Employers must simultaneously plan for modest growth in new roles, while also addressing backfilling needs due to retirements, career changes, and migration out of state. At the same time, emerging technologies like generative AI are reshaping job functions and skill requirements—particularly in critical roles such as software development, cybersecurity, and IT support. MnTech sought a comprehensive, data-driven view of these dynamics to guide statewide workforce strategies.

Solution
MnTech partnered with RealTime Talent to conduct a deep analysis of IT labor market supply and demand across Minnesota. The State of Tech Talent 2024 report provided:

Forecasts of IT job openings over the next five years, with a focus on 10 priority occupations.

Detailed supply–demand gap analysis for four key roles: Software Developers, Computer User Support Specialists, Computer Systems Analysts, and Information Security Analysts.

Results
The State of Tech Talent 2024 report equipped MnTech and its partners with clear, evidence-based insights to inform workforce development planning. By spotlighting where demand will outpace supply, the analysis provided a roadmap for addressing both immediate hiring challenges and long-term structural shifts.

Employers project significant hiring needs for technicians, engineers, machinists, and industrial production managers, yet the state’s education and training programs are not producing enough graduates to meet demand. Award gaps in critical programs, combined with already low applicant volumes, create immediate risks to expansion plans. GreaterMSP and industry partners needed a clear, data-driven picture of workforce strengths, shortages, and opportunities to prepare for state and federal CHIPS funding.

Solution

GreaterMSP engaged RealTime Talent to conduct a comprehensive Talent Supply and Demand Gap Analysis of Minnesota’s semiconductor industry. RTT developed baseline forecasts, modeled expansion scenarios, and compared projected talent demand with anticipated supply from higher education programs and workforce pipelines. Using a modified Origin-to-Gateway-to-Target Occupation model, RTT mapped career pathways into core semiconductor occupations and identified the most critical education and reskilling gaps. The report highlighted both immediate shortages and long-term workforce strategies needed to sustain and grow the industry.

Results

The analysis provided a clear view of Minnesota’s workforce readiness and highlighted the urgency of coordinated action across education, workforce, and industry partners. The report helped position Minnesota employers—including Polar Semiconductor and SkyWater Technology—to successfully secure major CHIPS grants for facility modernization and expansion. Employers and policymakers now have actionable insights to guide talent pipeline development, reduce award gaps, and strengthen recruitment and retention strategies. With this foundation, Minnesota is better prepared to sustain its semiconductor industry and compete nationally.

Because our reports contain sensitive market intelligence and competitive insights, we do not disclose company names or project details. Our clients range from some of the largest Minnesota employers in healthcare, IT, construction, and financial services to smaller firms and employer associations. Across every engagement, our goal is the same: to provide trusted, data-driven insights that inform strategic workforce decisions.

Challenges

Assessing talent availability when considering site relocations or entering new markets. Developing talent attraction strategies for hard-to-fill or high-demand roles. Conducting supply-and-demand analyses for key occupations. Performing demographic benchmarking to inform diversity and inclusion goals. Comparing local workforce conditions against competing regions or national markets. Without customized, market-specific analysis, employers risk basing critical business decisions on incomplete or generic data.

Solutions

Clarifying the specific problem and decision the employer is trying to solve. Designing and conducting in-depth, customized labor market research. Producing comparative analyses across markets, demographics, or occupations. Providing action-oriented insights tailored to each organization’s goals. Translating complex workforce data into clear decision-making tools for leadership teams. Every engagement is unique, designed to address the client’s specific workforce strategy questions rather than providing off-the-shelf data.

Results

By grounding decisions in rigorous, customized research, employers strengthen confidence in their strategies and accelerate action planning. Ultimately, RealTime Talent equips private-sector organizations to anticipate workforce challenges and align talent strategies with their broader business goals.

With over 60 occupations requiring a CDL, competition for talent was intense. Snowplow and road maintenance operations were at risk due to unfilled positions. Employers realized the issue wasn’t just attracting applicants—it was about improving the hiring process itself.

Solution

RealTime Talent partnered with three major public works employers and used the U.S. Chamber Foundation’s Talent Pipeline Management® framework to analyze hiring practices. By mapping out recruitment funnels, they identified where applicants were dropping out of the process. The team focused on 10 high-need, entry-level CDL roles and built shared metrics to assess and improve hiring efficiency. This collaborative approach gave each employer insight into their own bottlenecks and how they compared to peers.

Results

Employers uncovered key areas to cut training costs and connect more effectively with CDL trainees. By shifting focus from more job ads to smarter recruiting strategies, they’re seeing improved candidate quality and lower cost per hire. Each department is now taking targeted actions to streamline hiring and meet critical staffing needs. RealTime Talent’s process turned data into meaningful change.

Despite available training programs, fewer than half of participants entered the CNA workforce. The shortage strained providers already facing growing demand for older adult services. Employers needed a coordinated strategy to improve both recruitment and retention outcomes.

Solution

RealTime Talent launched Minnesota’s only Long Term Care Talent Pipeline Management® (TPM) Collaborative, supported by Medica Foundation, to address these workforce challenges. The initiative brought together employers, training providers, and community organizations to design a tuition-free training model with wraparound supports and early job offers. It focused on aligning training with real-time employer needs and increasing participation from underrepresented communities. Employers collaborated to identify pain points and share best practices across the sector.

Results

The program has led to more efficient recruitment processes and lower cost-per-hire. Employers report clearer career pathways for CNA candidates and stronger alignment between training programs and job requirements. Collaboration across organizations has improved significantly, helping the sector respond more effectively to workforce needs. The TPM approach created a sustainable model for talent development in long term care.

Onboarding processes were inefficient and costly, particularly for employers who had to retrain staff each time they changed jobs. Mismatched training pathways left workers either underprepared or overqualified for available roles. Employers needed coordinated solutions to reduce barriers and meet rising demand for mental health services.

Solution

RealTime Talent formed a collaborative of eight employers using the Talent Pipeline Management® framework to co-design solutions with preferred training partners. Together, they worked to streamline onboarding by developing a shared training model through a local community college. The collaborative also aligned 2- and 4-year degree programs with real-world job requirements and created “Earn & Learn” apprenticeship pathways. These solutions focused on reducing inefficiencies, improving access, and building career pathways that support both employers and workers.

Results

The initiative has reduced onboarding costs, lowered vacancy rates, and strengthened alignment between education and workforce needs. New training models allow employees to earn wages while pursuing credentials, improving both access and retention. Employers benefit from more consistent preparation among new hires and a more efficient use of training dollars. The collaboration has laid the groundwork for long-term improvements in workforce planning and career mobility in the mental health sector.