Work Forces

Work Forces

Seeking to optimize your organization for the future of work and learning? Join workforce and education strategists Julian Alssid and Kaitlin LeMoine as they speak with the innovators who are shaping the future of workforce and career preparation. Together, they will unpack the big problems these individuals are solving and discuss the strategies and tactics that really work. This bi-weekly show is for practitioners and policymakers looking for practical workforce and learning solutions that can be scaled and sustained.

  1. Van Ton-Quinlivan: Scaling Allied Health Workforce Solutions

    20 OCT

    Van Ton-Quinlivan: Scaling Allied Health Workforce Solutions

    Van Ton-Quinlivan, CEO of Futuro Health, discusses her approach to addressing the shortage of critical allied health workers — the 65% of the healthcare workforce including medical assistants, phlebotomists, and technicians. Drawing from her experience leading California's Community College system and founding Futuro Health in 2020, Ton-Quinlivan explains how her organization has trained over 10,000 adults through a debt-free model that integrates 40 education partners with data-driven coaching and wraparound support. The conversation examines broader lessons about adult learner success, including why live coaching proved more valuable than debt-free education in scholar testimonials, how essential skills curriculum with digital badges builds confidence for adults re-entering education, and why scaling such a model required building an ecosystem rather than becoming an accredited institution. Ton-Quinlivan emphasizes that workforce development requires staying the course with aligned money, metrics, and data to embed innovation into organizational DNA. Transcript Julian Alssid: Welcome to the Work Forces Podcast. I'm Julian Alssid. Kaitlin LeMoine: And I'm Kaitlin LeMoine, and we speak with innovators who are shaping the future of work and learning. Julian Alssid: Together, we unpack the complex elements of workforce and career preparation and offer practical solutions that can be scaled and sustained.  Kaitlin LeMoine: This podcast is an outgrowth of our Work Forces consulting practice through weekly discussions, we seek to share the trends and themes we see in our work and amplify impactful efforts happening in higher education industry and workforce development all across the country. We are grateful to Lumina Foundation for its past support during the initial development and launch of this podcast, and invite future sponsors of this effort. Please check out our workforces podcast website to learn more. And so with that, let's dive in.  Welcome back. You know Julian, our conversations on the podcast and in our consulting work are often about tackling workforce development challenges at scale. It's challenging just to design and implement effective workforce development initiatives, let alone scale them.  Julian Alssid: Absolutely Kaitlin, inevitably, these initiatives require collaboration and commitment from employers, educators, public sector leaders, community partners, and learners alike. Needless to say, this is a tall order to pull off in a single community or region, and exponentially more complex when we talk about working across regions.  Kaitlin LeMoine: And our guest today has a unique perspective on how to go about making this complex work happen with a career that spans the private, public and nonprofit sectors. She's gone from leading a massive higher education system to founding a nimble, innovative startup in 2020 that has since trained and supported over 10,000 adults across the US as they completed credentials and qualifications for Allied Health careers. Her work is a powerful example of how to effectively prepare untapped talent for career success.  Julian Alssid: Our guest is the legendary Van Ton-Quinlivan, chief executive officer of Futuro Health. I joke. I've known Van for many years, and she really has been a true standout in the field. And she's a nationally recognized leader in workforce development. She was formerly executive chancellor of the California Community Colleges and currently serves as an appointee to the California Health Workforce Education and Training Council. She's the author of Workforce RX and host of a podcast by the same name, promoting agile, multicultural solutions for employers, educators, and workers. Van has been named one of the top 50 women leaders in healthcare, and she holds an MBA and a master's in education policy from Stanford University. We are so excited to have you on the podcast, Van, and thanks so much for joining us.  Van Ton-Quinlivan: Oh, I'm so delighted to be here, Julian and Kaitlin, to be amongst leaders who are also thinking and trying to solve big problems in the area of education and workforce development.  Kaitlin LeMoine: We really appreciate you joining us for this conversation today, and look forward to kicking it off with hearing a little bit more about your background and what led you to your current work. Julian gave a bit of a bio there, but would love to hear more from you.  Van Ton-Quinlivan: You know my expertise in workforce development. I got my chops doing it in the private sector with a company of 20,000 men and women, where I brought them from having no opinion in workforce development to being an industry recognized national, national best practice. And then I went into the higher education system with the California Community College driving the workforce mission where, you know, I started in sort of the worst of days where we had about 100 million made available for career technical education program, and by the time that I serve, finished my two terms, it went from 100 million to 200 million, to 700 million to over a billion dollars. And so faced a big quandary when, when I was approached by Kaiser Permanente and its partners after stepping off from the community colleges, they said, geez, for two years, we've been wrestling with how to grow the next generation of allied health workers. And allied refers to the 65% of the healthcare workforce that we know we all need those volumes in our backyard. So you know, they're the emergency medical technicians that come when we have an accident, the medical assistant that checks you in, or the x-ray tech or the lab tech. So a lot of the technicians that are trained through credentials and less than a four year degree, they are the allied health workers. And right now you know, 75% of healthcare facilities report that they have workforce pains in this area. So when Kaiser Permanente and their partners approached me, I had to look in the mirror and really just reflect on the level of risk and how scary it is to go from running a billion dollar system to now going into a startup environment, and what if it didn't work. I think we all have these qualities when we make big career decisions. Fortunately, I had friends that reminded me of my early days, which was that, you know, I'm first generation who came from Vietnam through the war and education opportunity was made available to me, and I feel very grateful for that, and and I do feel the the role that I had with the community colleges was a pay it forward role where, and this role is also paying for the opportunity that I had to others. And so with that realization, I was able to overcome my own internal self doubt, and said, you know, really, for many of us who are on the innovation side, it's like, if it's not us, then then who? And so I'm glad to be bringing a lot of the best practices learned from the private sector, the public sector and into the nonprofit sector infant or health, to see which combinations of best practices can really get the untapped adult learners to be able to get their credentials and qualifications for that first or next healthcare career.  Julian Alssid: So looking at the untapped adult worker population and allied health careers, can you speak a little more to the problems that you're seeking to solve related to that population? And really, how does the Futuro Health model work. Van Ton-Quinlivan: Right now the labor market is having its adjustments with all the federal cuts. So I'm going to put that aside for the moment, because the macro, the macro context. The bigger problem is that we have an aging nation. And when you go over age 65 for example, all of us will consume more health care, which means that you're going to need more caregivers, right? And roughly, you know, 30, 40ish years ago, there were 12 working adults available for every one person over age of 65, Today it's roughly seven. And in about, you know, a little over a decade from now, it's going to be 4. So we have a shrinking adult population that is available to get in to compete for all the roles, much less the roles that are in care. So that is sort of the macro trend, and why we should be thinking about this space as well as other spaces. Now, when it comes to the individual adults themselves. You may be wondering, well, what's the problem for them? I mean, given this big need, well, we did four focus groups, including one that was in all Spanish, to learn what were the difficulties. And of course, you know, the first thing that came up was, of course, the theme of flexibility in the delivery, right? The second was, aside from cost, is the navigation, the navigation. So even if you knew you wanted to become a medical assistant, the path to go from here to there was not obvious. And so the noisiest of the options tended to be your private, proprietary option, which then led to the problem of three, which is even for those in the focus group who made it into healthcare careers at these entry level steps, they were so laden by debt, they were just stuck at the bottom rung. So we had considered all of that in the mix in order to create a path to getting credentials and qualification. Because you know, both of you know that healthcare is one industry that if you don't even have the qualifications, you can't even get the interview, right. It's highly credentialed compared to other industries. So that was sort of a good problem space to figure out how to apply the best practices of workforce development and see if we can design a way that could work for adults, or to be able to transition adults into the qualification and credentials they needed.  Kaitlin LeMoine: I'm just curious to learn a little bit more. It seems like you have a heavily networked approach in this work. How do you go about building out this model with your many partners?  Van Ton-Quinlivan: Workforce development is a team sport,

