The program has been a resounding success not just because USC Upstate asked for industry support, but by embedding industry right into the program.

Engineering, like many sciences, requires laboratory learning for students.  This usually occurs in a laboratory environment on the university campus and includes hands-on learning opportunities for students.

USC Upstate does the laboratory experience differently.  Each week, Industrial Engineering students at Upstate go out to real manufacturing settings and get a hands-on experience within an actual industry environment.  With this innovative educational method, students get exposure to up to ten different companies per class, and get real hands-on experiences in various industries, all within a single semester.  This provides opportunities for students to learn more – and at a faster pace.

For companies who partner with USC Upstate, they get to share their company’s products, environment, and culture, with prospective engineers – who are also prospective future employees – and potential future customers.  The companies, because they have a hands-on experience, also can get some real engineering support with a very low investment – just one or two three-hour sessions with a group of future engineers.

Industrial Engineering students have opportunities to run robots, run automated guided vehicles, analyze job functions and make recommendations on improvements, learn how to analyze the quality of coffee, check and splice cables, assemble drive units, and much more.  These examples were all in just one class and were real manufacturing environment experiences that drove rapid learning for students.   

For many companies, the relationships with students did not end after that brief session.  Many of the companies who participated in the program have already hired some of these future engineers as interns.  Companies saw the immediate value of the education that these students were receiving, and put them to work!

This model, called “Lab-in-Industry”, has been so successful that it will be incorporated in all future engineering programs at the University, and it is being considered for other programs at the University as well.  To show how valuable it has been for the industry partners, ALL partners volunteered to take part in the program again.  They see that minimal investment, coupled with a strong partnership, provides current and future value.

USC Upstate is improving the way engineering is taught, and industry is part of that change.  Visionaries from industry are helping to make that happen.  Companies today have to look beyond the traditional education and hiring processes and look for opportunities to innovate with partnerships with higher education.  That effort will lead to better opportunities to connect to the talent needed in the future.

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If higher education’s relevance is being rewritten, what does that actually look like in practice?

During a recent Upstate Talent Forum discussion, education and workforce leaders focused less on defending higher education and more on how institutions are adapting to meet changing workforce needs.

Their examples revealed a common theme: the strongest education partners are becoming more flexible, more connected to employers, and more responsive to workforce demand.

AI Is Accelerating Change and Exposing Slow Systems

Artificial intelligence will reshape jobs, industries, and workforce expectations. Some roles will disappear. Others will evolve rapidly.

The challenge discussed by panelists was not whether higher education remains relevant, but whether institutions can adapt quickly enough to industry change.

Examples included AI innovation labs, AI-ready curriculum development, and new partnerships designed to shorten the gap between education and workforce needs.

CEO takeaway: The strongest education partners will be the ones capable of adapting at the speed of industry change.

Relevance Now Looks Like Pathways and Partnerships

The conversation became most practical when leaders discussed what modern workforce alignment actually looks like:

• reverse transfer pathways
• internships and co-ops
• work-based learning
• service learning
• accelerated degree models
• employer-connected curriculum
• short-term credentialing opportunities

The focus was clear: create lower-risk, faster, more flexible pathways tied directly to workforce outcomes.

CEO takeaway: The most relevant institutions and industries are partnering to build clearer connections between learning and work skills. This includes building direct pipelines with employers to meet regional talent needs.

What CEOs Can Do Next

The organizations making the greatest impact are building stronger alignment between education and industry through faster pathways, clearer outcomes, and more direct connections between learning and work.

For business leaders, the opportunity is no longer simply to support education. It is to actively help shape the talent ecosystem their organizations will depend on in the years ahead.

That can start with practical steps:

• • Create one meaningful work-based learning opportunity with measurable outcomes
• • Partner with an institution on a short-term credential tied to a workforce need
• • Build mentorship opportunities for first-generation and emerging talent
• • Ask education partners for a direct, business-focused point of contact
• • Participate in conversations that help align regional workforce priorities

Higher education is adapting under pressure from technology, demographics, economics, and changing workforce expectations. The institutions creating the greatest impact are not working alone. They are building stronger partnerships with employers, communities, and regional leaders.

The question is no longer whether higher education is relevant. The question is which regions, institutions, and employers will work together fast enough to build the workforce and communities the future demands.

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This is frequently and colloquially referred to as “Bring Your Own AI” (BYOAI), although there is a difference between the two. BYOAI is when employees pay for their own preferred AI tools and leverage these personal AI tools to complete professional tasks. Shadow AI, on the other hand, includes BYOAI and a more expansive set of tools, models, extensions, and agents within an underground AI ecosystem.

CEOs are now faced with the challenging and seemingly impossible task of “locking the digital gates” and preventing a complete governance collapse, which in turn can lead to unprecedented and profound security risks and breakdowns. Agentic AI, where autonomous agents hold the potential to run amok, has significantly increased the challenges of accountability, transparency, responsibility, and privacy. This is uncharted territory for the IT department and cybersecurity leaders.

