Tag: workforce

  • Higher education must include valuable workforce experience and training that helps students secure meaningful jobs

    Higher education must include valuable workforce experience and training that helps students secure meaningful jobs

    by Bruno V. Manno, The Hechinger Report
    November 10, 2025

    This fall, some 19 million undergraduates returned to U.S. campuses with a long-held expectation: Graduate, land an entry-level job, climb the career ladder. That formula is breaking down.  

    Once reliable gateway jobs for college graduates in industries like finance, consulting and journalism have tightened requirements. Many entry-level job postings that previously provided initial working experience for college graduates now require two to three years of prior experience, while AI, a recent analysis concluded, “snaps up good entry-level tasks,” especially routine work like drafting memos, preparing spreadsheets and summarizing research.  

    Without these proving grounds, new hires lose chances to build skills by doing. And the demand for work experience that potential workers don’t have creates an experience gap for new job seekers. Once stepping-stones, entry-level positions increasingly resemble mid-career jobs. 

    No doubt AI is and will continue to reshape work in general and entry-level jobs in particular in expected and unexpected ways. But we are not doomed to what some call an “AI job apocalypse” or a “white-collar bloodbath” that leads to mass unemployment. There are practical solutions to the experience gap problem when it comes to education and training programs. These include earn-and-learn models and other innovative public and private employer partnerships that build into their approaches opportunities for young people to gain valuable work experience.  

    Related: Interested in innovations in higher education? Subscribe to our free biweekly higher education newsletter. 

    Before I describe these potential solutions, here is more information on how I see the problem.  

    The Federal Reserve Bank of New York reported that in March 2025, the unemployment rate for college graduates ages 22 to 27 was 5.7 percent, compared to an overall unemployment rate of 4.0 percent. Other than the temporary pandemic-related spike in 2021, that was the highest unemployment rate for new grads since 2014. More recently, the Fed’s August 2025 unemployment rate for recent college graduates was 1 percentage point higher than its overall unemployment rate of 4.3 percent.  

    The experience gap phenomenon is not limited to the tech sector. In 2019, 61 percent of AI-related job postings were in the information technology and computer science sector, with 39 percent in non-tech sectors, labor analytics from Lightcast show. By 2024, the majority (51 percent versus 49 percent) of AI-related job postings were outside the tech sector. 

    The cumulative effect of all this is apparent. The hollowing out of entry-level work stalls mobility across the labor market, leaving many college graduates stranded before their careers can even begin. Moreover, these changes cut to the core of higher education’s promise.  

    If graduates can’t secure meaningful jobs, confidence in higher ed falters — one reason why it should come as no surprise that 56 percent of Americans think earning a four-year degree is not worth the cost, a March 2023 Wall Street Journal-NORC poll found, compared with 42 percent who think it is, a new low in a poll first administered in 2013. Skepticism was predominant among those ages 18 to 34, and college degree holders were among those most skeptical.  

    Related: As more question the value of a degree, colleges fight to prove their return on investment 

    The collapse of entry-level jobs isn’t just a cyclical downturn. It’s a structural shift. Left unchecked, this dynamic will deepen inequality, slow social mobility and further undermine faith in higher education. 

    As I’ve said, solutions exist. Here are five that I believe in: 

    Apprenticeships and other earn-and-learn models: Earn-and-learn apprenticeships are a promising, direct solution to the experience gap. They combine paid work with structured training and provide years of experience to college students in those jobs. Sectors from tech to health care are experimenting with this model, examples of which include registered apprenticeships, youth apprenticeships, pre-apprenticeships and apprenticeship degrees that allow individuals to pursue a degree while they work in an apprenticeship. 

    Skills-based hiring and alternative credentials: Initiatives such as skills-first hiring by major employers like IBM, Google and Apple aim to evaluate candidates based on their competencies rather than their degrees. Microcredentials, industry certificates and portfolios can serve as verifiable signals of skills gained through alternative training routes. 

    Stronger college and employer partnerships: Colleges can (and should) embed work-based learning into curricula through co-op programs, project-based courses and partnerships with local industries. Northeastern University and Drexel have long pioneered this model. And others, such as Western Governors University and Southern New Hampshire University, are using online learning to advance this approach. Scaling this solution could help close the experience gap. 

    Policy innovations: Governments can play a role by giving incentives to companies to create early career opportunities. Workforce Pell, recently enacted in President Trump’s One Big Beautiful Bill Act, expands financial aid to use for short-term training programs, opening new pathways for students who may not be pursuing traditional degrees. Tax credits for apprenticeship sponsors and funding for regional workforce hubs could further expand opportunities. 

    Reimagining internships: Expanding access to paid internships — especially for first-generation and low-income students — could democratize the attainment of experience. Philanthropies and local governments could underwrite stipends to ensure that opportunity isn’t reserved for the affluent who can afford unpaid internships or have social networks that connect them to these opportunities. 

    The challenge presented by this troubling experience gap is urgent. Today’s students deserve a college experience and a labor market in which education and effort still translate into opportunity. 