    28 min
  2. Audrey Patenaude: Navigating Early Career Hiring in the AI Era

    7 OCT

    Audrey Patenaude: Navigating Early Career Hiring in the AI Era

    Audrey Patenaude, CEO of RippleMatch, discusses the rapidly evolving landscape of early career recruiting in the age of AI and how the RippleMatch recruitment automation platform is transforming the hiring process for both employers and emerging talent. Drawing from her background scaling AI companies, Patenaude explores the challenging reality documented in recent research: fewer entry-level roles are available due to AI automation, while demand rises for "entry plus" candidates with verified AI fluency and strong power skills like critical thinking, adaptability, and communication. She explains how RippleMatch addresses the application overload problem—where candidates submit over 300 applications to land one role—by using skills-based matching to connect qualified candidates with employers, saving hiring teams 70% of resume review time while giving candidates a 20x better chance of getting interviews. The conversation delves into practical strategies for recent graduates to build portfolios of AI projects and document real-world experience, and for employers to create "AI centers of excellence" within their recruiting teams. Patenaude also discusses the shifting definition of entry-level work, the rising importance of interview readiness and communication skills, and why career preparation increasingly needs to begin in middle school to help students navigate this new paradigm where AI skills are becoming as fundamental as internet literacy. Transcript Julian Alssid: Welcome to the Work Forces Podcast. I'm Julian Alssid. Kaitlin LeMoine: And I'm Kaitlin LeMoine, and we speak with innovators who are shaping the future of work and learning. Julian Alssid: Together, we unpack the complex elements of workforce and career preparation and offer practical solutions that can be scaled and sustained. Kaitlin LeMoine: This podcast is an outgrowth of our Work Forces consulting practice. Through weekly discussions, we seek to share the trends and themes we see in our work and amplify impactful efforts happening in the higher education industry and workforce development all across the country. We are grateful to Lumina Foundation for its past support during the initial development and launch of this podcast, and invite future sponsors of this effort, please check out our Work Forces podcast website to learn more. And so with that, let's dive in. At the intersection of work and learning  right now, there's a confluence of challenges for employers and employees alike at all stages of the application and hiring process. In particular, we're seeing an increasing impact on early career professionals, as documented in the recent Burning Glass Institute report, "No Country for New Grads", and the "Stanford Digital Economy Lab paper, "Canaries in the Coal Mine: Six Facts About the Recent Employment Effects of Artificial Intelligence". There are fewer jobs available for early career graduates due to the impact of generative AI, which can accomplish many of the job activities previously done by early career professionals. Julian Alssid: Absolutely Kaitlin. And alongside this complexity, AI has also shifted how prospective employees look for and apply for new roles, and how companies go about recruiting and hiring talent. Just last season, we talked with Sean VanDerziel, President and CEO of the National Association of Colleges and Employers, about how employers are using AI for screening resumes, but also how the use of AI by job seekers to generate thousands of resumes is leading some employers to return to in-campus recruiting to find, you know, quote, legitimate candidates. Kaitlin LeMoine: And then there's also the impact of AI on the very tech platforms and tools that HR talent development and career services teams use to support their own recruitment and hiring efforts. Needless to say, we're facing a complex set of circumstances, and it seems like just the right moment to speak with someone working on this set of challenges every day. Julian Alssid: Which brings us to today's guest, Audrey Patenaude is the CEO of RippleMatch, a recruitment automation platform that seeks to transform how emerging talent connects with opportunity in the age of AI before joining RippleMatch, Audrey spent much of her career in the AI space and helped teams scale through rapid growth and innovation. At RippleMatch, she's focused on building a platform that levels the playing field for candidates while helping employers discover and hire the next generation of AI skilled leaders. Welcome to Work Forces. Audrey. Audrey Patenaude: Yes, thank you. Julian Kaitlin, thank you for having me today. Excited to be here. Kaitlin LeMoine: We're excited to have you with us, Audrey. So, as we kick off today, can you please tell us a bit more about your background and what led you to your role at RippleMatch? Audrey Patenaude: I'll start with a little bit about my journey and why I really connected to RippleMatch's vision. I'm originally from Quebec City, a very charming but very cold part of Canada. And over there, I studied business and marketing in college, but when I got out of school, there were not a lot of marketing jobs in Quebec City, especially this was before remote work, and there were not a lot of tech companies with offices over there. So after college, I had to work some marketing jobs for small local companies for a while, until this one job opened at an AI company that had offices both in Canada and the US. And I remember at the time, all my friends whom I graduated from college with were all fighting for this one exciting job that we had in our, you know, in our backyard, and I got lucky enough to get it, and I think that this gave me some perspective on how the right opportunity can really change the course of your life, if you're lucky enough to, you know, be at the right place, at The right time and get noticed. So years later, I moved to New York, and that AI company grew a lot, and we went through an IPO, and I got very lucky along the way to be supported by amazing leaders and mentors and learn in that fast growing environment with a lot of innovation, and then got the chance to move to the city that I love and now consider home. So when came time for my next chapter, I met with the team at RippleMatch, and I immediately saw how, you know, to me, this platform felt like a way to push some of that luck forward, to help other candidates like me land jobs that could change their lives and open up so many doors for them, so it's really a motivating mission for me to work on every day and get to see the real life impact of it for candidates in the world and employers alike. Julian Alssid: Audrey, speak to us a bit about what are the problems that RippleMatch is trying to solve for those employers and candidates and universities alike. Audrey Patenaude: You touched on it a little bit earlier. But RippleMatch is the marketplace for AI, skilled emerging talent. What that means, or where that talent is, is folks early in their career that know how to leverage AI across all types of roles, and that can be really these amazing contributors that make a huge difference inside companies, and part of the reason why is because Gen Z is leading the use of AI, especially bringing their own tools to school and and work. So the problem that we are solving for employers right now we're seeing employers starting to think very differently about hiring and team design with AI, they are thinking a lot about how to design their teams in a way that will leverage AI intelligence with human intelligence working alongside each other, and what is the best way to build a team that's going to be efficient with the best tools and skills set up, and that's across, you know, go to market teams and technical teams. And in that design of the new, you know, modern team across different function, entry level is no longer seen as a training ground where employers on board a lot of super junior green talent and give them very easy but laborious tasks as they learn the ropes of the job, because, as you mentioned before, now, tasks like data entry, data enrichment and cleaning, or very basic support tickets can be or are being automated by AI. So we're seeing that instead of junior specialists, employers are looking for AI enabled generalists, for example, years ago or recently, if you were going to hire a junior marketer, you would very often look for a profile of a junior professional with very deep expertise or specialization in one part of marketing. So for example, you're looking for a HubSpot expert. Now that profile is changing to looking for someone that has amazing power skills, so someone who's really resourceful, has critical thinking, is going to be very adaptable and very collaborative and with AI and being able to leverage AI tools that deep specialization in one tool is not as critical or as valuable anymore, because you can use AI to figure things out, to build workflows amongst multiple tools, and you're going to innovate much faster and be able to contribute a lot more than that previous profile of a very kind of niche set of expertise. So yeah, employers are looking for these candidates with AI skills who can contribute and innovate quickly, and at the same time, power skills are becoming even more important because AI is automating some of these hard skills. So the net here for employers, and where the challenge comes is that the bar for entry level talent is rising, but at the same time, inbound volume and noise is up more than ever with AI, as you were saying, allowing candidates to send out a lot of resumes or to use ChatGPT to produce a cover letter or resume. The challenge that we help with is helping employers find top talent that's ready for today's workforce by connecting them with candidates that have verified AI skills, power skills, and technical skills. So basically getting them straight to the right talent with the right asse

