Close the skills gap through employer-educator collaboration

Higher education is under pressure from every direction. Shifts in finance and policy, high tuition costs, and a decline in public trust have forced colleges and universities to rethink how they prepare people for work. At the same time, employers face persistent talent shortages and widening skills gaps.

These challenges have created momentum for a more practical, outcome-driven model built on deeper collaboration between educators and employers. When these partnerships are designed well, they can strengthen workforce infrastructure. They can also align education with labor market needs and expand career pathways.

CLOSE THE MIDDLE SKILLS GAP

Strong employer-educator partnerships produce several benefits: They identify real employer demand and translate that demand into curriculum and credentials. They also embed work-based learning and use shared data to improve hiring and retention.

One of the most urgent challenges is the middle skills gap. A 2025 Georgetown University Center on Education and Workforce study found that the United States faces a projected annual shortage of 712,000 relevant certificates and associates degrees for high-paying middle-skills jobs through at least 2032.

The middle skills gap refers to the mismatch between jobs that require more than a high school diploma but less than a four-year degree, and the number of workers with the training, credentials, or experience needed to fill them. Heather Pickett, executive director for the Texas Restaurant Foundation, highlighted this challenge in an article for the U.S Department of Education’s Homeroom blog, arguing that employer-educator alliances can create reliable career pathways beyond traditional four-year degrees.

The National Skills Coalition has also reported that as of 2018, 52% of U.S. jobs require skills training beyond high-school diploma, but below a bachelor’s degree, while only 43% of workers have access to training needed to qualify. This disconnect underscores the need for more coordinated, accessible, and employer-informed education pathways.

THE STACKABLE CREDENTIALS FACTOR

Stackable credentials play an important role in making employer-educator partnerships more flexible, practical, and responsive to workforce needs. Rather than requiring learners to complete one lengthy program before gaining career value, stackable credentials allow students and workers to build skills in smaller, clearly defined increments. Each credential can stand on its own while also contributing toward a larger degree, certification, or career pathway.

For employers, these credentials provide clearer signals of competency. When developed with industry input, they can reflect the specific technical skills, workplace competencies, and applied knowledge employers need. This helps companies identify qualified candidates. They also reduce uncertainty in hiring and create targeted upskilling opportunities for current employees.

For educators, they offer a way to keep programs aligned with real-world demand. Colleges, universities, and training providers can work directly with employers to identify which skills should be taught. They can so identify how the skills should be assessed and how each credential fits into a broader pathway. This collaboration allows curricula to remain responsive without requiring institutions to redesign entire degree programs each time labor market needs shift.

BRING IT ALL TOGETHER

Positive outcomes occur when educators and employers integrate skills attainment with credentialing.

One example is IBM’s collaboration with Pathways in Technology Early College High Schools (P-TECH). This open-enrollment program opened its original location in a distressed Brooklyn neighborhood in 2011. Today, P-TECH has expanded to more than 600 locations in 16 cities and 28 countries. Thousands of low-income students have graduated, and by its sixth year, the school had a 74% graduation rate for both high school diplomas and associate degrees.

The model emerged after New York City leaders approached IBM about a partnership during a struggling economy. IBM initially emphasized that large companies would not typically hire young people with only high-school diplomas. Those conversations helped shape the P-TECH blueprint, which focused on nine entry-level job categories, across areas such as hardware, software, and consulting.

Toyota’s Federation for Advanced Manufacturing Education program, or FAME, is another strong example of an employer-educator partnership. FAME builds networks of manufacturers through skilled training and supports new career pathways shaped by renewed interest in apprenticeship programs. Its recently launched 4T Academy offers a national high school pathway that combines education, hands-on learning, and on-the-job training.

Northeastern University’s co-op program offers another model by integrating classroom study with real-world work experience. Research from the National Association of Colleges and Employers shows that co-op programs are effective in connecting students with future employers. Northeastern reports that 97% of its graduates are employed full time or enrolled in graduate school within nine months of graduation. This model has inspired the Massachusetts Department of Higher Education to launch cooperative programs of its own, allowing undergraduates to alternate between full-time paid work experience and academic study.

WHERE DOES COLLABORATION GO FROM HERE?

What separates the most effective employer–educator partnerships from weaker ones is intentional design. The strongest models share key features: co-designed curricula, meaningful work-based learning, clearly defined career pathways, and stackable credentials that build over time. Together, those elements can help close critical skills gaps.

When clear goals and guidance are established, employer–educator partnerships can meaningfully and positively reshape career pathways, elevating students’ educational trajectories, and often, accomplishing both at once. Employers gain stronger talent pipelines, lower hiring and training costs, improved retention, and stronger returns. Educators gain improved placement outcomes. They also receive more relevant curricula and more engaged students. They see renewed value in the lessons they teach.

Together, these benefits create a more meaningful and effective educational experience that better prepares students for success beyond the classroom.

Paul Toomey is president and CEO of Geographic Solutions.

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