    Bruno V. Manno is a senior advisor at the Progressive Policy Institute, leading its What Works Lab, and is a former U.S. assistant secretary of education for policy.  

    Contact the opinion editor at [email protected]. 

    This story about workforce experience was produced by The Hechinger Report, a nonprofit, independent news organization focused on inequality and innovation in education. Sign up for Hechinger’s weekly newsletter. 

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  • Chegg slashes nearly half of its workforce as AI eats into its business

    Chegg slashes nearly half of its workforce as AI eats into its business

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    Dive Brief:

    • Ed tech specialist Chegg is slashing 388 jobs, or about 45% of its workforce, in a massive restructuring effort expected to save up to $110 million next fiscal year, the public company said this week. 
    • The news comes as Chegg announced it will remain a standalone company following an exploration of strategic options that could have involved selling the company to new ownership or going private
    • The company also reshuffled its leadership. Executive Chairman Dan Rosensweig resumed the CEO role on Monday. He replaced Nathan Schultz, who had taken on the chief role from Rosenzweig in June 2024 and is remaining as an executive adviser.

    Dive Insight:

    Chegg pegged its mass layoffs to a change in how it operates its academic learning products, which include online homework and study help, textbook rental and proofreading services, among others. The company also highlighted its investment in artificial intelligence, which it has integrated into products such as its language-learning tools.

    As it restructures, Chegg plans to refocus around its business-to-business skills courses in professional language-learning, workplace readiness and A, which executives expect to collectively generate $70 million in revenue for fiscal 2025 and to grow in double digits next year. This new focus will set up Chegg for sustainable revenue and earnings growth, the company said.

    For now, the company is racing to cut costs as it bleeds subscribers and money. In the second quarter, Chegg’s revenue plummeted by more than a third, to $105.1 million, which came on top of similar declines in Q1.

    Chegg has named Google as the source of many of its woes — specifically the search giant’s artificial intelligence summaries, which led to a sharp decrease in Chegg’s traffic.

    In February, Schultz announced that Chegg filed an antitrust lawsuit against Google and that it was exploring its strategic alternatives to remaining a standalone publicly traded company.

    These two actions are connected, as we would not need to review strategic alternatives if Google hadn’t launched AI Overviews,” Schultz said then. “Unfortunately, traffic is being blocked from ever coming to Chegg because of Google’s AIO and their use of Chegg’s content to keep visitors on their own platform.”

    In its complaint against Google, Chegg said it gains most of its subscribers through students searching for answers to their study questions on Google. “Chegg thus depends on referrals from Google’s monopoly search engine for a large portion of the revenue that it devotes to producing original online content,” it said. 

    Chegg alleged that Google has leveraged its massive market share in internet searches to “coerce online publishers like Chegg to supply content that Google republishes without permission in AI-generated answers that unfairly compete for the attention of users.”

    Google has moved to dismiss the case. The tech giant argued that it has tailored its AI Overview to best serve consumers and learners, and that Chegg’s revenue struggles are its own. 

    Instead of competing more effectively, it seeks to blame Google for its business decline,” Google responded in a May court filing. “Chegg’s grab bag of obscure legal theories in support of this effort not only are not cognizable under the antitrust laws, but run directly afoul of those laws.”

    While Chegg looked at possible financial alternatives to going it alone, it ended the process as it began: as a standalone company, for now. 

    “After thoughtful consideration of multiple proposals, the Board unanimously determined that remaining an independent public company offers the best opportunity to maximize long-term shareholder value,” the company said Monday.

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  • WEEKEND READING: Building the transatlantic cyber bridge: what ‘Careers-First’ really means for the future workforce

    WEEKEND READING: Building the transatlantic cyber bridge: what ‘Careers-First’ really means for the future workforce

    This blog was kindly authored by Professor Paul Marshall, Vice-President (Global Campus) and Pro-Vice-Chancellor (Careers & Enterprise), University of East London.

    As the UK Government prepares its long-awaited White Paper on the future of higher education, it is timely to reflect on the purpose and impact of our universities. At their best, they are not simply sites of knowledge creation – they are instruments of national capability. Few challenges illustrate that more vividly than cybersecurity.

    When I joined a panel at the CyberBay Cybersecurity Conference in Tampa earlier this month, Dr Richard Munassi, Managing Director of Tampa Bay Wave, opened with a warning that set the tone for the discussion:

    We are in a cyber war – a war waged by well-financed, state-backed criminal organisations so sophisticated that they have their own HR divisions.

    He was right. Earlier this year, Jaguar Land Rover was forced to suspend production after a ransomware attack that rippled across its global supply chain. The UK Government’s intervention – with a support package approaching £1.5 billion – made clear that cybersecurity is not an IT issue; it is economic infrastructure.

    As the sector awaits the Government’s vision for the future, one truth already stands out: higher education must not only prepare individuals for work –  it must prepare the nation for risk.