    29 min
  3. Isaac Agbeshie-Noye: Bridging the Skills-First Gap

    23 SEP

    Isaac Agbeshie-Noye: Bridging the Skills-First Gap

    Isaac Agbeshie-Noye, Program Director for Widening Pathways to Work at the Society for Human Resource Management (SHRM) Foundation, addresses the critical gap between employers' intent to adopt skills-first hiring practices and actual implementation. Drawing from his background in higher education and workforce development, Agbeshie-Noye discusses the newly launched Center for a Skills First Future, designed specifically to support small and medium-sized businesses that employ half of all Americans but often lack the resources of large corporations to navigate hiring transformation. He explores the striking disconnect where 90% of employers acknowledge the benefits of skills-first hiring, yet only 15% have actively implemented it, and explains how the Center's many resources—including a Skills Action Planner, resource library, skills-first credential, and vendor database—helps employers determine an achievable place to start rather than boiling the ocean. The conversation addresses frustrations from both job seekers navigating an AI-enhanced application landscape, and employers struggling to distinguish genuine skills from enhanced resumes, while emphasizing that skills-first approaches complement rather than replace traditional degrees by treating skills as the primary currency for understanding what all credentials represent. Transcript Julian Alssid: Welcome to the Work Forces Podcast. I'm Julian Alssid.  Kaitlin LeMoine: And I'm Kaitlin LeMoine, and we speak with innovators who are shaping the future of work and learning. Julian Alssid: Together, we unpack the complex elements of workforce and career preparation and offer practical solutions that can be scaled and sustained. Kaitlin LeMoine: This podcast is an outgrowth of our Work Forces consulting practice. Through weekly discussions, we seek to share the trends and themes we see in our work and amplify impactful efforts happening in higher education industry and workforce development all across the country. We are grateful to Lumina Foundation for its past support during the initial development and launch of this podcast, and invite future sponsors of this effort. Please check out our Work Forces podcast website to learn more. And so with that, let's dive in.  Kaitlin LeMoine: So our conversations on the podcast and in our consulting practice recently, increasingly revolve around the movement to a skills first approach to educating, hiring and developing talent. Julian Alssid: Absolutely Kaitlin and and today we're turning our attention to the employer side of of that equation. And this is a critical conversation for all employers, but it's particularly critical for small and medium sized companies, where half of all Americans work. These smaller companies often lack the dedicated resources of large corporations to measure and track skills development, and it makes it challenging for them to adapt to new hiring models. Kaitlin LeMoine: That's right. And while skills are all the buzz, there can be a real gap between intent and action. According to the Society for Human Resource Management, or SHRM Foundation, 90% of employers acknowledge the benefits of skills-first hiring, but only 15% have actively implemented it. That's a striking gap, and many HR leaders and executives recognize its strategic value, but struggle to implement significant changes. Julian Alssid: Our guest today is uniquely positioned to address this challenge with a particular focus on helping small and medium sized employers unlock a wider range of qualified candidates by valuing a candidate's abilities and understanding how skills relate to traditional credentials. Kaitlin LeMoine: Isaac Agbeshie-Noye is Program Director for Widening Pathways to Work at the SHRM Foundation. Over the last decade, he's served in a variety of leadership roles across nonprofit organizations and higher education institutions, and focused on aligning strategy, culture, and operations to create lasting transformation. He's also been an instructor for undergraduate and doctoral student seminars, exploring his passion for easing student transitions through their educational experiences. Isaac earned his bachelor's degree in sociology from the University of Virginia, as well as masters and doctoral degrees in higher education administration from George Washington University. Isaac, welcome to this podcast. We're so excited to have you on Work Forces with us today. Isaac Agbeshie-Noye: Yes, thank you so much for having me. I'm excited to be here. Julian Alssid: Yes, and thank you for joining us, Isaac. We've talked a little bit about your background. Well, tell us a bit more and what led you to your role at the SHRM Foundation.  Isaac Agbeshie-Noye: I got here in part because I'm always very fascinated and very passionate about education and how people go about learning things that then activates them to do things. And so working in higher education, and encountering all of these college students that came in at 18, 19, 20, 21 years old with some understanding of the things that they thought that they were going to do for the rest of their lives, that was just really fascinating to me. And then seeing the evolution over time where their mind changed around that thing, that was also fascinating. I ended up getting into workforce development and talent cultivation, because I realized that it wasn't just enough to understand what they were learning when they were on the college campus, I was really intrigued by then what did they do? Like, where did they go? Where did they end up? How did they navigate their careers after they left that environment? And so that kind of helped me think more broadly, beyond getting people to degree attainment to getting them actually to career mobility and to ultimately, a productive citizenry, which is what, which is what the mission of higher education is actually designed to be. And so I got connected to the SHRM Foundation in part because I just have been really fascinated with, how do we get employers into the game even further to understand their role and to help them as they are trying to tap into this workforce that is filled with skills, but yet we're not matching people in ways that are quick, even though we can see some of the ways in which there might be alignment. And so this position is is actually structured to help try and address that, that gap. Kaitlin LeMoine: As we jump into this conversation, we'd love to learn a little bit more about the SHRM Foundation and your role in widening pathways to work.  Isaac Agbeshie-Noye: The SHRM Foundation is the 501(c)(3) nonprofit arm of the Society for Human Resource Management. And the Society for Human Resource Management is the largest network of HR professionals in the world. And so we have 340,000 members that are then deployed and activated into all types of businesses around the world. And so we believe that we can leverage HR and leverage those professionals to advance social good, which is how the foundation came to be. And so in the foundation, we focus on three bodies of work: strengthening the HR field, because we don't often think about who's going to come behind the current HR folks, and who is actually going to take on the new challenges related to HR, and how are we positioning those folks to be successful in that, and so we have a body of work that's focused there. We have a body of work that's focused on thriving together, and how are we creating cultures of care within employers and employer environments. And so how are we focusing on things like the social determinants of health, about or caregiving or workplace mental health, the types of things that make people feel seen and safe at work in order to continue to be there. And then the third part is my area, which is the widening pathways to work area which is focused on skills first, and the things that we do to help employers adopt skills first approaches. How do we test things, try things out so that we are reducing the risk as best we can for people to adopt initiatives that are going to help talent be seen better. And then the other part of that is untapped pools of talent. So who are we not seeing and how can we create opportunities to see them better and also to get them fully activated in this world of work. And so the SHRM Foundation does all of that, and our goal is to try and figure out where are, what's the messaging, what are the levers, where, who are the partners that we need to bring together to actually make this ecosystem work for job seekers and employers at the same time. Julian Alssid: Tell us a bit more about your area, Widening Pathways to Work. And in particular, we're really interested in hearing about the new Center for a Skills First Future. Isaac Agbeshie-Noye: What's so exciting about that portfolio is that we're really trying to figure out what are the things that are getting in the way, and how can we start to solution around those things? And so we know that there are 7.3 million open jobs, and we are highly dissatisfied with that, because it's not because there's a shortage of talent. There's just a shortage of alignment. There isn't those connections and those systems that we're leveraging to make talent visible so that employers can make hiring decisions that make the most sense for them are, to some degree working, and in a lot of ways not working, and that is resulting in a lot of job seekers being incredibly frustrated, and employers also being dissatisfied with what they're getting. And in an age of AI, where we do have some functions that are being shifted based on technology, and we have job seekers leveraging AI to try and make themselves look more visible and competitive, we're in this environment where we have to be having this conversation about how we get these different sides to see each other. So that is what's exciting about the Widening Pathways work, because we are going to have

