Submitted by the Workforce Development Committee October 19, 2020
The Ohio State University adopted the definition of workforce development as the instructional design, development and delivery of credit-based and noncredit-based teaching and learning content and experiences, in various forms and via various modes, to independently, as well as collaboratively and cooperatively, educate and/or train emerging, present, and future workers based on sector-based needs and wants. This definition is from the document titled The Conceptual Elements for Framing and Defining Workforce Development at The Ohio State University recently accepted by the Workforce Development Committee on May 15, 2020, and thereafter by the Office for Academic Affairs (OAA).
The same document outlines and summarizes the conceptual elements that frame the planned initiatives for workforce development at Ohio State. The present and planned enhanced workforce development initiatives align well with Ohio State's mission as a land-grant, urban-centered, research one, community-engaged institution.
A summary of the elements of and related guidelines for the Ohio State workforce development implementation plan follows:
- Establish a centralized office with a designated leader, likely under OAA, to coordinate and facilitate:
- conducting and updating a current inventory of credit-based and noncredit-based education and training.
- defragmenting the array of unit-specific, independent workforce development initiatives and activities.
- enhancing and expanding both individual unit as well as interdisciplinary education and training, especially for but not limited to, credit and noncredit education and training offerings to the present workforce.
- connecting internal Ohio State units and applicable external public and private agencies and organizations (e.g., Columbus State Community College (CSCC); Ohio Department of Higher Education; JobsOhio; industry; etc.) to first identify their initiatives and intersections, and then, catalyze, establish, expand, leverage, and synergize these collaborative, cooperative, and complementary relationships and partnerships.
- surveying, via focus group discussions, employers and prospective employers of graduates and the present workforce, as well as conducting market analysis, to identify prioritized needs and wants relative to the elements of workforce development, including what education and training to deliver, how to deliver, etc.
- establishing clear understanding, pathways, policies, and procedures for efficient and effective ideation, creation, development, approval, and implementation of workforce development “products” that serve the emerging workforce, present workforce and future workforce.
- Define and develop the framework for expanded Ohio State credentials beyond degrees, certificates, minors, certificates of completion and courses to include:
- repurposing select content from credit-based courses into accessible teaching and learning topic-specific modules offered for either credit or noncredit.
- adding microcredentials and stackable credentials.
- adopting the concept of customized credit- and noncredit education and training courses and programs.
- Formalize a connection with the Ohio State Office for Distance Education and eLearning to facilitate:
- conducting market analysis of employment demand.
- converting existing applicable content delivered in person to an asynchronous online format for both credit- and noncredit modules and courses.
- establishing an available learning content management system external portal for “on demand” access to applicable education and training content.
- Formalize a connection with Ohio State Marketing to facilitate:
- developing and implementing a clear marketing strategy for enhancing internal (all Ohio State campuses) and external awareness of what Ohio State already does relative to workforce development, plans forward to enhance and expand workforce development education and training initiatives and offerings, and future marketing of our workforce development offerings.
- identifying and creating needed resources for branding and communicating workforce initiatives.
- establishing the gateway or front door to workforce development at Ohio State.
- Formalize partnerships via MOUs centered around collaborative, cooperative, and complementary workforce development initiatives and offerings, beginning with the following:
- CSCC Premier Workforce Strategies
- JPMorganChase Global Career Readiness Initiative
- Ohio Department of Higher Education
- Formalize an External Advisory Council by:
- joining Columbus State’s established Workforce Advisory Council, pending its approval; or
- identifying external advisors and forming Ohio State’s own group; or
- combining the above by expanding the existing Workforce Advisory Council to ensure there is representation of members meeting the needs of both Ohio State and CSCC.
- Formalize a connection with Ohio State Office of Research to facilitate:
- identifying sources of applicable workforce development external funding from local, state and federal public and private organizations/agencies.
- aligning select workforce development initiatives and education and training initiatives with applicable research initiatives.
- Conduct Formative and Summative Assessment Activities to facilitate:
- determining alignment of Ohio State workforce development offerings with needs and wants.
- measuring the levels of impact to the learners, employers and communities.
- evaluating overall Ohio State workforce development contributions and effectiveness.