Recent federal legislation, such as the Every Student Succeeds Act, has brought national attention to improving both college and career readiness. Career development is a critical component, but there is widespread dissatisfaction with the quality of today’s services. Best practices are well-positioned to better inform and prepare students for the world of work; however, there is one notable limitation—they are not designed to foster employer leadership. As companies look to create a pipeline of talent to compete on a global stage, how can the business community secure and maintain the supports it needs to play an expanded role in career development?
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Most 2016 high school and college graduations have come and gone and with their passing, many young people—and their families—face anxiety about their career preparedness and opportunities.
Local chambers take great strides to create partnerships between businesses and schools, providing exposure to careers and a lasting connection among collaborators.
Like many modern businesses, the rapidly growing energy sector in Michigan requires an evolving list of skills and abilities from its employees.
For many organizations, scaling a youth employment initiative involves many of the same essential elements as beginning one. Such was the case for the University of Rochester Medical Center (URMC). In the late 2000s, Suzanne M.
This implementation guide builds on the foundation set forth in the 2014 white paper, Managing the Talent Pipeline: A New Approach to Closing the Skills Gap, which identified how employers could leverage lesso