    At the University of East London (UEL), that challenge sits at the heart of our institutional strategy, Vision 2028, which seeks to transform lives through education, innovation, and enterprise. The strategy’s organising principle – Careers-First – redefines employability as capability.

    Rather than positioning careers as an outcome of study, it embeds professional practice, enterprise, and resilience into every degree and partnership. The test for every programme is simple: does it equip our students to adapt, contribute, and lead in industries defined by constant change?

    Nowhere is this approach more tangible than in cybersecurity. Our BSc Cyber Security & Networks, MSc Information Security & Digital Forensics, and Cyber Security Technical Professional Degree Apprenticeship all combine rigorous academic study with live, industry-based application. 

    Students work directly with BT, IBM, Fujitsu, and Ford, tackling real-time challenges in threat analysis, data forensics, and network defence. By the time they graduate, they are not simply work-ready — they are work-proven, having contributed to the resilience of the very sectors they will soon join.

    The results speak for themselves:

    • With Siemens UK, students tested firmware vulnerabilities in industrial systems, informing Siemens’ internal training programmes.
    • With Barclays Eagle Labs, they created a fraud-analysis dashboard now in pilot testing.
    • With NHS Digital, they developed a ransomware-simulation tool to train hospital teams in incident response.

    Each collaboration demonstrates a single idea: learning is most powerful when it changes the world beyond the classroom.

    UEL’s Institute for Connected Communities (ICC), led by Professor Julia Davidson OBE, anchors this model in research excellence and policy leadership. The ICC brings together computing, criminology, psychology, and social science to examine the human, technical, and organisational dimensions of online safety.

    Its research informs the UK Council for Internet Safety, Ofcom, UNICEF, and multiple international governments. Through projects such as Global Kids Online, ICC research directly shapes teaching, ensuring that our graduates understand not only how to secure systems, but why digital trust matters to society.

    As policymakers consider the future role of universities in the forthcoming White Paper, the ICC already provides a working example of how academic research translates into practical and regulatory impact.

    The White Paper will also need to consider how global collaboration strengthens national capability. UEL’s Global Campus model demonstrates how this can work in practice — connecting students and employers across India, Greece, Egypt, and the United States to create shared pathways for study, innovation, and employment.

    Our developing partnership with Tampa Bay Wave, framed within the UK–Florida Memorandum of Understanding (2023), offers one illustration. We are building both virtual and physical experiences that will enable UEL students to engage with Florida’s growing cybersecurity and fintech ecosystem through mentoring, live projects, and placements, while providing a London base for US start-ups entering the UK market.

    A genuine transatlantic bridge is being constructed –  designed for movement in both directions, connecting students, researchers, and entrepreneurs to co-create secure-by-design technologies and governance frameworks. It is the Careers-First model, scaled globally.

    The next phase of cybersecurity will occur where AI, data, and physical systems converge. Attacks will target intelligent infrastructure –  transport grids, hospitals and manufacturing. UEL is already embedding these challenges into its curriculum, guided by ICC research. Students design adversarial-AI tests, examine supply-chain vulnerabilities, and develop frameworks for organisational resilience.

    This approach recognises that technology evolves faster than any static syllabus. Students are therefore treated as co-creators, working alongside academics and employers to design the solutions industry will need next.

    As the UK Government prepares its White Paper, one principle should underpin the national conversation: universities are not peripheral to resilience –  they are central to it. They educate the workforce, generate the research, and sustain the partnerships that keep the nation secure.

    UEL’s Careers-First model, aligned to Vision 2028, embodies that principle. It fuses employability, enterprise, and global engagement into one coherent system of capability. Our collaboration with Tampa Bay Wave is a single, tangible expression of this –  connecting East London’s lecture theatres to innovation ecosystems across the Atlantic.

    In a global cyber war, the question is not whether universities should respond, but how fast they can. At UEL, that response is already underway –  this is what Careers-First looks like.

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  • Championing Equity in Workforce Development

    Championing Equity in Workforce Development

    Kioshana LaCount Burrell

     At 9:30 p.m., when most working mothers are winding down for the day, Kioshana LaCount Burrell is just getting started. After putting her three children to bed in their Columbus, Ohio home, the 38-year-old Ph.D. student settles into what she calls “The Quiet Hour Critiques” — her dedicated time for scholarship that has earned her recognition as a Rising Graduate Scholar.

    “I get up in the morning, get the kids ready for school, go to work all day, or go to class,” Burrell explains. “Then I come home, I do mom things until about 9 or 9:30, and then once the kids go to sleep, I’m able to focus on scholarship and my studies.”

    This demanding schedule reflects the determination that has defined Burrell’s journey from a small town in Northeast Alabama to the halls of The Ohio State University, where she’s pursuing a doctorate in workforce development with a focus that could reshape how America serves its most vulnerable populations.

    Growing up biracial in Gadsden, Alabama — located in a county of 30,000 people — Burrell witnessed inequality firsthand within her own family. As the oldest of four children with a white mother and Black father, she observed how her grandparents “came from similar backgrounds, but their socioeconomic outcomes were markedly different for what appeared to be no other reason than race.” 