    32 min
  4. Joe E. Ross: Pioneering the Apprenticeship Degree Model

    9 SEP

    Joe E. Ross: Pioneering the Apprenticeship Degree Model

    Joe E. Ross, President, CEO and co-founder of Reach University and the National Center for the Apprenticeship Degree, discusses Reach University's "apprenticeship degree" model that turns jobs into degrees rather than the traditional approach of obtaining a job post-graduation. The conversation explores Reach's approach to addressing the "hiding in plain sight" talent crisis by serving the 40-50 million Americans in the workforce without degrees who wish they had them. Ross outlines Reach's three ABCs framework: Affordability, Based in the workplace from day one to graduation, and Credit for learning at work. He shares compelling outcomes from Reach's growth from 67 candidates to over 3,000 across eight states, with 70% graduation rates for Pell-eligible students compared to the typical 40-50%. Ross also discusses the National Center for the Apprenticeship Degree's work with 50 institutions across a dozen states, and offers practical steps for listeners interested in getting involved with apprenticeship degrees.  Transcript Julian Alssid: Welcome to the Work Forces Podcast. I'm Julian Alssid.  Kaitlin LeMoine: And I'm Kaitlin LeMoine, and we speak with innovators who are shaping the future of work and learning.  Julian Alssid: Together, we unpack the complex elements of workforce and career preparation and offer practical solutions that can be scaled and sustained.  Kaitlin LeMoine: This podcast is an outgrowth of our Work Forces consulting practice. Through weekly discussions, we seek to share the trends and themes we see in our work and amplify impactful efforts happening in higher education, industry and workforce development all across the country. We are grateful to Lumina Foundation for its past support during the initial development and launch of this podcast, and invite future sponsors of this effort. Please check out our Work Forces podcast website to learn more. And so with that, let's dive in.  Julian Alssid: Welcome back today. We're diving deep into a topic that's central to our work, the evolution of higher education to better serve the modern workforce.  Kaitlin LeMoine: Yes, we are Julian. We've talked a lot about the need for new models, especially those that bridge the gap between learning and earning. So many of our conversations have pointed to the power of apprenticeships and skills based pathways, including our past podcast discussions with Bob Lehrman and John Colborn on the evolution of apprenticeships and the opportunities they afford learners and employers alike.  Julian Alssid: That's right. Kaitlan and as we discussed with Bob and John, the apprenticeship movement has been gaining momentum in recent years. Just in August 2025 the Trump administration issued a talent strategy report that calls for the expansion of Federal Registered Apprenticeships, including promoting stronger connections to universities and colleges. Our guest today is at the forefront of this movement, pioneering a groundbreaking model that's reshaping what a degree can look like, the apprenticeship degree. In fact, the apprenticeship degree was called out in the Feds report as a key part of the new apprenticeship initiative. And so today, we'll be discussing this and more with Joe E Ross, President, CEO and co founder of Reach University and the National Center for the apprenticeship degree.  Kaitlin LeMoine: Before building Reach, Joe served as president of the statewide association for county school boards in California, and served for 10 years as a locally elected school board member. He previously served as general counsel to a venture studio in several technology startups, and as a deputy district attorney, he acted as sole counsel in numerous hearings and jury trials. Earlier in his career, he served eight years on active duty in the US Navy. The son of a US Postal Service labor custodian, Joe went on to earn degrees from Yale and Stanford Law School. And Joe, we're excited to welcome you to the podcast with us today. Thanks so much for joining us here.  Joe E. Ross: Kaitlin, Julian, it's such a pleasure to be here. Thanks for having me.  Julian Alssid: Yes, indeed, it is a pleasure to have you, and if you will, you know, we've said a little bit about your background, but we'd love to hear you tell us a little bit more, and the story of what led you to co found Reach. Joe E. Ross: Yeah, sure. So first off, I must offer the disclaimer, I never imagined that I would be a college president growing up. That's not the thing that was on my bucket list, among many things, but I do think I, very early on, acquired a conviction that education is the way you build your own future, I think of it as the pen that you need to have in your hand to write your own future. As you mentioned, my biological father worked for the post office as a labor custodian (that means janitor), and my mom died kind of young, and he was injured in an accident. And I was raised starting at age four by my aunt and uncle, and I think in moving into that new household, in my little head, I must have noticed that these adults had careers and they had degrees and they had power over their lives. And I think in my little head, I thought, I want all three of those things, and I got it into my head that education was my way to those things. That's the only thing I can point to as an explanation for why I was such a nerd in school and so motivated in school, and also why later, after trying all sorts of other things with that pen to my hand, I was a Navy officer, I was a prosecutor, I was an ed tech entrepreneur, I always tacked back to education as where my passion was, and so about 15 years ago, I started running an after school program that sought to turn after school staff into teachers, and that was essentially a job embedded, apprenticeship based program, the first of its kind. And I saw this, this potential of combining work with higher ed. And so fast forward to the fall of 2020, Reach University launched as it's in its current form as an accredited nonprofit institution with a very simple mission, which is to turn jobs into degrees, as you said in the intro, as opposed the other way around. And that model is called the apprenticeship degree. Now.  Kaitlin LeMoine: So you know. Reach University has a unique B2B2C model, right where you partner directly with employers, but you have this dual customer approach of working with employers but also serving the needs of your learners. Can we dive in a little bit there? I mean, this is a complex model to build. How have you gone about it?  Joe E. Ross: Yeah, so it's, it's interesting, it's complex, but it also creates some simplicity as well. If you're running an apprenticeship degree, by definition, you are running a model that's based in the workplace from day one to the day of graduation. In fact, I'll back up. I probably should share for everybody what we mean by apprenticeship degree, and then that will lead lead to the answer. So an apprenticeship degree is defined by elements associated with apprenticeship going back centuries. This is not something that the Department of Labor defined 50 years ago or 10 years ago or this summer. It's something that goes back to a tradition that is very long standing, and apprenticeships had three defining elements that I think of as the ABCs that apply to an apprenticeship degree, a stands for Affordability for the learner, and in this day and age, that means without student debt, apprentices have been asked for their sweat, not for their debt, right? So at Reach University, we made this commitment the beginning, that no one would be would pay out of pocket. No learner would pay out of pocket more than $75 a month for full time enrollment in a full time work embedded degree program that's a for affordability. B stands for Based in the workplace from day one to the day of graduation or the day of completion. An apprenticeship degree starts with a paid job. It ends, or is designed to end, with a better paid job. And C stands for Credit for work, Credit for learning at work. Kind of has a double meaning. Learning at work means literally learning at work, but it also means learning put to work, theory, meaning practice. C also stands for Credential of value. This is not a compromise. It is still a Bachelor of Arts or a Master of Arts or an Associate of Arts. AA does not stand for Apprenticeship Arts Degree. It stands for Associate of Arts degree. So with that definition in mind, let me go back to B based in the workplace. The reason we think of this as a B2B2C model, as opposed to a, B2C model is because you can't run an apprenticeship or an apprenticeship degree without close engagement with employers and for the university. What that means, among many things, is that instead of coming to the university looking for graduates, the employer comes to the university at the front end, bringing the students, you work with employers, and then the employers engage their incumbent workforce, or they actually recruit new employees into jobs that come with degrees. And so what you end up seeing is a lot of partnership work with employers, which is kind of shoe leather and handshaking and presence on the ground, as opposed to buying Google AdWords and competing in the internet for advertising for consumers. And as a result of that, a B2B2C model is much more affordable to execute, and that savings gets passed on to the apprentices, to the learners, in the form of much lower tuition, much more affordability.  Julian Alssid: So Joe, your model, in a sense, is helping to solve labor shortages. And want to hear you talk about, like, who these who these learners are, and what kinds of jobs you're preparing them for. This notion that there's like, this talent, and you know the term like hiding in hiding in plain sight, yeah, is really what you're about, yeah. Joe E. Ross: Well, we started five years ago with our teachers college, and we were focu

