This is a recap of a JFF Horizons 2024 Candid Conversation featuring WGU President Scott Pulsipher.

In today’s rapidly changing workforce landscape, the concept of talent pipelines is evolving. As industries face a growing skills gap and a retiring workforce, the relationship between higher education and employers is more critical than ever. Scott Pulsipher, President of Western Governors University (WGU), recently shared a conversation with Maria Flynn, President & CEO of Jobs for the Future, regarding the strategies needed to reimagine talent pipelines.

The Interplay Between Higher Education and Employers

The intersection of higher education and employers has undergone significant recent transformation. Pulsipher emphasized the importance of this relationship, stating, “Employers are recognizing that they have an accelerating percentage of their total population that are going to be retiring.” At the same time, the volume of new talent into the workforce and the changing pace of the skills that are going to be required poses challenges. “The shelf life of skills is shortening,” said Pulsipher.

As the workforce ages and skills become obsolete more quickly, employers are forced to rethink their talent acquisition and retention strategies.

• Retirement of Skilled Workers: A notable percentage of the current workforce is nearing retirement, creating a vacuum of skilled talent.
• Shortening Skill Lifespan: The rapid advancement of technology necessitates continuous upskilling, making it imperative for educational institutions to adapt their programs.
• Limited New Talent: The influx of new graduates is not keeping pace with the number of retiring workers, leading to a skills shortage.

Pulsipher noted that organizations are recognizing that “the humans that they have are the most critical and most strategic ingredient to their organizational success.” This realization is prompting employers to secure talent pipelines more strategically than ever before.

Addressing Industry-Specific Needs

Different industries are facing unique challenges in securing talent. For instance, sectors like cybersecurity and healthcare are experiencing acute shortages. Pulsipher highlighted the significant demand for nurses, noting that “massive gaps” exist in the healthcare workforce due to an aging population. This is leading to a pressing need for qualified professionals. Pulsipher discussed how WGU has become a crucial player in this field.

• High Enrollment: WGU accounted for 17% of the nation’s registered nurses earning a Bachelor of Science in Nursing in 2021 and enrollment is continually high.
• Growing Demand: Related health fields, such as health informatics and psychology, are also experiencing increased enrollment and demand.
• Burnout and Turnover: The pandemic has exacerbated burnout among healthcare workers, necessitating a steady influx of new talent.

WGU’s Unique Approach to Nursing Education

WGU’s approach to nursing education sets it apart from traditional institutions. Pulsipher emphasized the need to remove barriers to education, stating, “Time and place are a massive barrier to accessing education.” By leveraging technology, WGU offers a flexible online learning model that fits into the busy lives of working adults.

• Accessibility: The online model allows students to learn from anywhere, removing geographic and logistical barriers.
• Self-Paced Learning: Students can consume learning materials at their convenience, making education more adaptable to individual schedules.
• Simulation Labs: WGU invests in nursing simulation labs to reduce the clinical load, enhancing the practical training experience for nursing students.

Pulsipher believes this innovative approach is crucial for addressing the workforce demands of the healthcare sector. “When you reduce that load, then you can invest in expanding the partnership network,” he explained, emphasizing the importance of employer partnerships.

Building a Talent Development Ecosystem

Developing strong relationships with employers is essential for creating effective talent pipelines. Pulsipher outlined how WGU collaborates with employers to ensure that graduates are job-ready and meet industry needs.

• Site Supervisors: Employers play a role in supervising practical applications, fostering familiarity with potential hires.
• Flywheel Effect: Attracting students at scale leads to increased interest from employers, creating a mutually beneficial relationship.
• Focus on Outcomes: WGU tracks employment outcomes to ensure that graduates secure meaningful employment in their fields.

Pulsipher emphasized that “education is not an end in and of itself; it’s actually a means to an end.” By focusing on the pathways that lead to employment, WGU aims to empower students while also meeting the needs of employers.

Measuring Success: Employment Outcomes and Equity

WGU prioritizes tracking employment outcomes to assess the effectiveness of its programs. Pulsipher outlined three key metrics that the institution focuses on.

• Enrollment and Completion: Monitoring the number of students who start and complete their programs.
• Return on Investment: Evaluating economic gains within two years of graduation relative to starting earnings.
• Equity in Education: Ensuring equal opportunities for success regardless of background or circumstances.

Pulsipher passionately argues that “education should work for everyone,” emphasizing the need for equity in educational outcomes. The focus on diverse pathways, including apprenticeships and stackable credentials, is essential for expanding access to education.

The Role of Employers in Funding Education

As the conversation shifted towards funding education, Pulsipher discusses the need for a balanced approach. He believes that employers should play a more significant role in supporting education.

• Employer Sponsorship: Employers can benefit from investing in the education of their future employees, reducing turnover costs and ensuring a skilled workforce.
• Collaboration with Educational Institutions: By sponsoring education, employers can shape curricula to meet their specific needs.
• Shared Responsibility: Education funding should not solely fall on individuals and taxpayers; employers should contribute as well.

Pulsipher envisions a future where employers actively engage in the education process. This shift could lead to a more sustainable talent pipeline that benefits all stakeholders involved.

A Collective Effort for a Stronger Future

The future of talent pipelines lies in collaboration between higher education institutions and employers. By reimagining how education is delivered and funded, we can create pathways that not only meet the needs of industries but also empower individuals to achieve economic self-reliance.

As Pulsipher stated, “One of the most noble things you can do is enable a person to live a self-determined life.” By prioritizing talent pipelines and fostering partnerships, we can build a workforce that is prepared for the challenges of tomorrow.