Designed to give companies and higher education institutions a first-look at some of the best practices in designing a Corporate Learning Program, this overview provides insights and specific tactics for laying a great foundation for a successful partnership.

1. Vision, Strategy and Overview
Joe Szejk
Thought Leadership Series
joeszejk@gmail.com
402-960-4528

2. Introduction
 Over the two decades, the
US workforce has become
more technical and
specialized, thus requiring
employees to be more
skilled.
 The percentage of federal
funding for higher
education and research &
development has stalled
during the current
economic decline.
 As the demand for more
educated workers
grows, companies must
discover new opportunities
in order to remain
competitive.

3. Corporate Learning Partnerships
 A corporate learning
partnership provides real value
to organizations and its
employees:
 For the company, it
addresses a specific need
for educated employees;
 For employees, they acquire
new, tangible skills and
expertise.
 Along with helping the
company and its
employees, this also a
tremendous benefit to the
community as it fosters rising
wages, which are mostly
reinvested in local and
regional economies.

4. Groundwork
 Institutions seeking corporate partnerships
should first assess the need and the willingness
to participate by companies:
 Focus Groups
 Industry Events
 Surveys
 Individual Meetings w/ corporate leaders
 High-level issues to address should include:
academic programming, delivery vehicle &
timing, support systems, cost.
 This research will determine institutional alignment
with industry needs.

5. Considerations
By nature, corporate learning programs are going to “look”
different than the traditional model.
 Academic Programming – Specific in nature, the programs
that the corporate partnership offer should be limited in
scope, professional in discipline and concrete in outcomes.
Programs in business and healthcare are prime examples.
 Delivery Vehicle & Timing – As with most adult
learners, students in these programs are usually within their
own cohort, often taking courses online, at their place of
employment or during evenings or weekends. Modes can be
blended or accelerated and courses may be bundled.

6. Considerations – Part Two
 Support Systems – By nature, the students in these
programs will vary greatly in academic preparedness,
lifestyle and understanding of the university business
model. It’s of vital importance to build an infrastructure
tailored to the adult/online student needs: from online
tutoring to textbook delivery.
 Cost – Universities often allow for reduced tuition rates
and a bundling of fees/additional charges for students in
the program. Along with support systems, how the
efficiently the charges and billing is handled by the
university will greatly enhance the partnership.
It is also recommended to research companies that offer
tuition reimbursement as natural “first market
opportunities” as those organizations have already allotted
funds for employee education and actively promote it.

7. Basic Timeline
 Months 0 – 9
 Goal: Conduct market research and present findings
to university leadership;
 Months 9-15
 Goals: Implement strategies, including
strengthening of institutional infrastructure &
induction of first cohort(s);
 Months 16-24
 Goals: Expand course offerings; increase new
enrollment; realize full ROI of initial investment;
 Months 25-36
 Goals: Graduate first cohort; review effectiveness of
program.

8. Final Thoughts
 There is a significant need for educated workers with
specialized training and knowledge. Corporate Partnerships
address that knowledge gap.
 Institutions must commit time and resources to research the
market needs through a variety of instruments to determine
institutional ability to meet need.
 Building from the ground-up, it will take a minimum of two
years to realize full ROI; although this can be accelerated
through new partnerships and growing enrollment.
 Corporate Partnerships require innovative and nimble
thinking and on-the-ground infrastructure to be successful.
 Companies value educated workers and will commit
organizational dollars only if the institution delivers on the
promise. Services matter!