    36 min
  5. Kaitlin and Julian on Work Forces: Past and Future

    26 AGO

    Kaitlin and Julian on Work Forces: Past and Future

    Kaitlin LeMoine and Julian Alssid turn the microphone on themselves to kick off Season 5 of the Work Forces podcast. As they approach their 50th episode, the co-hosts reflect on their journey and the dramatic shifts they've witnessed at the intersection of work and learning. Kaitlin and Julian discuss the evolution of workforce development from a fringe topic to a central national priority, highlighting how this shift has been influenced by economic, political, and technological changes. They unpack the rise of a skills-based ecosystem, noting how the traditional "once and done" model of education has become obsolete in an era of rapid technological change, particularly with the widespread adoption of generative AI. Drawing on their consulting work and insights from past guests, the co-hosts emphasize the imperative of cross-sector collaboration and human-centered design in bridging the gap between education and industry. They stress that experiential learning is now the new currency of opportunity, and human connection remains the "secret sauce" for success. Kaitlin and Julian offer practical advice for leaders navigating this period of unprecedented change. They encourage listeners to embrace agility and partnership, keep their eye on the prize of helping individuals thrive, and anchor their work in human purpose to build a more equitable and prosperous future for all. Transcript Julian Alssid: Welcome to the workforces Podcast. I'm Julian Alssid. Kaitlin LeMoine: And I'm Kaitlin LeMoine, and we speak with innovators who are shaping the future of work and learning. Julian Alssid: Together, we unpack the complex elements of workforce and career preparation and offer practical solutions that can be scaled and sustained. Kaitlin LeMoine: This podcast is an outgrowth of our Work Forces consulting practice. Through weekly discussions, we seek to share the trends and themes we see in our work and amplify impactful efforts happening in higher education, industry, and workforce development all across the country. We are grateful to Lumina Foundation for its past support during the initial development and launch of this podcast, and invite future sponsors of this effort. Please check out our Work Forces podcast website to learn more. And so with that, let's dive in.  Kaitlin LeMoine: So Julian, we're at an exciting point here, kicking off Season Five. Can't believe it. We're rapidly coming up on 50 episodes and two years of hosting this podcast. Thanks to all of our guests and listeners who have supported this work so far, and we're excited to be in this new season, and it felt like a good moment to welcome everyone and take this moment to share our own perspectives. It feels like a good time to flip the mic back on ourselves and share a bit of our own thinking at this evolving and fast moving intersection of work and learning. Julian Alssid: Yes, it indeed is a milestone moment for us, Kaitlin, as we embark on Season Five here, and it's been such a pleasure working with you, consulting with you, and podcasting with you. And also, I'm so grateful to our guests and our audience for making this possible. It's just as as we had hoped from the beginning, as this kind of grew out of our consulting, it really has just become kind of a natural corollary and feedback loop for us to keep learning and sharing and learning and sharing. So let's learn and share with one another today. Kaitlin LeMoine: Absolutely well, the feeling is mutual. Thank you for your partnership over the last few years in this work and in our consulting efforts. And yeah, excited to dive in with this conversation today. So I guess to kick us off, Julian, you know, given your many years in this space and in the last few years of our work together, you know, how are you seeing the intersection of work and learning, changing and evolving. What are you paying attention to? What are you thinking about?  Julian Alssid: I keep going back to the same point when I really think back to my like, 35 years in the field. You know when I started this, and even when we met over a decade ago, this was still fringe work. It was people interested in workforce development were basically the people who were working on workforce development in one form or another, and it has gone from front to center, I think, driven mostly by economic imperative, you know, by rising skill demands and gaps between learners and employers and everyone trying to find a better way to come together. It's been enforced, and I think, fed further by policy. So for example, I mean, I guess I will say it's and have been saying this for a long time too. It's really been kind of an apple pie topic that cuts across the political spectrum, and so, you know, and we're and we're even seeing that with all the change going on now. The Biden administration, previous administration, made significant investments in workforce development, and that helped to accelerate and focus attention across industry and government and education. And just recently, the Trump administration released its new talent strategy report, which kind of lays out a plan for a more streamlined system. Now, of course, these approaches are very different, and I think along with that is this kind of great sense of uncertainty, like, well, where will these new policies drive us and so it's, it's kind of like we're all dressed up and not exactly sure where to go. Kaitlin LeMoine: Right. Well, and everything's moving so quickly too, right? Like it's it's the policy, it's also the tech space. It's also how industries are shifting very, very quickly, and just trying to keep pace and kind of keep all of these different changes on our radar screens while still moving the work forward feels like a key challenge. Julian Alssid: Yeah. So, yes, absolutely. I mean, and there's just so many pieces of this to unpack. I mean, what do you see as, like, what is, what is rising to the surface for you? Kaitlin LeMoine: Yeah? I mean, I think that one of the things that strikes me that feels distinct from other points, I guess, in my work in this field over the many years is that I feel like there's so much happening for employers and industry, for educators, whether in K 12 or in higher ed, and for learners, kind of all at the same time. And maybe it's partially that, you know, the focus of my work has shifted to over the years, like from being very focused on implementing one program, or one initiative, or thinking about tactically, how to go about doing things, versus also now operating at a level of thinking about how does this broader landscape impact work with different types of clients, but it just feels like there's so much movement for employers as they think about how to hire and train and recruit the next generation of employees. Then there's the next generation of learners, and how we are educating those individuals, whether they're from some of our podcast conversations, right, like in middle school, or whether they're in higher ed or adult learners who are looking to advance further. And then for the actual people you know, for those learners, as they're looking for jobs and looking to advance. It just feels like there's so much movement, so much at stake, and it's like this moment of de siloing wherever possible, because we're all like, there's this recognition that employers can't do this work without educators. Educators can't do this work without employers, and we need this feedback loop in order to really try to all advance in this complex intersection of work and learning together, that's I feel like, really top of mind for me at this moment. Julian Alssid: Yeah, it is. It is so complex. And I like to try to think about like, well, what are the kind of, what are the threads that run through it all? Kind of try to bring some clarity and and one that that keeps popping to mind for me is this whole idea of the the rise of a skills based ecosystem that, you know, I think that you know that there was so much talk for years about, you know, kind of the knowledge based economy and, and I do think we are, on some level, shifting to more of a skills based economy. And I was even just thinking back to like interviews we did. I remember Matt Siegelman from Burning Glass Institute talked about the study that Burning Glass had done back in, I think '22 that showed that at that point, the average job had seen 30% of its skills replaced in five years. And so this whole idea of kind of the one and done model of education becomes obsolete. And by the way, that 37% figure came before the widespread adoption of generative AI. Kaitlin LeMoine: Yeah. So what does it mean now? Right? Julian Alssid: Yeah, exactly. Are we moving now? Right? It was bad enough then, and you could see the gaps, and you could see people employers complaining about not getting the skills, and people frustrated with their education, saying they're not getting what they need. And yes, but I think what we're seeing now is employers are increasingly prioritizing skills and competencies. Their still certainly their leadership has degrees, but it's definitely moving to the fore. Kaitlin LeMoine: No, I think that's, I think that's right. I mean, I think one thing that stuck out to me from our past, from our episodes this past season, kind of building on that, you know, were a couple of different conversations just around this integration of, like, career advice, support, and transparency, kind of across this ecosystem and certainly being built more into the educational experience. Like you know, whether it was our conversation with Nisha Taylor, with NACE regarding both the career competencies and making the skills and competencies that learners are acquiring clear and transparent, like how to talk about those things with employers, how to make it ring true to employers. And then even thinking back to Scott Carlson and Ned Laff with their Hacking College book, and think

