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Denver A ‘Rising Star’ For Rapid Growth In Tech Jobs Amid Pandemic
Denver has emerged as a rising star in the battle of the tech hubs, part of a trend of remote work ex panding some urban opportunities that’s happening alongside the continuing dominance of coastal superstar cities.
While established locales like San Francisco, Seattle, New York and Austin, Texas, continue to rule the tech employment sector, Sun Belt and Heartland cities like Denver and Dallas also have seen a significant surge in tech jobs over the past five years, a study by The Brookings Institution found.
In 2020, amid the coronavirus pandemic, tech sector employment growth slowed in the biggest, most dominant tech centers while nearly half of the nation’s 83 other large metro areas saw their rates increase. Overall, nine rising star cities — Denver; Atlanta; Dallas; Miami; Orlando; San Diego; Kansas City, Missouri; St. Louis and Salt Lake City — increased their share of U.S. tech job postings from 14.5% in September 2016 to 16% at the end of 2021. The report found that Denver, along with Miami, had particularly vibrant growth in hiring ads during the Covid-19 pandemic and added tech jobs at an annual growth rate in excess of 3%. Tech sector employment in the Denver-AuroraLakewood metro area grew from about 50,000 in 2015 to 64,000 in 2019, and despite the ongoing challenges of the pandemic, Denver’s tech employment continued to rise at a steady pace from 2019 to 2020, climbing 4.6% to around 67,000. The metro area has proven its ability to attract tech talent. Commercial real estate and investment firm CBRE’s 2021 Scoring Tech Talent report ranked Denver No. 12 overall in tech talent across North America based on an analysis of 13 metrics ranging from tech graduation rates, tech job concentration, tech labor pool size, and labor and real estate costs.
moving to the city, and that local employers have been able to keep tech wages competitive, with an average pay of $107,481 ranking ninth highest in North America.
Still to be seen is whether the shift to remote work during the pandemic will have a long-term effect on the geographic shift in tech employment. Some large tech employers such as Google are asking some employees to return in-person, with Google planning on a hybrid work week involving two days remote. Brookings cited forecasts that show that work patterns at least in the near future will likely follow a hybrid pattern requiring that tech workers appear in-office two or three days a week, limiting their ability to fully exit from established hubs.
The U.S. Department of Labor recently reported that one-third of companies increased remote work for some or all of their employees during the pandemic, and that 60% of those companies expect to make those changes permanent after the pandemic ends.
But Brookings said that while more widespread acceptance of remote work in the tech sector over time could lead to greater dispersion of workers and tech activity, and the shift to remote work during the pandemic may have played a slight role in job growth in the rising cities, the flow of workers away from high-cost metro areas has been modest thus far and does not seem to forecast a wholesale decentralization of tech. By Anne Stych – Staff Writer, Bizwomen Leadership on Point: Managing through the Generational Divide
It’s hard to keep them all straight – the Silent Generation, baby boomers, Gen Xers, GenZers, baby busters, millennials, iGen, Gen Alpha. Regardless of what you call them, or who falls into which generation, the issue is the same. How do we lead multiple generations in the workforce with different values, work styles and motivations?
I am increasingly working with manufacturing companies in need of navigating culture issues that arise from a multi-generational team. Those leaders who understand the differences each generation brings to a workplace can learn to create a culture where all generations flourish together. Joe Yanda, a Gen Xer at 45 years old, is CEO of Lakeside Foods—an industry-leading producer of frozen and canned vegetables in Manitowoc, Wisconsin. He stepped into the CEO role in May 2021 and is the fourth generation of family members to run the company. Joe, who is one of our clients, is challenged with both managing older generations on the board, and the younger ones in the workforce.
“I personally love engaging a broad range of generations for key discussions about where the company is heading and how the culture feels,” Yanda told me. “I get a kick out of hearing their perspectives because they are so different from my own.”
What Are the Major Differences Between Generations?
to the hierarchy and chain of command. Younger generations don’t understand the traditional hierarchy within a company, something Yanda has observed. They wonder why they have to start out in a cubicle and work their way up the ladder to a large office with a nice desk. “It doesn’t make sense to them and it’s not what motivates them,” said Yanda.
“In the past, employees would also be hesitant to come to me as the CEO with concerns or questions. Now I see a lot of younger employees coming to me directly if they have a concerns and questions.” Indeed, that can be hard for their managers and others who feel the chain of command is important to follow and a rite of passage to be able to talk to the CEO directly.
Desired Culture & Workspaces: There are also differences in what is desired in the culture, including the office space. “The younger generation has such a different perspective of even the office space they would like to have versus a baby boomer or Gen-X’er,” explains Yanda. “They want flexibility in where they work, how they work and even the furniture they work in. As we redo our office space, we need to take all of these perspectives into account.”
Work-Life Expectations: Perhaps one of the most challenging differences to navigate is that younger generations are often described as not as “loyal” to their company as previous generations. However, what if this was not really about loyalty at all, but more about the expectations younger generations have about the work experience? This difference often gets labelled as a lack of loyalty, which misses the bigger picture.
Younger generations also have different expectations about work-life balance and the amount of flexibility that is offered to them.
In terms of the evolution of organizations, expecting, or even forcing, more flexibility is not a bad thing. These are positive shifts in an organization’s evolu-
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tion. It’s easy to label younger generations as “difficult” or “less loyal” when in reality they are helping us grow and change our companies for the better. Perhaps they are only less loyal when viewed through the lens that is the mindset of older generations. They are redefining what loyalty means at work.
