Workforce Development
More than a year ago, the KCALSI did a workforce survey of the roughly 200 life science companies in the area, and what the survey revealed was that nearly 90 percent of those employees had a two-year technical degree or above and more than 70 percent had at least a bachelor’s degree.
“Education is really the key for the initiative,” said Duncan. “When you get right down to it, if we don’t have thepeople we’re not going to be successful.”
UMKC’s Baumann saw the irony in the fact that even institutions like UMKC that develop researchers have the same problem of finding researchers to work in their laboratories that businesses do.
In this regard, universities are not unique. “We have needs at multiple levels,” said Lisa Woolery of Quest Diagnostics. “We struggle finding the talent that we need.” In fact, the shortage of available workers has slowed some of Quest’s growth plans.
Drees sees workforce developmentas a “critical part” of UMKC’s mission. This mission has a broad sweep, ranging from a partnership with the Kansas City School District on the development of math, science and reading skills to the training of entrepreneurs through the Bloch School.
“It’s critical that we engage in programs that start early,” said Angela Kreps, president of KansasBio, a not-for-profit that serves as the voice of the bioscience industry and research institutions in Kansas. Given talent development needs that range from healthcare workers to researchers to entrepreneurs and investors, Kreps believes it essential to make even kids in grade school aware of potential opportunities in bioscience.
“When you start young,” agreed Robin Rusconi, “they can understand that there is this breadth of occupations and that they are all critical.”
Lauren Shelton of CRB has perceived a reluctance among some researchers to come to the Kansas City region because of a perceived lack of available industry jobs after they finish a post-doc or fellowship. “Perhaps it’s an issue of advertising our local industry,” she suggested.
Nick Franano agreed with Shelton’s observations. What has helped Proteon in its recruitment is the Stowers Institute. “We just go to Stowers when we need someone and find the best post-doc we can find who likes Kansas City, is finishing up their post-doc, and wants to stay.”
As Franano added, however, if the area does not have early-stage, mid-stage and established bio-tech companies, it will lose the advantage that Stowers gives it.
“I think that’s the key to it,” said Biskup, “is keeping them here.” The Mid-west work ethic and the “technical science mentality” that is part of the area’s farm heritage makes this a good region to develop employees. The challenge is to “make enough opportunities” to keep them here.
To coordinate recruitment to and in the area, KansasBio has launched a program called “Come Home to Kansas.” The program makes it easier for jobseekers to find the jobs and opportunities that are available here.