    These early observations planted seeds that would later bloom into a career dedicated to dismantling systemic barriers. After completing her undergraduate degree at Alabama State University and earning her MBA at Faulkner University, Burrell entered the workforce development field in 2014, eventually landing in Columbus through federal contract work. 

    “I’ve been a career coach or doing career development stuff for about 15 years,” she says. But it was her experience working at the Gadsden Job Corps Center—her very first professional role—that crystallized her understanding of systemic inequity.

    Over her 15 years in workforce development, Burrell has traveled the country and encountered the same troubling pattern: programs inadequately modified for neurodivergent participants. This frustration led Burrell to pursue a Ph.D., recognizing that academic credentials would provide the platform and credibility needed to drive systemic change.

    “Some people listen to you a little bit differently when you can show that, no, actually, I am a subject matter expert in this,” she notes pragmatically.

    Her research focuses particularly on neurodivergent individuals of color — a population facing compounded challenges. 

    “We know that in all populations, Black kids and brown kids tend to get the short end of the stick. And when it is compounded by them also having an intellectual cognitive disability or just being different, the outcomes and the numbers are even worse,” she adds. 

    Dr. Donna Y. Ford, a renowned expert in gifted education and multicultural issues and a distinguished professor of education at The Ohio State University, has become a key mentor in Burrell’s academic journey. The two connected when Burrell took Ford’s anti-racist education course last spring. 

    “Kio is a very motivated and impressive student who is dedicated to having a positive impact on those she works with,” Ford observes. “Her commitment reminds me of my own—devoted to equity and justice for all, but especially individuals who have been marginalized.”

    Under Ford’s mentorship, Burrell is working on groundbreaking research that applies Ford’s Bloom-Banks matrix for multicultural education to special education contexts — an application that hasn’t been explored before. “I’m really excited to get to look at her work in a new and different way, and she’s been just super supportive,” Burrell says.

    Pursuing a Ph.D. while working full-time and raising three children requires careful orchestration. Burrell works for Ohio State University — a strategic choice that provides both tuition benefits and the health insurance her family needs. Living with Crohn’s disease adds another layer of complexity to her already demanding schedule.

    Despite starting her Ph.D. program just last year, Burrell is already making impressive progress. She’s on track to finish her coursework within the next year and has already written three chapters of her dissertation — a remarkable pace that speaks to both her dedication and the clarity of her vision.

    Burrell’s post-graduation plans reflect her commitment to institutional change rather than traditional academic paths alone. While she’d “love to be in a classroom” and “really flourish in an educational environment,” her sights are set on administrative roles that could reshape how higher education approaches workforce development. 

    “I really feel there’s a lot of opportunity for institutions of higher education to make a pivot towards a more intentional way of pursuing workforce development,” she explains. Whether as a director of workforce development programs or working within student disability services, her goal is to “figure out how to better incorporate individuals who have cognitive disabilities or intellectual disabilities into the mainstream classroom.”

    For others considering graduate school while juggling family and career responsibilities, Burrell’s advice is characteristically direct: “Just do the thing.”

    Her approach centers on backward planning from a clear vision. 

    “I want you to think about what kind of life you want five years from now, ten years from now,” she tells the students she coaches. “Figure out what it is that you want to do, and then once you have that clear thing in mind, it is easier to figure out the path to get there.” 

     

     

     

     

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  • ED Pushes Workforce Readiness as a Priority

    ED Pushes Workforce Readiness as a Priority

    The U.S. Department of Education is doubling down on its emphasis on workforce development. Education Secretary Linda McMahon recently proposed adding career pathways and workforce readiness to her list of priorities for discretionary grant funding, possibly guiding how the department spends billions of dollars.

    “After four years of the Biden Administration pedaling [sic] divisive ideology and racial preferencing, the Trump Administration will prioritize discretionary grants to education programs that actually improve student outcomes by using evidence-based strategies for instruction and creating pathways to high-demand fields,” U.S. Secretary of Education Linda McMahon said in a statement late last month. “The department looks forward to empowering states to close achievement gaps and align education with the evolving needs of the workforce.”

    McMahon’s plan would channel federal funds toward efforts to align workforce-development programs with state economic priorities. The department proposed supporting projects dedicated to identifying and promoting strong industry-recognized credentials, building tools for students to compare costs and earnings of different educational pathways and growing work-based learning opportunities, like apprenticeships and pre-apprenticeships. It also encouraged support for skilled trades and the development of talent marketplaces, digital platforms run by states to connect job seekers and potential employers based on skills.

    “For decades, the dominant ‘college for all’ narrative has led to a narrow focus that often leaves students with degrees and debt but limited job prospects,” the grant priority proposal reads. “By expanding the range of options so that a broader array of education providers can access existing funding in a manner that aligns outcomes with the demands of today’s workforce, the government can foster both economic mobility for students and sustained competitiveness for the nation.”

