For Carola Weil, Dean of Continuing Studies at McGill University and Co-Chair of the National Workforce Strategy Policy Committee at the Canadian Chamber of Commerce, this is where university-based Continuing Education (CE) plays a vital role.
“Continuing education is one resource, one actor in a multi-dimensional space,” Weil explained in a recent interview with the Illumination by Modern Campus podcast. “We’re not just serving learners—we’re collaborating with employers to support Canadian productivity on the global stage.”
That collaboration is built on mutual benefit. While universities face financial pressures due to declining public funding, employers are navigating accelerated technological disruption and urgent upskilling needs. CE divisions sit at the intersection of these challenges, helping to deliver agile, applied training that strengthens both organizations and communities.
A Two-Way Partnership
CE divisions have long engaged with industry, but Weil emphasizes that the relationship is not one-sided. Employers bring practical expertise and real-world use cases that shape curriculum design, while universities contribute the rigor, breadth, and transferability of academic credentials.
“We make sure the curriculum reflects real-world scenarios so that employees can transfer their learning directly into their workplace,” Weil says. “That linkage is critical to successful partnerships.”
These collaborations extend beyond technical training. Work-integrated and experiential learning opportunities allow students to gain hands-on skills while solving employers’ most pressing challenges. It’s a model that ensures learning is relevant, applied, and immediately impactful.
Navigating Challenges in Collaboration
Building strong partnerships is not without obstacles. Universities often face internal constraints—limited resources, lengthy approval processes, and higher overhead costs—that can clash with corporate timelines.
“Corporate clients often want solutions yesterday,” Weil notes. “But universities work within structures like academic quality assurance, which can take longer to navigate.”
The competitive landscape also adds complexity. CE divisions must position themselves against a crowded marketplace that includes not only other universities, but also colleges, vocational schools, private trainers, and online platforms like LinkedIn Learning or Coursera.
Finally, cultural differences between academia and industry can pose challenges. Employers may see universities as “too theoretical” or “ivory tower,” while universities sometimes struggle to adapt their offerings quickly enough to meet corporate needs. But as Weil describes, these differences can also be a strength.
“It’s like a marriage between two people from different cultures. We may not always speak the same language, but we complement one another—and that’s the secret of successful partnerships.”
Balancing Short-Term Skills with Long-Term Value
One of the most common tensions in workforce development is balancing the demand for immediate technical upskilling with the need for durable, long-term competencies. Weil argues that this is a false dichotomy.
“You always need both,” she explains. “Technical skills may have a short-term impact, but they must be embedded with durable skills like adaptability, communication, and critical thinking. That’s what allows workers to pivot as technologies and industries evolve.”
The result is a workforce prepared not just for today’s challenges, but for tomorrow’s unknowns.
Demonstrating Return on Investment
For employers, the value proposition of partnering with CE divisions lies not only in employee development, but also in measurable business outcomes. Weil emphasizes the importance of tools like pre- and post-training assessments, project-based curricula, and capstone projects that deliver both learning and tangible workplace solutions.
“Employers get a two-for-one,” she says. “They gain a better-educated employee and often solve a real workplace problem in the process.”
Beyond immediate outcomes, CE partnerships offer long-term advantages, including improved employee onboarding, reduced risk from cybersecurity or compliance failures, and the credibility of recognized university credentials—advantages that corporate training alone cannot always provide.
Looking Ahead
As Canada navigates a future shaped by rapid technological change and shifting workforce needs, CE divisions will continue to be indispensable partners for employers. By combining academic rigor with workplace relevance, they provide the adaptable, resilient learning ecosystems that businesses need to thrive.
Or, as Weil puts it: “With continuing education, employers get results with academic rigor—and the ability to be prepared for a future they might not even know yet.”
Learn more: Explore the 12 Key Pillars for Success: A Canadian Continuing Education Perspective on Postsecondary Transformation here.