowadays who have formal training in digital marketing, for instance. It was the same with back end social media skills ten years ago. And ten years from now, young people will be bringing those and other skills with them when they enter the bike business. But for the time being, there are a lot of industry folks often smart, hardworking and ambitious lower and midlevel people getting caught in the middle. And that's a shame. But it's also the reality in which we find ourselves.

It's sometimes hard to remember that the current generation of industry-leading companies were all founded by entrepreneurs working with landlines and handwritten orders, sent over those landlines via fax machine. The mountain bike was born before the desktop computer and a full decade before the World Wide Web. The guys at the top don't have to keep abreast of the latest technology. But to stay on top, they have to hire people who do. And that's the way it's always been.

So, here's the bottom line. The bike industry job market is shrinking. But more importantly, it's changing, just as it always has. And hopefully, always will.

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Vosper: Is the cycling job market growing or shrinking? - Bicycle Retailer

The BCA Sales Academy is designed to be the place where entrepreneurs, business executives, and sales personnel at any level can gain solutions to sales problems that they have encountered but have not been able to solve before! In short, their own particular set of Unsolvable Sales Problems. Learn more

BCA Management delivers sales training and development services in New York that enable our clients to achieve real and lasting results.

After partnering with BCA Management, firms large and small throughout New York have learned how to consistently expand their sales, build client relationships, and regularly win against the competition!

We will teach you:

Contact BCA Management online or call (646) 786-8800 for a free sales training and development consultation.

Howard Berman is the Founder and CEO of Berman Consulting Associates. BCAs mission is improving overall corporate performance, with a focus on dramatically building sales management skills and the productivity of their sales teams. Mr. Berman has been a sales and marketing professional for over 40 years, during which time he has been responsible for the recruitment, training, and development of many hundreds of successful sales personnel. Along the way he has codified The 29 Natural Laws of Sales and The 22 Natural Laws of Sales Management respectively, and is the author of an upcoming book on these subjects

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Sales Training in New York - Berman Consulting Associates

If talent acquisition, development, and retention are top-of-mind for you as a sales leader, here are 40+ of the best sales training programs to check out!

High performers deliver as much as eight times the output of their peers, according to McKinsey. No wonder recruiters go ballistic trying to outdo each other in attracting the best professionals to create value for their companies.

After all, its a no-brainer that making do with average performers pins your brand smack at the center of irrelevance. Only a team of superb talent can move your business ahead of the competition.

The same calculus especially applies the sales team. Let loose a band of inexperienced, untrained, and desperate salespeople on the sales floor and you open up the floodgates of failure. In contrast, unleash a team of smart sales reps and success pours like rain.

And that is why training has become not only a competitive advantage but the primary driver of corporate excellence.

Data abound and offer solid proof:

Demand for sales development training will intensify as more and more companies opt to strengthen lead qualification.

Clearly, training will be a game changer for sales organizations in the years ahead. But choosing the best one for your team can be a tough nut to crack.

To make it easier for you, weve created a (not-so) shortlist of training companies that have been generating buzz across the industry. More importantly, theyre also generating significant value for the learners and companies who take their training programs.

Founded in 1990, Action Selling provides a broad range of training resources to hundreds of thousands of sales professionals.

The company was among the first in the industry to incorporate big data into its learning infrastructure, focusing on critical selling skills and the best ways to reinforce these proficiencies.

Advantage Performance Group connects with a three-pronged market: corporate leaders, sellers, and businesses.

The companys products and services align with these audiences. For sales reps, Advantage provides learning experiences for every role on diverse topics such as sales negotiation, customer empathy, task prioritization, emotional intelligence, and B2B sales acceleration. Advantage is part of the BTS Group.

Driving your sellers to change behavior and lift performance is never easy. Good thing Altify mastered the process, offering a proprietary and proven approach for full sales team transformation.

Altify builds the matching enterprise support and trains everyone on the team how to maximize the benefits of an improved sales effectiveness.

Need a sales team for a startup or a rapidly growing business? AltiSales specializes in helping businesses design, improve, and scale top-notch sales organizations.

AltiSales can build a team from scratch, add highly skilled talent to your existing team, or partner with you to train your sales team for optimal performance.

With customers gaining control of the sales process, salespeople need to adapt and grow opportunities through empathy and authenticity.

Incidentally, these are the crucial areas Ariel focuses on. The training firm provides holistic solutions that blend technology and experiential learning. Programs include

ASLAN promises to hyper-customize its training solutions for each organization and learner.

The companys training solutions aim to transform sellers into sales professionals who can orchestrate the desired outcomes for both buyers and vendors. Among other offerings, there are robust training programs for inside sales, field sales, telesales, and sales coaching for managers.