    McMahon has named other grant priorities since becoming secretary as well, including mathematics education, evidence-based literacy education, education choice, patriotic education and returning education to the states. The Education Department takes its priorities into account and can give them extra weight when approving discretionary grant awards.

    The department’s workforce-readiness proposal mirrors other plans from the Trump administration to put workforce development center stage. An April executive order, for example, charged federal officials with better addressing the nation’s workforce needs, including by reaching, and surpassing, one million new active apprenticeships. The One Big Beautiful Bill Act, signed into law in July, established workforce Pell, allowing Pell Grants, starting next year, to flow to low-income students in short-term programs.

    The Department of Labor also came out with a report outlining “America’s talent strategy” in August and is moving forward with a controversial interagency agreement with the Department of Education for a more “coordinated federal education and workforce system.” (The agreement would move administration of career and technical education programs to the DOL.)

    Education and workforce advocates say the new grant priority—open for public comment until Oct. 27—is a welcome win for causes they’ve long championed, but their celebration is tempered by some questions and concerns. Some argue ED’s workforce goals could be disrupted by other Trump administration policies. Others worry the department’s focus on nondegree pathways could lead to an underinvestment in traditional higher ed. And while some are cautiously optimistic about the proposed plan, they’re waiting to see how it works in practice.

    “When we look at this functionally, in theory, all of this looks like things that we like,” said Jennifer Stiddard, senior director of government affairs for Jobs for the Future, an organization focused on the intersection between education and the workforce. “Career-connected learning … creating better pathways for students, creating better opportunities to learn about careers—these are all things that are included in here. Where we always have pause is understanding how all of this is going to be applied.”

    Hopes and Worries

    The proposal has sparked hope for workforce development wonks, as some of their long-held goals are becoming national priorities.

    Erica Cuevas, director of education policy at Jobs for the Future, said she’s still reviewing the grant priority language, but she’s heartened to see the administration using its “bully pulpit and its discretionary grant authority to promote career-connected learning within the broader K–12 educational ecosystem,” beyond career and technical education programs, which reach a limited number of students.

    Katie Spiker, chief of federal affairs for the National Skills Coalition, a research and advocacy organization focused on workforce training, said it’s clear the Education Department is focused on aligning education offerings with workforce needs, fostering industry partnerships and expanding work-based learning opportunities. She also applauded the department for its focus on forging connections between high school programs, apprenticeships and other workforce development programs, which “really reflects how the work is done on the ground,” as a “holistic effort across education and workforce.”

    But she also worries that the Trump administration is simultaneously pushing policies that don’t serve these goals. For example, the president’s budget for fiscal year 2026 proposed zeroing out funding for adult education, which she views as critical for training adults in basic skills so they can fill workforce gaps.

    “The funding conversations and the massive shifts and reductions in investments that we’ve seen both from the House appropriations process and from the president’s budget request are really incongruent with these important priorities that they’re setting out in this document,” Spiker said.

    She also emphasized that the proposed grant priority doesn’t put any focus on “reaching and engaging with communities that have not traditionally had access” to certain high-demand jobs, including women, communities of color and workers with disabilities. She believes filling workforce shortages will require actively recruiting, and building up supports for, workers underrepresented in industries with workforce gaps.

    Businesses “are scrambling to try and build broader pipelines of folks, both because of job openings that they have today, as well as those that they are projecting for next year, five years from now and into the future,” Spiker said.

    In a similar vein, Lynn Pasquerella, president of the American Association of Colleges and Universities, said she found it “frustrating” that McMahon’s announcement of the grant priority described workforce readiness and diversity, equity and inclusion efforts as at odds.

    “We know that employers are insisting that their employees be able to speak across differences, work in diverse teams and engage in cross-cultural understanding,” based on surveys AAC&U conducts with employers, Pasquerella said.

    She supports aligning education programs with workforce needs and offering students more experiential learning opportunities. But she believes liberal arts education is also a part of training students for the workforce and fears such offerings could be sidelined in the department’s vision for supporting workforce readiness.

    “The risk is always that if we focus too narrowly on career preparation—without recognizing that career preparation must involve skills, competencies and dispositions central to a liberal education—that we will have a group of students who are narrowly technically trained without the capacity to grapple with the grand challenges that will confront us in the future,” she said. “We shouldn’t create a false dichotomy between career preparation and liberal education.”

    John Colborn, executive director of Apprenticeships for America, believes the proposed grant priority is over all a “positive development” for learners.

    “I think it brings some more balance to the educational enterprise, which has been overwhelmingly focused on getting everyone into college,” he said. “I think we’ve realized the limitations of that particular approach.”

    But while he favors exposing K–12 students to a broader range of career pathways, including apprenticeships, he also wants to make sure career-focused programs prepare students for both careers and college. He said one of the problems with vocational training in high schools in the past was that students too often were “constrained into a particular pathway.”

    “We don’t want to go down that road or repeat some of those mistakes,” he said.