    20 min
  6. Work Forces Rewind: Scott Carlson and Ned Laff on Hacking College

    12 AGO

    Work Forces Rewind: Scott Carlson and Ned Laff on Hacking College

    Scott Carlson and Ned Laff, authors of "Hacking College," discuss how to craft a higher education experience that intentionally links student learning to future work and career success. They emphasize the necessity of a proactive and personalized approach to higher education, tapping into students' passions and hidden intellectualism. Carlson and Laff champion a field of study approach, empowering students to actively design their undergraduate degrees, unearth hidden job markets, and leverage faculty expertise. They underscore the significance of cultural and social capital, urging institutions to adapt and support this student-centric model. The conversation illuminates the ways that higher education administrators and faculty, and students themselves, can personalize the learning experience to ensure higher ed graduates are well-equipped to navigate diverse career opportunities. Transcript Julian Alssid: Welcome to Work Forces. I'm Julian Alssid.  Kaitlin LeMoine: And I'm Kaitlin LeMoine, and we speak with the innovators who shape the future of work and learning. Julian Alssid: Together, we unpack the complex elements of workforce and career preparation and offer practical solutions that can be scaled and sustained. Kaitlin LeMoine: Work Forces is supported by Lumina Foundation. Lumina is an independent, private foundation in Indianapolis that is committed to making opportunities for learning beyond high school available to all. Let's dive in. Happy summer all. We're back with one more rewind episode featuring Scott Carlson and Ned Laff. And in this conversation, we dive deep into their new book Hacking College. Amongst many topics, we discuss a framework to approach college and the college experience with a personalized focus on future careers and long-term goals. We hope you enjoy this conversation and look forward to kicking off our next season in our next episode. So Julian, I've noticed a real shift in our conversations lately, both with clients and on the podcast, we seem to be delving deeper into the complexities of the school-to-work transition, especially for young adults and for working adults. Julian Alssid: It's true. Kaitlin, and it really highlights the increasing complexity of that transition. The job market is constantly evolving, and it can be tough for students to figure out where they fit in, especially with so many opportunities hidden from public view. Kaitlin LeMoine: Yeah, exactly. I mean, it's a tall order for educators and institutions too. For example, faculty are being asked to wear many hats and skills like career advising can sometimes feel separate from their day to day roles and require new sets of tools and related training. Julian Alssid: Right? It's not just about helping students find a job, but about guiding them through a process of self discovery, exploration and network building and helping them understand their own interests and strengths and how those connect to real world opportunities. Kaitlin LeMoine: And that's where I think our guests today, Scott Carlson and Ned Laff, have some really valuable insights. They've literally written the book on this. It's called "Hacking College", and we're talking to them on the book's release date. Julian Alssid: Yes, and congratulations, guys. The book offers a framework for faculty and staff to help students take a more proactive and personalized approach to their college experience with a real focus on future careers and life goals. Kaitlin LeMoine: Though we'll ask Scott and Ned, to give their own background, Scott's a Senior Writer at The Chronicle of Higher Education, where he's been writing about the trends shaping higher education for over 25 years. As his LinkedIn profile states, he writes about where education is headed, how it serves or doesn't serve students and the public, and how the sector can stay relevant and resilient.  Julian Alssid: And Ned has over 35 years of experience in higher ed, helping students design successful undergraduate experiences. He's held leadership roles at numerous colleges and universities focused on academic advising, curriculum development and student engagement. Kaitlin LeMoine: Scott and Ned, welcome to Work Forces. Congratulations on the publication of this book, and we're excited to dive in with you today to learn more about Hacking College.  Ned Laff: Thank you so much.  Scott Carlson: Thanks for having us on. Julian Alssid: So to get the conversation started, love to hear a bit more about your respective backgrounds and how you came together to write this book.  Scott Carlson: Well, as Kaitlin had said, I was at The Chronicle for about 25 years. I've you know, in the years leading up to the pandemic, I was writing a lot about inequality and the path from college to work. I wrote a couple of Chronicle reports about the future of work and how students wind up getting jobs. And in writing some of this, these reports, and writing some of these stories, the follow up stories in The Chronicle, I had been getting a lot of notes from one Ned Laff who had been contacting me and had been working in this area for some time. And this is, in fact, how we got to know each other and got to meet each other, because Ned was just writing me over and over again about, oh, there's a better way. There's a better way to do this. I'll let him take the story from there. Ned Laff: Yeah, I have the work that I had been doing in higher ed. It's hard to call it something like advising. It's, it's in this middle, middle ground. I got into this when I was a grad student at the University of Illinois in Urbana, where I was working in a program called Individual Plans of Study, where students could design their own academic major, provided it couldn't be done in any of the colleges at the University of Illinois Urbana. And what we began to find out working is that students would be coming in and we would help them figure out how they could do essentially, the heart of an individual plan of study, but underneath the rubric of a major. And that started to raise questions in my mind about what is the nature of a college curriculum from the eyes of a student. What is the relationship of a college curriculum to the world of work? If there is this giant thing called the hidden job market, which is not advertised in career services, you don't see it on, you don't see it on. Indeed. You don't see it anywhere. And what does this mean in terms of student engagement, and how students can tap what they're genuinely interested in, what we call hidden intellectualism, and how they actually better engage learning and and the university they're at. And I would send Scott these. I'm like, probably about 100 emails a week, just nagging them. I got something here. I got something here. Just give me five minutes, though. Kaitlin LeMoine: You share about this in this, in the book, a little bit. We'd love to hear about how the book title came to be. And can you share a bit about the major challenges you hope to tackle when writing this book? Scott Carlson: Well, I think when I was writing some of that stuff for the Chronicle about the path from college to work, I was sort of following along the kind of narrative that everyone else sort of follows. And it's, you know, it's sort of about skills. What do you do with liberal arts education? How do you get students to land internships and all of that. And you know, really, one of the points that we that we make in hacking college is that a lot of that just sort of comes about by luck. For a lot of students, they just sort of happen to run into the right person who shows them how to play the game, or they come from a lot of social and cultural capital that sort of paves the way to where they want to go. And part of what we're trying to do with hacking college is to describe, kind of, the principles of how people wind up creating valuable undergraduate degrees. We're kind of looking at the whole issue of what is the empty college degree. You know, the empty college degree being sort of this degree that is a quote, unquote useful major, and then a bunch of other stuff in the degree that doesn't really knit together. And a lot of students graduate with that kind of degree. You know, we think this is like a huge part of what drives the national conversation about underemployment and of the value of college right now, and that emptiness being sort of the main problem there. And so with Hacking College, we're trying to tackle this, this question like, how do you actually get to something that's valuable? The term hacking comes from the notion that colleges sort of set up a bunch of rules around, you know, how do you get through? How do you, what do you major in? How do you, how do you fill up the rest of the undergraduate degree? And we're using the metaphor of hacking we're talking about like, how do you, how do you use these different structures that you find in college and then knit them together in a conscious way? How do you, how do you create opportunities and create a program that plays off the strengths that you already bring to college? This is a big part of the hacking metaphor there, coming out of the work of Bruce Schneier, who talks about how hacking is across society. People hack the tax code. People hack regulations, government regulations. People hack their lives in all sorts of ways. And of course, the wealthy hack college in hiring expensive college consultants, in, you know, in lining up opportunities for their children in all sorts of ways. How can we do this for students who don't bring these kinds of resources to the undergraduate experience? Julian Alssid: So Ned, you so in the book, I think you used the term earlier, you described approaching this undergraduate experience as a field of study.  Ned Laff: Yes. Julian Alssid: What does that mean? What exactly do you mean? And how does approaching college with that lens impact their learner e