Brian Tracy is among the most widely quoted sales guru on the planet.

Aside from writing books and delivering keynote speeches, the bestselling author also offers training programs designed to help you learn how to walk the talk. One of the more notable training programs in his library include 21st Century Sales Training for Elite Performance.

Its a three-month virtual course that teaches you how to win every stage of the selling process: from B2B sales prospecting to renewals.

Focusing on the human side of selling, BTS is a global community of more than 600 all-star performers in six continents from the field of sales, business, education, sports, and real life.

BTS focuses on strategy execution and promises to help your business get things done through innovative training, immersive experiences, and needle-moving results.

Their BTS Sales Practice solution trains professionals in skills such as negotiation, account strategy development, value communication, and customer empathy.

Carew International provides end-to-end support in sales training, leadership development, and customer service.

Precisely aligned with each specific customers sales goals, Carews top-tier training programs go beyond information transfer to an organization-wide behavioral change. Some of the courses offered include:

Formed in 1926, the Cegos Group helped pioneer the modern skills development industry and currently trains 250,000 people annually in 50 countries.

A leading driver in learning innovation, the training giant supports organizations in implementing their growth and transformation strategies.

Their E-Learning and In-House training solutions provide skills development in areas such as:

Promising high performance through cultural and behavioral transformation, Cohen Brown provides specialized consulting and training services.

The companys courseware and solutions are used in more than 50 countries and have been translated in 15 languages. Courses include:

Corporate Visions provides innovative selling solutions that match the changing dynamics of business and buyer experience. The companys solutions will help your team Create, Elevate, Capture, and Expand value at every stage of the selling cycle from lead generation to customer success.

Through skills training, your people will gain the ability to keep pipelines full and flowing, build winning proposals, and improve deal profitability and lifetime value.

Taking a company name that clearly articulates its core value, CustomerCentric Selling (CRC) designs sales courses and provides training workshops based on a buyer-driven sales dynamic.

The companys three-and-a-half day instructor-led training workshops can be customized for the needs of each specific team or organization. Skills targeted include:

Known for its simple yet impactful training approach, DoubleDigit Sales partners with organizations to customize effective training solutions.

Some of its courseware include:

DSG collaborates with businesses to design practical, tailored, and effective playbooks in the areas of strategy, messaging, process, and coaching.

These playbooks can then serve as the core training assets businesses deploy to drive learning and mastery of its messaging techniques for:

Factor 8 is sales training built by sales leaders. Curriculum focuses on how to book appointments, add value, land and expand new business and none of it with the luxury of a face to face appointment or lots of time and attention from decision makers.

As soon as reps learn new tactics, they hit the phones to try, coach, win & repeat. Most training days have higher activity and results than regular sales days. Then Factor 8 trains your managers how to coach and keep the skills alive and grants the entire team access to The Sales Bar ongoing training, scripts, audio samples, and coaching guides to keep skills improving after training.

Serving clients in more than 150 countries and 30 languages, FranklinCoveys Sales Performance solutions can be delivered in many formats, including:

Skills and topics covered include boot camps for sales leaders, customer success, lead qualification, and deal closing.

GP Strategies was founded in 1966 to provide best-in-class performance improvement solutions across 16 industries around the world.

Its eLearning, technical, and sales training solutions aim to transform people and processes to deliver efficient and maximum performance.

Fully scalable, GP Strategies skills training programs can be easily integrated into your specific industry, business model, sales culture, process, strategy, and branding.

Impartas training content has been translated into more than 30 languages and delivered to ambitious sales teams across all industries in more than 60 countries. Its clientele includes some of the best known brands on the planet such as Intel, Telefonica, Canon, and the WPP Group.

Impartas sales training solutions are modular and highly customizable to match each organizations selling environment, challenges, and needs.

You can choose a single hyper-specific course such as consultative selling skills or opt to build a comprehensive learning infrastructure such as your very own Sales Academy.

IMPAX helps B2B companies achieve high performance and drive growth by providing a full stack of training and consulting solutions. With more than three decades of servicing clients, IMPAX deliver its learning programs via onsite workshops, public seminars, and self-paced online courses.

Its sales skills programs cover various areas such as:

As its name implies, Integrity Solutions goes beyond merely building skills to transforming the behavior and mindset of sales professionals into their utmost best.

The consulting firm partners with clients in filling the pipeline, retaining existing customers, and growing revenues by helping businesses deliver meaningful and authentic value to their customers.

Janek provides sales training and consulting services designed to elevate team performance, orchestrate measurable outcomes, and deliver significant ROI for its clients.

In partnership with clients, the companys continuous learning and knowledge reinforcement solutions establish hyper-productive individual and organizational behavior.