    He noted that the partnership between the Education Department and the Department of Labor raises these types of concerns, because the DOL has less of an academic focus. But he believes stronger ties between the agencies is a net positive.

    The long-term effects of the proposal, and other workforce-development plans, “is really going to turn on whether or not that nuance can be represented in the grant making and priority setting for the department,” Colborn said.

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  • How Credit for Prior Learning Strengthens Workforce Ties

    How Credit for Prior Learning Strengthens Workforce Ties

    In today’s rapidly evolving workforce landscape, higher education institutions face mounting pressure to demonstrate value, relevance and return on investment. Amid this challenge lies an underutilized strategy with remarkable potential: credit for prior learning.

    We’ve long recognized CPL’s benefits for students. Learners who receive CPL credits are more likely to complete their degrees (49 percent vs. 27 percent for those without) and, on average, they earn 17.6 additional credits, finish nine to 14 months sooner and save between $1,500 and $10,200 in tuition costs (CAEL). But what’s often overlooked is CPL’s power to transform relationships between educational institutions and employers—creating a win-win-win for students, institutions and industry.

    Beyond a Student Benefit

    The traditional narrative around CPL emphasizes student advantages: increased enrollment, improved completion rates and reduced time to graduation. These metrics matter tremendously, but they tell only part of the story.

    CPL can serve as a bridge between academia and industry, creating powerful new partnerships. When colleges and universities embrace robust CPL programs, they send a clear message to employers: We value the training and development you provide. Recognizing corporate training as creditworthy learning demonstrates respect for workplace knowledge and underscores higher education’s commitment to real-world relevance.

    Employer and Workforce Gains

    For employers, CPL validates that their internal training programs have academic merit. This recognition strengthens recruitment and retention efforts, as workers see clear pathways to advance their education without duplicating learning they’ve already mastered. Companies that invest in employee development also gain educational partners who understand industry needs and value the attributes that drive employee success.

    The benefits extend further: Organizations with tuition remission or reimbursement programs can reduce costs while enhancing employee motivation and persistence.

    Deeper Collaboration Between Higher Ed and Industry

    As institutions evaluate workplace training for credit equivalency, they gain invaluable insights into industry practices and skill needs. This exchange allows colleges to refine curricula to better meet market demand, ensuring graduates possess the competencies employers seek—not just those defined within academic silos.

    The hard but necessary conversations—between faculty and corporate training leaders—help ensure CPL evaluations are rigorous and relevant. Key questions include: Why include certain topics but not others? How do we know participants can demonstrate knowledge? Does the training align with broader disciplinary or leadership needs, or is it niche? These discussions strengthen both educational and workplace outcomes.

    Reimagining CPL

    The future of higher education lies in breaking down artificial barriers between academic and workplace learning. By embracing CPL as a cornerstone strategy—not only for student success but also for employer partnerships—institutions can position themselves at the nexus of education and employment.

    This approach doesn’t diminish academic rigor; it expands our understanding of where and how meaningful learning occurs. Done well, CPL creates pathways that honor all learning, regardless of where it happens. And for learners, the message is clear: Your hard work counts.

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  • How UNE trained an AI-literate workforce – Campus Review

    How UNE trained an AI-literate workforce – Campus Review

    Almost all employees at the University of New England (UNE) use AI each day to augment tasks, despite the wider sector slowly adopting the tech into its workforce.

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  • Are States Prepared for Workforce Pell?

    Are States Prepared for Workforce Pell?

    Thanks to the One Big Beautiful Bill Act becoming law this summer, workforce Pell is now a reality and federal aid dollars are expected to flow to low-income students in short-term programs as soon as next July.

    But now comes the hard work of figuring out which programs are eligible—and some states aren’t ready, according to a new report from the State Noncredit Data Project, which helps community college systems track data related to noncredit programs. Not all states collect the data needed to make that determination, and some offer programs that wouldn’t make the cut, the report concluded.

    Under the legislation, short-term programs need to meet certain requirements to qualify for Pell money. For example, state governors need to verify they align with high-skill, high-wage or in-demand jobs. Programs also must be able to build toward a credit-bearing certificate or degree program and be “stackable and portable across more than one employer” unless preparing students for jobs with just one recognized credential. They have to exist for at least a year and meet outcomes goals, including completion and job-placement rates of at least 70 percent. And programs can’t charge tuition higher than graduates’ median “value-added earnings,” or the degree to which their income exceeds 150 percent of the federal poverty line three years out of the program.

    But some states collect more data than others on community colleges’ noncredit education, which encompasses many of the programs likely to qualify for workforce Pell, according to the report. It based its findings on course and program-level data from eight states: Iowa, Louisiana, Maryland, New Jersey, Oregon, South Carolina, Tennessee and Virginia.

    “What we’re going to see is varying degrees of difficulty” for different states, said co-author Mark D’Amico, a higher education professor at University of North Carolina at Charlotte. “States that have more robust data on noncredit community college education are going to be at a little bit of an advantage.”