    41 min
  7. Work Forces Rewind: NACE's Shawn VanDerziel on Colleges & Employers

    29 JUL

    Work Forces Rewind: NACE's Shawn VanDerziel on Colleges & Employers

    Shawn VanDerziel, President and CEO of the  National Association of Colleges and Employers (NACE), kicks off a special three-part series exploring the crucial intersection of higher education and industry. Drawing on his extensive experience in HR and recruitment, VanDerziel discusses how the evolving economy is reshaping entry-level hiring practices and the growing importance of skills-based recruitment. He highlights the challenges facing both employers and higher education institutions, including the "language gap" that prevents students from effectively articulating their skills to employers. VanDerziel also examines how AI is transforming both recruitment strategies and career services, drawing employers back to campus recruiting while offering new opportunities for understaffed career offices. The conversation offers practical strategies for helping students translate their academic experiences into workplace-relevant skills, ultimately strengthening the vital bridge between post-secondary education and meaningful employment. Transcript Kaitlin LeMoine: Hi all, hope you all are doing well. As we plan for our next podcast season, we're posting a few Work Forces Rewinds featuring some of the insightful conversations you may have missed from this past season. We hope you enjoy them as much as we did. While we'll be back with new episodes in the coming weeks, we want to pause to express our appreciation for you, our listeners. Julian and I are so grateful for your feedback, your likes and shares and overall engagement with the Work Forces podcast. Your encouragement and perspectives continue to shape the conversations we hold on the podcast and inform how we approach our consulting efforts as well. We hope you enjoy these Rewind episodes and we'll be back to kick off our next season soon. So here we go. Julian Alssid: Welcome to Work Forces. I'm Julian Alssid. Kaitlin LeMoine: And I'm Kaitlin LeMoine, and we speak with the innovators who shape the future of work and learning.  Julian Alssid: Together, we unpack the complex elements of workforce and career preparation and offer practical solutions that can be scaled and sustained.  Kaitlin LeMoine: Work Forces is supported by Lumina Foundation. Lumina is an independent, private foundation in Indianapolis that is committed to making opportunities for learning beyond high school available to all. Let's dive in. Julian. We've spent a lot of time on this podcast exploring the connections between higher ed and industry. Among many topics, we've discussed experiential learning, skills based education, business, higher ed partnerships and the impact of AI. We've examined how colleges are continuing to adapt to workforce needs and how innovative collaborations are aligning academic programs with evolving career opportunities.  Julian Alssid: That's right Kaitlin, and we're excited to share that we've partnered with the National Association of Colleges and Employers, or NACE, for a special three part mini series focused on a really critical piece of the higher ed-industry connection.  Kaitlin LeMoine: For our listeners who may be less familiar, NACE is the leading professional organization for career services and university relations and recruiting professionals. As described on their website, NACE empowers and connects the community of professionals who support, develop, and employ the college educated workforce.  Julian Alssid: This series will examine the work happening at the crucial intersection of learning and work in three parts. First, we'll discuss the broader landscape surrounding college career services and recruiting. Then we'll explore NACE's latest research, including projections for the class of 2025, and finally, we'll look at how leading colleges and employers are putting these insights into practice. To kick off today's conversation, we're honored to be joined by Shawn VanDerziel, President and CEO of NACE.  Kaitlin LeMoine: Shawn, thanks so much for joining us today. We're excited to have you on this podcast.  Shawn VanDerziel: Well, thanks for inviting us. I'm excited to be here with you all.  Kaitlin LeMoine: So, Shawn, as we jump in today, can you please give us some background on yourself and what led you to NACE.  Shawn VanDerziel: Sure I've had a windy road to my current position. I'm going to start back way back into college and move quickly through my career, so you can see the perspective by which I approach my work. I graduated from a large state school with my undergraduate and had no idea what I was going to do with my degree, and I had an opportunity to move to Chicago afterwards, which was a great move for me. And I found my first position working in college admissions, student enrollment, which was a natural for me, because in college, I was one of those overly involved students. I was a first generation student, so I didn't have the same resources as as many others may have had, and and wasn't quite sure how to approach my job search, etc, but I knew some things from my college experience, such as like giving campus tours, working with the admissions office, leading student groups, and I found my way into admissions. It was a great way to start my career. Worked my way up, and I got really burned out, and but what can I do? I was so tired of traveling all the time, being up until 10 o'clock at night, going to college fairs at high schools, all of those things. And so I thought, how can I transition these skills into something else? And I thought about recruiting, recruiting employees. So I was recruiting students. Why couldn't I recruit employees? And I found an organization that was really interested in me because of my connection to college students. They were very interested in connecting with college students to their employment opportunities. It was the first time that an outsourced service. Well, I should say, Fortune 500 company, utilized a outsourced service to fully take over the recruitment function. And so I worked for a company called Norrell Corporation, which was a billion dollar staffing company at the time, and we took over Bank of America's recruiting function for their Midwest region because they were expanding banks. So they were opening over 100 banks throughout the Chicagoland area in a period of about a year and a half. And I started as the recruitment manager, hiring all of these folks who are going to work in these banks, particularly through their management trainee programs and for tellers. And they wanted college students to be involved with that. So I was back on college campuses, looking for those students. Well again, I got really burned out, and I was like, Oh my gosh, this is the i being an outsourced service is a no joke kind of job. And I thought again, like, how can I transition this? And I already had the recruitment experience. I had always wanted to work at a museum, and finally, I had the skill to actually do something in a museum, and that was to work in a human resources office within a museum which is very niche, but I found a job and that I could apply for, and I actually got the job. And so I spent almost 25 years at the Field Museum of Natural History in Chicago, which is one of the world's largest natural history museums, and I worked my way up from a human resources rep doing recruitment and employee relations to becoming the Chief Human Resources Officer, Chief of Staff. And I oversaw lots of different departments over time, including our IT department, our education department, marketing for a short while, and also oversaw our Board of Trustees and the functions related to that. While I was at The Field Museum, I built a really large internship program that included over 200 interns every summer. And that experience led me to NACE, the National Association of Colleges and Employers as a volunteer, I became a volunteer leader and eventually the Chair of the Board of NACE. Over a decade ago, when the executive director of NACE was about to retire, I became a part of the search process, and was lucky enough to actually be offered the job at the end of that executive search process. So five years ago, I started as this President and CEO of NACE, and am so delighted to be representing this organization to the world.  Julian Alssid: Always so great to hear peoples' origin stories. And so tell us a bit more about NACE. So give us an overview, if you will, Shawn and and then the role that nice really plays at the sort of intersection of higher ed and industry. Shawn VanDerziel: Yeah, simply put, that's exactly what we do. We bridge post secondary education to employment. We're all about outcomes and equitable outcomes for all students who pursue post secondary education. What that means on a day to day basis is that we are a membership association that represents folks who work on college campuses, mostly in the career services offices. So we represent every type of college and university, small, large, private, public, community college, four year, you name it, that's about two thirds of our members. One third of our members are the employers who go into college campuses and recruit college students for employment opportunities, for full time internships, co ops, apprenticeships, you name it, the full gambit of opportunities. We represent close to 3,000 organizations, and over 17,000 almost 18,000 individuals are a part of the association.  Kaitlin LeMoine: Wow. Yeah. So this is, this is an extensive operation you have going on, and I would imagine, thank you. Thank you for the background you provided, because it just feels like, wow, you're drawing on, I'm sure, all the different skills and experiences gathered over the years, especially both on the college recruitment side and then on the employer recruitment side as well. It's quite striking.  Shawn VanDerziel: Yeah, it's a lot of fun. And one of the things that on important work, really important work. A

