skills

Will learning curated by employers replace degrees? — from universityworldnews.com by Louise Nicol

If universities do not future-proof their offer through deeper and more credible partnerships with employers and industry, what exactly prevents employers from educating and training people themselves?

This is why the future of higher education depends on far deeper and more operational partnerships with industry. Not symbolic advisory boards or occasional guest lectures but genuine co-design of curricula, shared ownership of applied projects and clear accountability for graduate capability.

Universities that integrate live industry problems, cross-faculty collaboration and work-based learning into the core of their programmes make themselves harder to replace. Those that acknowledge the existence of external learning platforms and deliberately build them into a broader educational journey strengthen rather than weaken their position.

The real risk for universities is not replacement but marginalisation. Employers will not abandon universities out of hostility or ideology. They will do so pragmatically if universities fail to add distinctive value beyond what employers can now deliver themselves.

The Current State of Play: AI in Higher Education and the Road Ahead [Gamby, Kil, Koblic, LeBlanc, Moldoveanu & Siemens]

On 06/29/2026, in 21st century, Artificial Intelligence/Agents/LLMs/and Related, business side of he, career development, change, colleges, community colleges, corporate / business world, culture, emerging technologies, ethics, expectations, experimentation, faculty/staff, game-changing environment, generational differences, higher education, ideas, innovation, instructional design, intelligent systems, IT in HE, leadership, learning, learning agents, learning ecosystem, Learning Experience Design, liberal arts, morals/values, organizational change, pace of change, parents/guardians, personalized/customized learning, policy, reinvent, relationships, skills, society, strategy, student-related, teaching & learning, trends, United States, universities, vision/possibilities, by Daniel Christian

The Current State of Play: AI in Higher Education and the Road Ahead — from er.educause.edu by Tanya Gamby, David Kil, Rachel Koblic, Paul LeBlanc, Mihnea Moldoveanu and George Siemens

The conventional explanation for this strategic vacuum points to the speed of technological change; it is moving too fast for institutions built for deliberation. That is true. . . and incomplete. The deeper issue is cultural. In fairness to higher education, many industries are struggling to keep up with the pace of AI advances. Higher education, however, moves even more slowly and is not built for the kind of transformational speed now underway. Getting institutional stakeholders to engage, rethink the work, and move faster may be the central challenge facing presidents and chancellors today, and that’s saying a lot in such volatile times.

From DSC:
I highlighted this paragraph because it hits upon the key item involved here — culture. “The deeper issue is cultural.” I think that’s a very true statement.

Part of the culture and setup of many institutions includes giving faculty members full rein of their classes and their departments. Faculty members have a great deal of leeway and power in how they do things. So trying to get X faculty members to get on board — including the Department Chairs — is not an easy task.

Another part of culture involves being willing — or not — to change in the first place. Some institutions are like Google and are used to making changes and being more innovative. But those institutions are not the norm, at least in my experience. And this doesn’t even address another topic the article mentioned — the pace of these changes. As the authors point out, most institutions of traditional higher education are not equipped to deal with the current pace of change (nor are most of our other types of institutions and our corporations as well).

I’m going to end this posting with another brief excerpt from the article:

Institutions rooted in human relationships, committed to truth-seeking, and oriented toward the full development of persons play a central role. AI cannot manufacture the experience of mattering to another human being. It cannot model intellectual courage or ethical discernment. It cannot build the kind of community in which students discover who they are and what they believe.

These are not small things. They are, in fact, the things most worth doing. At their best, colleges and universities are not only preparing better workers but shaping individuals and strengthening society.

From DSC:
Following are several companies that are using AI to connect people to work. That’s a significant piece of my Learning from the Living [AI-Based Class] Room vision.

These companies were listed on an article entitled,
“Can AI be an effective career coach?”
— from achievepartners.com and Ryan Craig

FutureFit AI
Bridge the gap between talent, training, and employment at scale

AI-powered workforce technology connecting people to careers, employers to talent, and workforce partners to tools for integrated and intelligent workforce systems.