    The report found that most states track basic metrics such as the length of a program. But two out of the eight states had no state-level data on noncredit credential outcomes. Half of the states didn’t collect any data on labor market outcomes like earnings and employment rates. And multiple states didn’t keep track of whether students completed credentials or went on to pursue credit-bearing programs. The report emphasized that while individual institutions might have more detailed data on their programs, gaps in statewide data could create challenges as states work with institutions to prove their programs’ eligibility for workforce Pell.

    “Most states have some of the fundamental data,” D’Amico said, “but I think when it comes to the credentials’ labor market outcomes, completion, stackability, those are going to be a little bit more difficult to identify.”

    The report predicted that some states, like Iowa, Louisiana and Virginia, may have an easier time proving which programs meet the criteria because they already have state funding for noncredit programs that requires colleges to report relevant data. For example, Iowa includes noncredit education in its state funding formula for workforce training programs, and Louisiana has a state scholarship for such programs.

    Co-author Michelle Van Noy, director of the Education and Employment Research Center at Rutgers University, said states’ data infrastructure for noncredit programs is still a “work in progress,” but she’s seen “quite a progression” in recent years. She’s optimistic they’ll continue to improve.

    “It is my hope that Workforce Pell implementation can be done in a way that will support the broader development of data and quality systems for noncredit education and nondegree credentials within states,” Van Noy wrote in an email to Inside Higher Ed.

    But data isn’t the only issue. The report also found that typical noncredit programs weren’t necessarily long enough to meet the standards for workforce Pell. Except for lengthier workforce programs at the Tennessee Colleges of Applied Technology, the median number of hours for occupational training programs ranged from 15 hours in New Jersey to 100 hours in Virginia, falling short of the 150-hour, eight-week threshold. Institutions could group their courses into longer programs in the coming months. But it’s not yet clear if making such a change would affect the requirement that programs exist for at least a year.

    “Anyone that may be thinking that all of a sudden, all noncredit programs are going to be eligible, the data show that’s not the case,” D’Amico said. “We’ll see what happens over time.”

    The report offered a set of recommendations for how states can ready themselves for workforce Pell. For example, it urged state officials to take stock of which metrics they still need to collect to fall in line with the policy’s guardrails and encouraged state and college officials to work together to start identifying programs that could be eligible. The report also suggested colleges consider reconfiguring programs so noncredit offerings serve as on-ramps to credit-bearing programs and meet other structural requirements.

    Further details about how workforce Pell will work are going to be hashed out in a negotiated rule-making process this fall, but D’Amico said states shouldn’t wait for that.

    “I would use the guardrails now, use the data that they have now, to begin to do that pre-identification” so they have “a little bit of time to begin to fill some of those gaps in existing data,” D’Amico said.

    He also hopes states’ preparation for workforce Pell pushes forward “a larger conversation” they’re already having about the quality of short-term noncredit programs over all.

    The overarching goal is “ensuring that noncredit programs are designed well, have credentials associated with them linked to further education and are really designed in a way that’s going to be beneficial to students and ultimately help the local and state economies that these programs are going to serve,” D’Amico said.

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  • From Non-Traditional Learners to the New Traditional Learners: Investing in America’s Future Workforce

    From Non-Traditional Learners to the New Traditional Learners: Investing in America’s Future Workforce

    Title: Online by Design: Improving Career Connection for Today’s Learners

    Authors: William Carroll and Brenae Smith

    Source: The Center for Higher Education Policy and Practice

    The Center for Higher Education Policy and Practice (CHEPP) recently published a report on building new career services and strengthening work-based learning strategies for the ever-growing share of adult, working, and online learners at institutions of higher education.

    CHEPP found that “new traditional learners”—which represent the one-third of all students who are adult learners, the two-thirds of all students who are working while in school, and the more than half that are enrolled in online courses—face increasing barriers to four-year institution’s traditional in-person career services. Research shows that work-based learning improves career and employment outcomes upon graduation, yet these opportunities are significantly difficult to pursue for online learners and working adults who cannot forgo their online status, working hours or wages to participate.

    The report introduces a taxonomy of career connection strategies which categorize effective programs that can be implemented by colleges and integrated into curriculum to better serve new traditional learners.

    Some of the key strategies outlined in the taxonomy include:

    • Workforce-aligned curriculum: Learning outcomes of a program are mapped to specific career skills and competencies.
    • Career exploration, exposure, and skills assessment: Institutions can create individualized and efficient pathways towards student career goals based on prior learning, work experience, and certifications.
    • Career services and advising: Institutions can utilize community employer partnerships to provide more meaningful resume development, professional development, and career exposure programming.
    • Work-based learning: Institutions are responsible for alleviating barriers to entry in work-based learning that affect new traditional learners, like adequate compensation, connecting students with relevant and authentic work experience, and comprehensive supports through mentorship.

    The report concludes that ultimately better data is needed on this relatively new student group and how these groups interact with career strategies. Further data will inform institutions and policymakers which strategies are most effective. CHEPP also finds that while there are substantial trade-offs when prioritizing new traditional learners, bolstering the integration and accessibility of career connection strategies will only strengthen the nation’s workforce.

