Continuous Improvement Leads to Work-Based Learning as a Talent Development Solution

Many of you who have read my CEO letters have undoubtedly noticed that I draw a great deal of my inspiration from my 30+-year career in manufacturing for a Japanese automotive manufacturer. That, coupled with nearly 12 months of partnership with Ascend’s stakeholders from industry, education and the public sector, has led me to recognize a common theme for 2024. It was a year focused on “kaizen,” also known as continuous improvement.

Funding Available to Help Employers Become Co-Creators of Talent

The momentum in Indiana for scaling work-based learning is real. Youth apprenticeship took center stage last week at the National Youth Apprenticeship Summit in Indianapolis. A consortium of nearly 200 Indiana leaders released the iLab strategic plan, outlining key steps to make available apprenticeship opportunities for Hoosier students. And work-based learning is a hallmark of the Indiana Department of Education’s high school redesign proposal.

Back to School and Back to Business

As a parent, you hear “Back to School” and you immediately make a to-do list of what’s needed to get your child ready for another year of learning. But “Back to School” could take on new meaning if you think about it from a business perspective. What ‘to-dos’ should businesses identify to effectively engage with their local schools and build their future workforce?

The Foundation of Our Work: Data, Insights, and Collaboration

When I learned that Ivy Tech Community College’s ninth President, Sue Ellspermann, was retiring, the first thing I thought was this: Regardless of the positions Sue held over her career, it’s clear that meaningful opportunities for all Hoosiers were always top of mind.

Building on What’s Working

When I think about how Ascend Indiana can best support Indiana’s talent development efforts, I reflect on lessons I learned in my earlier manufacturing career. As human resources senior manager at a global automotive manufacturer, I quickly saw that employees hired as production associates who rose to team leader then group leader stayed with our company much longer than employees who were hired directly into a group leader role.