PathPilot AI

Empowering every job seeker with personalized AI coaching. Helping organizations scale career services and improve outcomes.

Empower Students with Career-Ready Skills
Help students discover career pathways, develop essential skills, and connect with opportunities. PathPilot provides personalized guidance that scales across your entire institution.

AI-powered career exploration and pathway planning
Skills assessment aligned with NACE competencies
Resume builder and interview preparation tools
Job matching with local and national employers
Institutional analytics and outcome tracking
Integration with existing career services systems

Pathific — Design your future
The all-in-one platform that connects your strengths to programs, careers, and real salary outcomes — powered by AI.

High school, post-secondary, newcomer to Canada, or career change — Pathific meets you where you are.

Your all-in-one career compass
Quality career guidance shouldn’t depend on where you go to school, when you start your journey, or where you come from. Using the latest AI and comprehensive Canadian data, we built a platform that gives everyone clear, data-driven pathways to their future. No more one-size-fits-all advice. No more guessing. Just your strengths, connected to real data.

OpportuNext

See Where Your Skills Can Take You | Find new career path opportunities with one simple search.

OpportuNext from Signal49 Research is a free-to-use career tool created in partnership with the Future Skills Centre. Using big data, it matches a person’s skills with viable career paths — often including some you have not considered.

A screenplay written by a Calvin Prison Initiative student while incarcerated is now screening at film festivals across the country. — from linkedin.com by the Calvin Prison Initiative

From DSC:
I used to work with Calvin film and media professor Geert Heetebrij — who was behind this endeavor. I went to the same church that he and his family attended. I can’t say enough good things about him. He’s just fantastic! By the way, he was there for me when twelve of us didn’t survive the fourth round of layoffs at Calvin (back then it was Calvin College). He periodically — but consistently — checked in on me as the job search continued. He prayed for me (and for my family). His steadfast encouragement meant a lot to me.

I also worked with Sam Smartt, who was also mentioned in the article. Go Geert! Go Sam! And go Calvin for continuing to do your prison ministries! You were one of the first to do this, if not thee first.

The Evolving L&D Roles in 2026 Exploring who you might become next — from liftedlnd.substack.com by Lifted L&D

1. The Learning Experience Architect
This is really the evolution of the instructional designer. The difference is that the focus is no longer on building individual courses. Instead, the focus shifts towards designing capability ecosystems.

In modern learning platforms, learning is dynamic and increasingly personalised. AI engines infer skill levels, recommend resources, generate practice scenarios and adapt content based on how people engage. The role of the Learning Experience Architect is to orchestrate that environment so it genuinely supports capability development.
…

Across all of these emerging roles, three themes keep appearing.

The first is data fluency. …
The second is systems thinking. …
The third is human judgement.

Also relevant/see:

Important insights from this PwC global jobs report — from linkedin.com by Ross Dawson & PwC

The Tyranny of College Admissions: Why It’s So Challenging to Have Real Change in K-12 Education — from gettingsmart.com by Jon Alfuth

Key Points

College admissions policy shapes K-12 practice. If colleges continue to privilege course sequences, seat time, and grades, high schools will remain constrained in how far they can move toward competency-based learning.
States and institutions already offer models for change. Wisconsin, Colorado, Indiana, and pilots like CUNY and Michigan Ross show that admissions can incorporate portfolios, demonstrations of learning, and durable skills.

If we could instead orient K-12 education around skill development and application rather than Carnegie Units and grades, we could create a new paradigm for where, when and how students demonstrate college and career readiness. Competency-based education moves schools and systems towards this desirable future that balances knowledge with skills.

Despite tremendous evidence of its potential, efforts to accelerate this shift have been stymied by the tyranny of college admissions requirements and processes. Parents, teachers, administrators and policymakers end up in a quandary. Anyone attempting to shift away from this traditional course sequence is criticized as trying to lock kids out of higher education and we snap back to the way things have always been done.