    Read the full report here.

    —Harper Davis


    If you have any questions or comments about this blog post, please contact us.

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  • How the Workforce Pell Grant Could Transform Higher Ed and Workforce Training

    How the Workforce Pell Grant Could Transform Higher Ed and Workforce Training

    Higher education is at an inflection point. As college enrollment continues to decline and pressure mounts to demonstrate return on investment, the federal government has responded with a potentially transformative shift: the creation of Workforce Pell Grants.

    Included in the sweeping One Big Beautiful Bill Act (OBBBA) recently signed into law, this expansion of Pell Grant eligibility could open the door to new student populations, new revenue streams, and new institutional strategies — if colleges and universities act quickly and strategically. 

    What is the Workplace Pell Grant? 

    Traditionally, Pell Grants have been limited to students enrolled in credit-bearing, degree-seeking programs. That changed with the passage of OBBBA. Workforce Pell expands access to federal financial aid for students enrolled in short-term, non-degree training programs that lead directly to high-demand jobs. 

    Under the law, students may now use Pell Grants to pay for qualifying workforce training programs that meet the following criteria: 

    • Are between 150 and 600 clock hours (roughly 8 to 15 weeks of instruction); 
    • Are offered by eligible institutions of higher education (IHEs) 
    • Lead to industry-recognized credentials tied to in-demand occupations as defined by the U.S. Department of Labor and/or state workforce boards. 

    This development reflects a growing bipartisan consensus that higher education must play a more responsive role in preparing learners for rapidly evolving labor market needs. 

    Why Workforce Pell matters for colleges and universities 

    The proposed expansion of Pell Grant funding isn’t just a policy update — it’s a strategic opportunity. Here are some key opportunities institutions should be paying attention to:

    1. New enrollment markets 

    Workforce Pell unlocks funding for adult learners, displaced workers, and non-traditional students who may not have the time, resources, or need to pursue a two- or four-year degree. For institutions facing enrollment declines, particularly at the community college level, this represents a powerful new market. 

    2. Revenue diversification 

    Short-term credentialing programs — especially those that can scale — offer a way to generate net new revenue without over-reliance on traditional tuition models. With federal aid now available, these programs become more accessible and financially sustainable. 

    3. Employer partnerships 

    The law encourages alignment between institutions and regional labor market demands. Institutions that already collaborate with employers or workforce boards will be well-positioned to fast-track qualifying programs and potentially receive direct funding support or partnership commitments. 

    4. Strategic positioning 

    Institutions that embrace short-term, skills-based credentialing can position themselves as hubs of workforce development and talent pipelines. This enhances their relevance with local governments, employers, and adult learners alike. 

    Ready for a Smarter Way Forward?

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    How can institutions prepare for the Workplace Pell? 

    Now is the time for higher ed leaders and innovators to act on these policy changes. Here’s where you can start: 

    1. Audit existing offerings 

    Begin by reviewing current non-credit or certificate programs. Identify which ones could meet the new Workforce Pell criteria with limited modification—particularly programs already tied to industry credentials and high-demand jobs. 

    2. Build approval infrastructure 

    Programs must be approved by the U.S. Department of Education and/or state agencies. Start building a compliance plan, including documentation of program outcomes (e.g., job placement rates, earnings gains) and accreditation alignment. Consider appointing a cross-functional task force including financial aid, academic leadership, compliance, and workforce liaisons. 

    3. Seek out strategic partnerships 

    Engage with local employers, chambers of commerce, and workforce boards to validate demand and align curriculum. Public-private partnerships can strengthen program justification and outcomes data—key elements for gaining approval and maintaining eligibility. 

    4. Invest in marketing and outreach 

    Many potential Workforce Pell students are not currently in your database. Institutions must rethink marketing strategies to reach adult learners, incumbent workers, and individuals navigating career transitions. Messaging should highlight affordability, short duration, and job outcomes. 

    5. Track the data 

    Institutions must monitor the performance of Workforce Pell students and programs. The Department of Education will evaluate outcomes like employment rates and earnings. Underperforming programs may lose eligibility, so building robust reporting systems is not optional — it’s critical. 

    A new era of credentialing is coming 

    The Workplace Pell Grant represents more than a funding change — it’s a shift in federal policy philosophy. It signals growing recognition that short, focused training can be just as powerful as a traditional degree in driving upward mobility. 

    This policy has the potential to reshape the education market within a few years, favoring modular, job-connected learning and expanding access for nontraditional students. For institutions ready to lead, the opportunity is clear. 

    At Collegis, we partner with institutions to navigate policy shifts like the Workplace Pell with confidence, bringing the strategy, technology, and operational support needed to move quickly, ensure compliance, and deliver real impact. 

    The future of workforce-connected education is coming fast. Let’s lead it together. 

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    Higher ed is evolving — don’t get left behind. Explore how Collegis can help your institution thrive.

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