John Barrows training programs help small startups and enterprise-scale companies drive rapid growth. Some of Johns clients include global brands such as Salesforce, GE, Tableau, LinkedIn, Box, and Forbes.

Learning programs come in three packages:

Training modules are available for both teams and individuals.

Serving clients in five continents and across 200 sectors, Kurlan & Associates provides tailored training solutions that follow three simple steps:

Among the firms more popular learning programs, Live Online Sales Training is a 12-week course that teaches sellers how to have better conversations and close higher-value deals.

Mandel Communications enables people to deliver high performance by providing focused training on the different aspects, uses, and impacts of communication.

The idea behind Mandels award-winning approach is simple:

Mercuri International provides innovative training solutions and impactful learning experiences to countless individuals and around 15,000 organizations in 50 countries and in 30 languages.

In building tailored learning solutions for its client, Mercuri follows a five-step method: Analyze, Design, Train, Change, Consolidate. The company offers blended learning and impact training on a broad range of areas and selling skills.

Miller Heiman is a global organization serving individuals and organizations around the world with game-changing technology and a broad range of training courses.

The Miller Heiman Group Academy offers the companys top-notch signature courses:

New Velocity is a comprehensive sales training platform that provides ongoing, online, and onsite learning experiences.

The companys curriculum centers on four sales pillars:

New Velocity caters to businesses of any size from small startups to global leaders such as Google, SAS, and Oracle.

This award-winning training provider offers a proprietary approach to achieving selling success.

Serving hundreds of thousands sales professionals in more than 70 countries, RAIN Group designs training programs not only to build skills but to drive behavioral change.

The company partners with clients to uncover opportunities, accelerate processes, and engineer growth. RAIN Groups learning library provides a comprehensive range of courseware for every stage in the selling cycle.

Using a holistic, science-backed approach, Revenue Storm provides training, coaching, and consulting services that are designed to transform your team.

The company aims to wean businesses from being too dependent on buyer-initiated purchases, and to enable them to proactively create demand. Revenue Storm partners with clients to build tailored learning, tracking, and coaching solutions.

Richardson partners with some of the best known global brands to identify and understand the specific selling skills and behaviors needed to deliver the best sales outcomes.

Now that they know the secret sauce to selling success, theyve built a robust and impactful learning curriculum designed to reinforce those skills and behaviors in aspiring sales professionals.

Designed to equip learners for the next levels of excellence, all training programs can be customized and fine-tuned for each unique organization and seller.

Sales Hacker develops, curates, and partners with industry leaders to provide actionable learning resources and organize ground-breaking events for B2B sellers.

Known for hosting next-gen, market-moving conferences, Sales Hacker also publishes thought leadership content.

SPI helps businesses achieve dramatic growth by enabling sales teams with the tools, tactics, and training they need to sustain excellence.

The company implements flexible instructor-led learning and a performance development platform to transform seller behavior. More than a million professionals and 600 global clients in 50 countries have used SPIs training solutions.

SRG enables individuals and organizations to achieve optimum sales performance using customized skills development programs.

Some of the companys courseware include programs for improving:

With more than five industry-blazing decades already under its belt, Sandler Training continues to provide innovative insight into the world of selling excellence.

The companys learning methodology pioneered the concept of reinforcement training which remains a crucial component of the most effective sales training programs on the market.

A steady stream of fresh content and actionable courseware make the Sandler Training library one of the most popular destinations among sales practitioners.

The Sandler Selling System is embraced by B2B organizations of any size from small companies to Fortune 500 enterprises.

The Brooks Group designs and delivers award-winning sales training courseware for B2B professionals.

Formed in 1977, the company is known for introducing IMPACT Selling, a results-driven selling approach based on decades-long research and validation.

The six-step process has been taught in more than 350 industries. The IMPACT Sales Team Training workshop can be delivered onsite, online, or both.

Founded amid dramatic shifts in the buying process, The Harris Consulting Group delivers skills training and tailored learning experiences that help sales teams grow their revenue.

The company partners with clients to assess unique situations and build matching and scalable sales training solutions for unique needs. Tracing its roots in the SaaS B2B sector, Harris Consulting focuses on:

Clients include small businesses, mid-market companies, and enterprise-scale corporations.

Because there is no one secret to sales success, Tyson Group believes that achieving high performance and sustainable growth through team training involves a four-step process:

And that is exactly what Tyson Group does best:

Value Selling Associates is the highly acclaimed and multi-awarded sales training provider which created the ValueSelling Framework. This is a sales acceleration formula used by startups, mid-sized businesses, and Fortune 1000 corporations.

At the core of the framework is the idea that selling on value instead of price actually works. The ValueSelling training program blends:

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40+ of the Best Sales Training Programs to Turn Your Team ...