Christian: Could this be a part of our future learning ecosystems?

On 06/09/2026, in 21st century, 24x7x365 access, adult learning, Artificial Intelligence/Agents/LLMs/and Related, career development, cloud-based computing / apps / other cloud-related, CMS/LMS, communities of practice, content development, aggregation, repositories, corporate / business world, corporate universities / corporate training, Daniel S. Christian, digital learning, education technology, emerging technologies, engagement / engaging students, experimentation, faculty/staff, future, future of higher education, game-changing environment, global / globalization, heutagogy, higher education, homeschooling/homeschoolers, human-computer interaction (HCI), ideas, informal learning, innovation, instructional design, intelligent systems, intelligent tutoring, K-12 related, learning, learning agents, learning ecosystem, Learning Experience Design, Learning from the Living [Class] Room, learning hubs & pods & microschooling, learning preferences, learning spaces, liberal arts, library / librarians, lifelong learning, love of learning, microlearning, more voice more choice more control, online learning, online media, passions, personalized/customized learning, platforms, professional development, skills, social media, streams of content, student-related, teachers, teaching & learning, technologies for your home, training / L&D, United States, user experience (UX), vendors, vision/possibilities, by Daniel Christian

From DSC:
Could this be a part of our future learning ecosystems? Education as a personalized content feed.

Coursera wants users to learn through shorter, faster content — from digitaltrends.com by Moinak Pal
Coursera wants online learning to feel more like TikTok
.

Online learning platform Coursera is taking a page straight out of TikTok’s playbook. The company has launched a new AI-powered feed designed to serve short-form educational content in a scrollable, personalized format, signaling a major shift in how digital learning platforms may try to keep users engaged.

The feature introduces bite-sized video lessons, clips, and explainers curated through artificial intelligence based on a user’s interests, learning habits, career goals, and previous course activity. Instead of committing to hour-long lectures or full certification programs upfront, users can now discover short educational snippets designed to make learning feel more casual, accessible, and addictive.

Users scroll through a feed of short educational videos and AI-curated learning moments covering topics ranging from coding and business to AI, productivity, data science, and personal development.

GenAI practice blossoms through the open exchange of insights — from timeshighereducation.com by Samuel Doherty, who is the education and innovation coordinator at the University of Newcastle in Australia
How a structured GenAI professional development series, built around practice, peer voices and multiple entry points, fosters open exchange among colleagues, universities and industry

Connect internal practice to sector-wide thinking
Whatever is happening within any single institution is only part of the picture. Effective GenAI practice grows through open exchange of insights among colleagues, universities, professional bodies and industry, and a development programme that is entirely inward-looking risks missing both useful knowledge and important shifts in expectation.

Our AI sector voices sessions aim to bring external contributors into the programme: researchers, practitioners and sector representatives working at the intersection of GenAI and higher education. The aim is to situate institutional practice within the wider conversation and to signal to staff that the institution is genuinely engaged with that conversation, not just managing it internally.

In the Australian context, the Tertiary Education Quality and Standards Agency (Teqsa) people pillar positions staff as drivers, enablers, users and innovators of GenAI practice, and identifies a lack of information or understanding as one of the primary barriers to ethical and effective engagement. That framing is useful regardless of regulatory context: institutions that treat their people as active participants in shaping practice, rather than recipients of policy, are likely to develop more durable capability.

Regular, lightweight communications, a weekly community of practice update and a monthly all-staff digest can maintain momentum between sessions without adding significantly to anyone’s workload.