    32 min
  8. Work Forces Rewind: Jean Eddy on Youth Career Exploration

    15 JUL

    Work Forces Rewind: Jean Eddy on Youth Career Exploration

    Jean Eddy, President & CEO of American Student Assistance (ASA), discusses how middle and high school students can develop career awareness and gain meaningful workplace experiences before college. Drawing on research showing middle school as the optimal window for career exploration, Eddy details ASA's digital platform approach, which reaches 15 million students through engaging, mobile-based tools that help them discover interests and connect to potential career paths. She emphasizes the critical "testing and trying" phase where students need hands-on experiences, highlighting ASA's grant-making initiatives that fund intermediary organizations bridging gaps between schools and employers. The conversation explores scaling these efforts through policy engagement and community buy-in, with Eddy advocating for making career exploration an integral part of education rather than a disconnected add-on for teachers while offering practical collaboration strategies for all stakeholders to help students find paths that "make their hearts sing." Transcript Julian Alssid: Welcome to Work Forces. I'm Julian Alssid Kaitlin LeMoine: And I'm Kaitlin LeMoine, and we speak with the innovators who shape the future of work and learning.  Julian Alssid: Together, we unpack the complex elements of workforce and career preparation and offer practical solutions that can be scaled and sustained. Kaitlin LeMoine: Work Forces is supported by Lumina Foundation. Lumina is an independent, private foundation in Indianapolis that is committed to making opportunities for learning beyond high school available to all. Let's dive in. We've spent much of our time on this podcast exploring learning and career pathways, especially for college students and adults, and while those conversations are important, we also know that it helps learners when they begin a process of career exploration much earlier on in their academic journeys. By the time someone gets to college, it can often be too late for foundational career exploration. We need to help K-12 learners develop an awareness and curiosity of various career options, get them age appropriate experience and help them link their academic interests to the world of work.  Julian Alssid: That's right, Kaitlin, and it's something we both know firsthand. We both started our careers in innovative high schools, where we each designed project based and experiential learning opportunities intentionally integrated with internships and real world experiences. We so, you know, we understand the complexities of this work, particularly figuring out the right level of exposure to workplace skills and experiences for young people, you know, how do we best help them explore, gain experience, build social capital and discover their likes and dislikes?  Kaitlin LeMoine: Yes, it is about developing the skills and awareness learners need to navigate the world of work and thinking about practical implementation. It's about working with employers who can meaningfully support this process, and about providing educators with the time and creative space to make these integrated learning experiences happen.  Julian Alssid: This is a complex topic to unpack, and that's why we're so pleased to have Jean Eddie with us today as President & CEO of American student assistance, or ASA, she's leading the charge in changing how kids learn about careers and prepare for their futures. Jean is an accomplished leader with over 30 years of experience in higher ed, and has held leadership positions at Rhode Island School of Design, Brandeis University, and Northeastern University. She's a nationally recognized speaker and subject matter expert, cited frequently in major publications and a contributor to forbes.com Jean is deeply committed to student success and is the author of crisis proofing today's learners, and co host of The One Question Podcast with Michael Horn, who was a recent guest on Work Forces. Jean, we're looking forward to discussing ASA's innovative approaches to career readiness for middle and high school students, and how you're reaching them in new and novel ways. Welcome to Work Forces. Jean Eddy: So happy to be here, looking forward to the conversation. Kaitlin LeMoine: Yes, so are we Jean. It's such a pleasure to be with you today. So as we dive into today's conversation, can you please tell us more about your background and what led you to ASA?  Jean Eddy: What is interesting is I met a colleague this morning for breakfast, quite early, and I worked with that person at one of the colleges that you mentioned. We were talking about the fact that we worked with a lot of young people who are on a college campus, and they really didn't know why they were there. And my colleague was basically saying that he oftentimes felt as though he was taking care of young people who were really not they couldn't find their own way. And I would have to say it reminded me of my own journey. I was in high school, and no one approached me about what was next. Never talked about it, never got prepared for it, etc. And if it weren't for the fact that I ended up, after leaving high school, going to a community college, I was lucky, you know, I met people who were interested in me and wanted to kind of show me some way or some path. Who knows where I'd be right now. But I guess, you know, I ended up in higher education because I was so taken with my own experience at a community college. And I worked in higher ed, as you said, for a number of years, but I worked with a lot of young people who really didn't know why they were in college, and I would say that some of them really should have taken another path, and instead, went on to college, spent an awful lot of money that they didn't need to spend, and then ended up with quite a bit of debt that they had to repay somehow, some way. So fast forward now to ASA. I became involved with ASA because ASA is a federal guarantor, and as a person who worked in higher ed I was on the board of ASA for a number of years. And why, why I was interested in ASA is because of the fact. They were really committed to helping young people. It was a very personal relationship, which with a lot of guarantors. It was not but at ASA, it was. And I stayed committed because I was so interested in how they interacted with students. When I was asked to become the CEO here, which was eight years ago now, we were talking about how we could think about working with young people before a problem arose. What we were doing was basically trying to put a band aid on something at the end of the day, rather than getting in front of the problem to see what we could do about that. So we did an awful lot of research and found out that the best time to really talk about careers was in middle school, and that seems kind of young, you know, sixth grade, seventh grade, but what we found was is that kids who are in that age bracket are really open to exploration. They aren't hardwired that they want to do this or they want to do that, and furthermore, their friends haven't made such a huge impact on them that they don't they were willing to go and find their own way. So we then did research about, how do we interact with these young people? What's the best way to do that? And we tried a number of things, but at the end of the day, what we found was we needed to kids meet kids where they are, and that's on a mobile device that's on their cell phone. So like it or not, 97% of the kids who are between 13 and 18 year old, 18 years old, have a cell phone. And so we created mobile, friendly programs that would allow young people to, first off, go out and have fun. Because to me, learning is all about fun. Let's start with that. It doesn't need to be something that's imposed and sometimes treacherous. It's rather what can be fun. So the first thing we developed was something that allowed a young person to have fun, but to basically do puzzles and games, which actually came up with kind of an indicator of things that somebody was good at, but moreover what they liked to do. And then we showed them all kinds of ways to be able to get to that in a successful career. And it's not to say at someone who's in the sixth or seventh grade is saying I'm going to be an X, but rather, I'm interested in these things. And let's see all the possibilities for if you're interested in this, what is possible. And then we went on to build more programs that allowed kids to test and try, which is really key here, testing and trying, having them figure out, maybe I like this, but is there some aspect of it that I really can't do or I don't want to do? And so when we develop these programs, testing and trying, really came in in high school, and the reason for that is by the time students leave high school. We want them to have a plan. And so it's not that again, that they have a road that's absolutely mapped out, but rather, this is the this is the path I can take to see what might come of this, to see what might come with what I love to do with what I'm good at. And can I be able to relate this to that job, that career, that pathway? Julian Alssid: Great to hear the bit about your journey and and the genesis of ASA. So. So now, what are the Could you give us an overview where you are now at ASA with the types of initiatives that you're focused on, and what are the key problems that you know you're looking to, the key challenges or problems you're looking to solve. Jean Eddy: So, you know, the initiatives that we are working on currently, you know, I mentioned the digital we have four digital programs which really bring students from the discovery phase right on through the testing and trying, you know, getting a mentor, getting an apprenticeship, understanding how to be able to get ready for to dress for success, all those kinds of things. There are many, many things kids can do there. We have about 15 million kids on our platforms at any giv

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Seeking to optimize your organization for the future of work and learning? Join workforce and education strategists Julian Alssid and Kaitlin LeMoine as they speak with the innovators who are shaping the future of workforce and career preparation. Together, they will unpack the big problems these individuals are solving and discuss the strategies and tactics that really work. This bi-weekly show is for practitioners and policymakers looking for practical workforce and learning solutions that can be scaled and sustained.

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