The Pulse of Higher Ed

As the future of work rapidly evolves, higher education institutions must accelerate their capacity to engage with employers—building bridges between learning and labor market relevance. At UPCEA, with support from Walmart, the world’s largest employer, we’ve undertaken two major initiatives to strengthen these bridges.

The first project provided foundational benchmarking data, a practical playbook, and a maturity index to help institutions self-assess and enhance their employer engagement strategies. What we learned? Employer engagement is universally challenging—and as complex and varied as institutional contexts themselves.

To address this, our second Walmart-supported initiative launched a Peer Learning Leader model built around human-centered design. This fall, we will release a modular training guide that institutions can use to develop deeper and more productive employer partnerships.

In a recent panel at the Canadian Association for University Continuing Education (CAUCE) conference—moderated by UPCEA Deputy CEO and Chief Learning Officer Amy Heitzman—leaders representing five remarkable institutions shared how they are navigating and innovating within this shifting terrain. Their insights illuminate the power—and necessity—of scaling employer engagement in credential innovation.

Institutional Snapshots: Distinct Contexts, Shared Mission

Each panelist brought a unique lens:

• Amrit Ahluwalia from Western University emphasized how continuing education units can build on institutional expertise to support upskilling in transforming market segments (like healthcare, tech, and advanced manufacturing).
• Juan Mavo-Navarro of the University of Toronto School of Continuing Studies (UofT SCS) highlighted a robust suite of programs supporting both corporate training and equity-deserving groups.
• Rod Lastra from the University of Manitoba shared a legacy of innovative extension work, including early involvement in MOOCs and strong Indigenous access programs.
• Lena Patterson of Toronto Metropolitan University illustrated how a continuing education unit in a downtown polytechnic evolved into a 70,000-enrollment powerhouse with microcredentials and high-impact industry engagement.
• Christie Schultz at the University of Regina reflected on the power of custom programming and the strategic use of flexible learning to extend the university’s reach.

From Labor Gaps to Learning Gains: Why Employer Engagement Matters

The conversation emphasized that employer engagement is not just a strategic goal—it’s a societal imperative. Whether addressing acute labor shortages, uplifting marginalized communities, or ensuring workforce adaptability, each institution is designing offerings that respond to real-world needs.

Juan shared how UofT SCS developed targeted upskilling programs with Porsche Cars Canada and inclusive pathways for Black Canadians and internationally educated female legal professionals.

Rod advocated for an “interoceptive” strategy: building internal alignment before engaging externally. “Scale with intention,” he noted, reminding us that sustainable growth requires internal clarity, institutional trust, and strategic positioning.

Lena echoed this, emphasizing trust-building and the transformative potential of workplace learning. She sees AI as an opportunity to spotlight the importance of higher-order thinking—if we rise to the challenge of designing and assessing within the context of its use.

Turning Engagement into Ecosystems: What’s Working?

Employer engagement, our panelists agreed, must be more than transactional. It must be relational, responsive, and rooted in shared goals. Rod called for adaptive learning ecosystems and warned against “check-the-box” programming. Christie stressed that employer consultations often spark broader offerings—showcasing the value of listening before scaling.

Lena, Juan, and Amrit described their “listening tour” approaches: showing up in employer spaces, exploring problems together, and providing visibility into university capabilities. Juan highlighted initiatives like UofT SCS’s Executive Speaker Series and Career Expo as essential touchpoints for dialogue and partnership.

Co-Creation as the Gold Standard

True innovation, our panel agreed, often begins with co-creation. Lena declared it the “gold standard,” emphasizing industry involvement in microcredential design. Christie described how a custom employer-driven program evolved into a micro-certificate in Effective Communication. Amrit underscored the practical need to adapt existing programs due to resource constraints—a reality for many.

Rod cautioned against focusing solely on the “credential” and urged institutions to prioritize how they measure and deliver value. At Manitoba, microcredential governance is structured around quality, transparency, and adaptability—not just issuing badges, but ensuring they mean something to learners and employers alike.

Rethinking Business Models: Innovation, Risk, and Resilience

Every institution is grappling with the economics of innovation. Christie put it bluntly: “Our institutions want us to make money—to support broader institutional goals.” But more than that, she emphasized aligning revenue with community impact—something enabled by high-quality, relevant programming.

Amrit acknowledged the challenge of securing grant funding without dedicated resources. Meanwhile, Juan shared how UofT is diversifying funding through government and advancement channels to reduce dependency on enrollment fees alone.

Rod urged a strategic business development mindset—pursuing partnerships that align with institutional values and generate long-term benefits. Lena emphasized how external funding can de-risk innovation, allowing universities to pilot new models without burdening their partners.

Conclusion: Building the Future, Together

From strategic alliances and co-designed credentials to workforce-responsive ecosystems, the work of employer engagement is dynamic and deeply contextual. But one truth emerges clearly: universities are uniquely positioned to lead—not just react to—the future of work.

As UPCEA continues to support institutions in this critical work, we invite all higher education leaders to see employer engagement not as a “nice to have,” but as central to our mission in a rapidly changing world. With intentionality, empathy, and innovation, we can build the infrastructure of learning for the workforce of tomorrow.

Stay tuned for the launch of our Peer Learning Leader module this fall, and explore the full benchmarking data, playbook, and maturity index available through UPCEA.