6 Tips for Easily Incorporating Games in Your Learning [learningguild.com]

On 05/31/2026, in business, corporate universities / corporate training, digital learning, educational games / serious games, elearning, ideas, instructional design, learning, Learning Experience Design, productivity / tips and tricks, skills, training / L&D, United States, vendors, by Daniel Christian

6 Tips for Easily Incorporating Games in Your Learning — from learningguild.com

To help you incorporate game elements into your learning, we’ve asked our Game-Based Learning Online Conference speakers to share their best tips:

The game design process can support the instructional designer during design and development. …
One of the biggest mistakes in game-based learning is starting with the game instead of the performance objective. …
By redefining the success of gamification as the transition from information to skill, we’ll see a transformation from the well-known initial engagement driver to a tool that helps guarantee long-term encoding. …
.
…and more

What AI-Enabled Education Actually Looks Like When It’s Working for Workforce Students — from gettingsmart.com by Stephen Griffin

Key Points

Institutions can use AI to make skills, pathways, and job outcomes visible to students and employers in ways traditional transcripts cannot.
Academic affairs, workforce development, career services, and employers need a shared definition of readiness and competency before tools can deliver meaningful value.

The second is portable competency records. Learning and employment records — AI-enabled documentation of what a student knows and can do, expressed in language employers recognize — are the infrastructure that makes credentials legible across the education-to-employment continuum. When a student can show an employer not just “completed Supply Chain Management 101” but “demonstrated proficiency in inventory optimization, route planning, and logistics software at the industry-recognized level,” the credential stops being abstract. It becomes evidence. Building these records requires investment in tools, yes — but more importantly, it requires faculty, workforce development staff, and employer partners to agree on what competency actually looks like before the technology is ever purchased.

Workplace Readiness: Can Higher Education Develop AI-Ready Students? — from learningguild.com by Eddie Lin and Roshan Bharwaney

For higher education to remain relevant, curricula must evolve. Here are some overarching recommendations for directions in higher education to bridge the skills gaps between universities and workplaces:

AI ethics and safety: Prepare students to navigate issues of fairness, bias, privacy, and societal impact.
Tackling complex questions: Emphasize open-ended challenges that blend structured and unstructured skills and reduce reliance on standardized tests and repetitive drills.
Critical thinking: Develop new assessments for judgment, creativity, and metacognition—essential to supervise AI outputs.
Human-AI synergy: Embed AI fluency across all disciplines, encouraging students to find the niches where human value is maximized.
Industry connection: Maintain close industry partnerships and collaborations including open innovation opportunities and collective intelligence approaches (Bharwaney & Sleeva, 2024).

Experiential learning and communities of practice are central to this vision. Internships, simulations, and cross-disciplinary projects can help students practice human-AI collaboration, resilience, and decision-making in environments that mirror the workplace’s ambiguity and complexity.

Universities that condemn the use of AI by students risk isolating themselves from the realities of today’s workplace, where interns and new hires are expected to be or quickly become adept at using AI for routine tasks and complex projects.

Can colleges still deliver in the age of AI? One Ivy League school is investing $30 million to improve career outcomes — from cnbc.com by Jessica Dickler

Key Points

College students are increasingly worried about what an AI-driven jobs apocalypse could mean for their employment prospects.
To that end, many colleges and universities are racing to recalibrate.
Even at nation’s most elite schools, the focus is shifting to career readiness.

Connecting the Tangled Systems of Reentry Training and Employment [Arrojas]

On 05/28/2026, in adult learning, career development, collaboration, colleges, community colleges, economics, legislatures / government / legal, participation, skills, society, sociology, staying relevant, student-related, surviving, training / L&D, workplace, by Daniel Christian

Connecting the Tangled Systems of Reentry Training and Employment — from workshift.com by Matthew Arrojas; via Paul Fain

After release, formerly incarcerated people must navigate a maze of government systems, workforce programs, and parole requirements. They are rarely prepared to do this, and as a result, nearly half (45%) report no earnings within the first year of their release, according to research from the Brookings Institution.

The Big Idea: Reducing those barriers has become an increasing focus for a number of philanthropies and colleges. It’s also a growing labor market imperative.