Having multiple generations in a workforce is an opportunity to grow an organization’s collective thinking and capabilities. Younger people challenge the status quo of the longer-tenured employees. In return, more experienced employees have a lot to offer to younger generations. Leaders can’t expect only one generation to change to suit the needs of the other. It has to be a give and take if the entire organization is going to benefit.
At Lakeside Foods, “Our oldest employee manages our youngest employee and does a fabulous job,” says Yanda. “This manager is the textbook example of how to be open and listen and make others feel empowered, heard, and that what they are doing is important. It’s partly his personality, but he also places a high value on mentorship and passing his legacy on to the younger generation.”
The principles for managing multiple generations are really the same principles of good leadership. We have to be flexible, create meaning, resolve conflicts constructively, and be willing to listen to each other. Lakeside Foods embarked on its cultural journey after its leadership found “some of the older workers were having trouble managing some of the younger employees and having them feel valued and heard,” Yanda said. “They had different values and motivations.”
At Lakeside, like at many long-standing manufacturing businesses, working overtime and “doing whatever it takes” is a badge of pride. Legacy employees are accustomed to forfeiting their personal lives during the summer vegetable pack season. However, the younger workforce is not willing to do that and feels there is “something CompactFootprint wrong with it.” This can lead to tension between the different generations. It’s easy to think the other one is LKMetrology'sALTERACcoordinate wrong. The managers and supervisors who make it work measuringmachineisperfectwhenfloor spaceislimitedoronlyavailableata premium are willing to be flexible and work through conflicts constructively. “The conflict forces us to innovate, change and adapt,” said Yanda. IntegratedTech For example, this year for the first time, plant leaders Mul�-sensorTechnology IntegratedcontrollerandPCaretuckedaway killed a sacred cow and were willing to look at different Tac�le,op�cal,andlasersensorsare undertheCMMgranitetable,withop�onal monitorandkeyboardarmavailable schedules for different individuals. It complicates the process, but they realized it was essential to meet the integratedintoasinglemeasurement pla�orm needs of the workforce. They are also looking at how to automate parts of the process that have never been Contactustodayat (810)263-6100 or sales.us@lkmetrology.comautomated in the past. In a company, and an industry, where process and efficiency is king, they are having to reinvent they way they run their manufacturing operation in order to adjust to different generational needs. By: Carolyn Hendrickson
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Autoliv To Collaborate With Polestar On Groundbreaking Climate-Neutral Car
Autoliv, Inc., the worldwide leader in automotive safety systems, announces its intent to collaborate with Polestar in its industry-leading initiative Polestar 0. The goal is to develop a truly climate-neutral car by 2030.
The “Polestar 0” project unites companies across the automotive supply chain to leverage innovation and collaboration to address the climate crisis and change the view of how to manufacture cars in a sustainable way. The collaboration is in line with Autoliv’s commitment to be the first automotive safety supplier to become carbon neutral in its own operations by 2030 and aim for net-zero emissions across its supply chain by 2040.
Autoliv and Polestar intend to research and develop technology aiming at finding climate neutral solutions and innovations related to automotive safety such as pyrotechnics, textiles, and new generations of materials for airbags and seatbelts.
Ogden Boasts Biggest Tech Growth In Utah As The Industry ‘Decentralizes’
a handful of mostly coastal cities and urban areas.
But that’s beginning to change according to a new report from the Washington D.C.based public policy think tank Brookings Institution.
It tracked the growth and change of the tech sector, defined as a group of “advanced industries” such as computer equipment manufacturing, software publishing and data processing.
Researchers say the changes seem to be driven by the pandemic and rise of remote work. The report found job growth has slowed in some of the biggest tech “superstars” like the Bay Area and Seattle and increased in other midsized and smaller markets, including “smaller quality-of-life meccas and college towns.
One of the beneficiaries is Ogden, which had a 7% increase in tech-related jobs between 2019 and 2020, the report found. That’s more than any other region in the state.
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L3Harris Is Developing Missile Warning And Missile Defense Capabilities To Address Today’s Rapidly Evolving Threats
As quickly as technologies advance worldwide, global threats continue to rapidly increase. Missile capabilities have expanded, with continued and accelerated development of long-range and ballistic missiles. Of increasing concern, however, is the development of a new generation of missile technology.
Within this new generation of missile technology exists the potential for hypersonic glide vehicles, which are highly maneuverable and travel at speeds exceeding Mach 5, making them extremely difficult to detect.
“Hypersonic glide vehicles do not follow the same deterministic trajectory as preceding ballistic technology,” said John Holder, Missile Warning and Defense (MWD) Chief Systems Engineer, L3Harris. the missile would land based upon initial launch trajectory information, are no longer viable options.“Beyond their high maneuverability, low heat signatures during various phases of flight make the missiles very hard to detect through the atmosphere from space,” Holder continued.
Developing an architecture and technology that address these threat capabilities (both current and projected) has been the primary focus of the L3Harris MWD team.
L3Harris has an extensive, 60-year history in the design, build and test of both geosynchronous and low earth orbiting weather and climate instruments. Among these are the Advanced Baseline Imager (ABI) instruments, which are the most sophisticated meteorological imaging instruments ever built for operational weather forecasting.
