Opportunity Data helps employers determine whether a persistent hiring need is caused by training supply, turnover, credential mismatch, geography, program capacity, or funding, and identifies where a durable solution can be built.
We connect your demand to the occupations, skills, programs, institutions, credentials, and public funding systems that decide whether a workforce strategy can work.
Discuss a talent-pipeline problemA large number of open requisitions can mean growth. It can also mean turnover, geographic mismatch, too little training capacity, or credentials that do not match how you actually hire. Each cause calls for a different investment.
Building a new training program will not fix a retention problem. Recruiting harder will not fix a region that produces forty completers for four hundred openings. An employer-recognized certification will not create a pipeline unless workers can reach the training, afford it, and carry the credential somewhere that counts it.
Money spent on the wrong constraint buys a program nobody needed. We identify the constraint first.
A fixed-scope engagement for employers with recurring hiring needs, planned expansion, or a workforce strategy that has not produced enough qualified candidates. Five components, one integrated answer.
Working from your hiring information and public employment projections, we define the roles, competencies, locations, and volumes involved, and separate durable growth from replacement demand.
Using public postsecondary data, we identify the colleges, programs, credentials, enrollments, and completions connected to your workforce need, including markets where hiring happens without job postings.
We determine whether existing programs teach the required competencies, whether industry certifications can be embedded, and where your requirements and academic programs diverge.
We assess whether employer-aligned training fits an existing college program and whether eligible students may have access to federal student aid, Workforce Pell, state workforce funding, or other public support.
We identify the regions and institutional partners with the strongest combination of demand, existing program capacity, implementation readiness, and funding opportunity.
Everything is built to support an investment decision, a partnership, or a pilot, delivered in four parts.
This is not another general labor-market report. It is a direct answer to three questions:
The assessment ends with your leadership able to say:
For employers ready to act, we design a pilot with selected colleges, industry partners, or regional workforce organizations: the initial occupation and market, an existing program that can move quickly, employer competencies mapped into the curriculum, certifications structured to carry academic value, partner responsibilities, and an outcomes framework.
Where possible, we start with established programs that already have students, faculty, institutional approval, and performance history. That is faster and more durable than building a stand-alone program from zero.
For employers and industry groups operating across markets, we maintain an ongoing view of occupational demand and projected openings, growth versus replacement demand, relevant colleges and programs, graduate and credential supply, state workforce priorities, public-funding eligibility, published completion and earnings outcomes, and geographic gaps in training capacity.
Built from public data, updated on official release cycles. Reusable decision infrastructure, not a one-time presentation.
The assessment fits organizations facing situations like these:
We work with enterprise employers, technology-platform companies, healthcare systems, manufacturers, logistics operators, industry associations, employer coalitions, economic-development organizations, and consulting firms that need specialized program-level analysis.
Most workforce analysis stops at occupations and job postings. Postings show what employers advertise. They do not show whether the relevant training exists, whether credentials carry academic credit, or whether public funding can support the pathway. We continue to the program level.
Some labor markets barely post at all. In construction and agriculture, hiring moves through crews, seasons, contractors, and word of mouth, so postings-based tools undercount the market itself. We have estimated labor supply in these hidden markets directly from public employment data, measuring jobs that never appear in a postings feed.
That record is published, verifiable analytical work: open methods, public data, documented assumptions. An engagement applies the same infrastructure to your specific roles, regions, and partners.
A full review, not a postings feed. Our assessments connect public statistical data on employment, projections, earnings, programs, and completions with state policy instruments, published institutional program information, and your own hiring data, integrated into one review of demand, training supply, credential alignment, and funding. Where a question cannot be answered from the available evidence, we say so.
Tell us the role, region, credential, or recurring hiring need you are trying to address. We will determine whether the constraint is training supply, retention, credential alignment, geography, program capacity, funding, or some combination, and identify the most viable path forward.
Useful to include: your organization and industry, the role or credential involved, the geography, approximate hiring need, current training or education partners, and a short description of the problem.
Opportunity Data provides research, analysis, and implementation strategy. Legal, accreditation, and federal financial-aid determinations remain the responsibility of the relevant institutions and authorities.