There’s also an incentive for many states to help this population of potential workers land jobs. According to the U.S. Chamber of Commerce, formerly incarcerated individuals who are unable to maintain employment experience a recidivism rate of 52% over three years, while those who are employed for one year post-release experienced a recidivism rate of just 16%.

Why universities must become flexible lifelong partners, not one-time providers [Sivarajah]

On 05/28/2026, in adjunct faculty, apprenticeships, business, career development, change, changing business models, colleges, community colleges, corporate / business world, credentialing, curriculum, Daniel S. Christian, Europe, faculty/staff, future of higher education, game-changing environment, generational differences, higher education, ideas, innovation, internships, leadership, learning ecosystem, lifelong learning, MBA, new business models, organizational change, pace of change, participation, pathways, professional development, skills, strategy, student-related, teaching & learning, technology (general), UK, United States, universities, vision/possibilities, workplace, by Daniel Christian

Why universities must become flexible lifelong partners, not one-time providers — from timeshighereducation.com by Sankar Sivarajah
As careers become increasingly non-linear and shaped by rapid change, universities must evolve beyond traditional degree provision, says Sankar Sivarajah. Here, he outlines strategies

From programmes to learning ecosystems
These pressures point towards a broader redefinition of higher education. Rather than viewing education as a one-time experience culminating in a degree, universities increasingly need to see themselves as partners in professional development across an entire career.

This means moving from a model centred on programmes to one focused on learning ecosystems that allow individuals to enter, leave and re-engage with higher education as their needs evolve.

Business schools may be particularly well placed to lead this shift because of their close engagement with employers and their long tradition of educating professionals at different stages of their careers.

But success will depend on more than introducing new modules or certificates. Universities must confront a fundamental question. Are the systems, structures and cultures that define higher education capable of supporting genuinely flexible learning?

The sector has already embraced the language of lifelong learning – the next step is ensuring that universities themselves are built to deliver it.

From DSC:
Long-time readers of this blog have seen this graphic of mine posted over the last 12+ years:
.

.

Also relevant/see:

What if the undergraduate journey were a four-year internship? — from timeshighereducation.com by Michelle Seref
Treating work placements and co-curricular programmes as optional or supplementary misses deeper questions about whether traditional degrees prepare students for careers. Michelle Seref explains

Attending workshops or polishing a résumé in their final semester does not make students career-ready. They need to practise how to work – how to collaborate, navigate ambiguity, manage projects and apply knowledge in context – throughout their academic experience. The reality is that career readiness is not a co-curricular programme; it is an essential part of an integrated curriculum.

To be clear, employers do not expect classrooms to become training centres. What they are asking for – implicitly and explicitly – is graduates who can function in complex environments from day one. That means graduates who can work in teams, communicate professionally with stakeholders, adapt when plans change, apply theory to real constraints and learn continuously on the job.

These capabilities do not develop through passive learning. But experiential learning is often misunderstood as a single, high-impact activity: an internship, a capstone project or study abroad. In reality, its power comes from repetition and progression. One experience introduces exposure. A sequence of experiences builds competence.

We are proposing a paradigm shift: repositioning the undergraduate journey as a four-year professional internship rather than a continuation of the K-12 classroom environment.

.
From DSC:
The problem with this innovative idea is that faculty often are not out in the “real world.” The best chance higher ed has to deliver on this idea is via the adjunct faculty members out there. Often, they are the ones practicing what they are teaching. They are constantly pulse-checking — and actively involved with — their industries and have more up-to-date, practical knowledge.

But this is a problem for traditional institutions of higher education, which have treated their adjunct faculty members poorly through the years. Adjunct faculty members hardly make minimum wage, have no benefits, no retirement plans, etc. — plus they have little to no say in faculty senates.

Organizational change would be a requirement.

Learning Ecosystems

6 Tips for Easily Incorporating Games in Your Learning [learningguild.com]

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