The Compliance Paradox: High Output vs. Hidden Risk

Treating Shadow AI as a technology problem rarely works because Shadow AI is not a technology issue. It is a behavioral attitude or preference, frequently embraced and perpetuated by high-performing, efficiency-focused employees. Highly productive employees are eager to get structured and routine tasks done so that they can focus their attention on high-visibility projects. When the possibility of layoffs looms, anxious employees feel the pressure to get more done with less. Toxic environments, understandably, often lead to an increased, expanding, and persistent reliance on Shadow AI. Employees also want to keep close to their chest any advantages they gain from AI tools, lest they be considered less competent or, in extreme cases, “cheating the system.”

Employees may stray outside the system to quickly build cutting-edge skills, either to widen the performance gap between them and other employees, prepare to land a new job, or impress their current employer. The more proficient an employee is in AI, the more prone they are to try new tools. In many organizations, the approval process for AI tools is slow, bureaucratic, and time-consuming, failing to keep up with the dynamic needs of employees or the rapid speed of AI change. In short, high performers use Shadow AI because they get a massive, hidden boost in output. This essentially creates a productivity premium for Shadow AI users, who are often viewed as highly capable and productive, while simultaneously creating serious data risks for the organization.

Senior leaders, on the other hand, may be lulled into believing that nothing problematic is occurring and assume that current governance processes are adequate. As monitoring and tracking systems weaken, employees assume that the organization may not explicitly approve, but is not necessarily opposed to, Shadow AI.

Why Rigid Policies Fail:

We are on a slippery slope and, therefore, any potential solutions must be aligned with the culture of the organization and the needs of employees. A top-down approach, or a “thou shalt” approach, is not likely to succeed in the long run.

In my next blog post, I will take a deeper dive into potential solutions. In the meantime, here are a few questions to reflect on:

• 1. How frequently do you survey employees to determine their shifting needs for AI tools?
  2. How efficient and effective are your approval processes for AI tools?
  3. Is your AI tool inventory aligned with your AI strategy?
  4. Is your AI governance a living document that employees understand and embrace?
  5. What and how do you currently track AI tool usage?
  6. What happens when evidence surfaces that employees are using unauthorized tools?

Managing Shadow AI demands avoiding a punitive approach and seeking ways to genuinely understand and align the productivity needs and career trajectory of your employees with your core governance philosophy, policies, and procedures.

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For employers, educators, and regional leaders, the question is no longer whether higher education is relevant. The question is how institutions and industry can work together to build the workforce and communities the future demands.

That was a central theme during a recent Upstate Talent Forum discussion where education and workforce leaders explored how higher education is evolving to meet changing workforce needs.

While the national conversation around higher education has grown increasingly skeptical, leaders closest to talent development are seeing a more complex reality.

Confidence Is Down, but the Demand Signal Is Complicated

“More than 80% thought higher education was essential. That number is now less than 40%.”

One panelist cited Gallup data showing public confidence in higher education has dropped sharply over the last decade. Another questioned whether national perception fully reflects student experience, pointing to internal surveys showing significantly higher perceived value among current students.

CEO takeaway: Public sentiment may be softening, but the demand for skill development, credentialing, and workforce mobility is not disappearing. It is evolving.

Deeper Dive

An unusual new study of nearly a million students details what college does for earnings.

Harvard research found that fewer than 1 in 700 people are hired into many professional occupations without a college degree.

Talent Still Drives Economic Growth

“Talent is the number two priority for site selectors. If you’ve got the talent, you will attract the jobs.”

The panel reinforced a reality business leaders already understand: employers follow talent. Regions that can grow, attract, and retain talent become more competitive for investment and job creation. Panelists emphasized that industry and higher education must work together to build and support relevant programs.

CEO takeaway: Higher education relevance is not just philosophical. It is economic.

Adult Learners Represent One of the Largest Workforce Opportunities

The discussion highlighted the growing population of adults with “some college, no degree.” Nationally, that number exceeds 43 million people. In South Carolina alone, the opportunity is substantial.

This is not simply an education challenge. It is a workforce opportunity hiding in plain sight, including within existing employee populations.

CEO takeaway: One of the fastest ways to strengthen the workforce may not be waiting on traditional students. It may be re-engaging adults who already have workforce experience and partially completed education pathways.

The conversation at the Upstate Talent Forum suggested that higher education’s future may not be defined solely by traditional enrollment models. It may be shaped by how effectively institutions, employers, and communities work together to develop talent throughout a person’s career.

In Part Two, we’ll explore what workforce-aligned higher education looks like in practice and how employers can play a more active role in shaping the talent pipeline.

The post Higher Education’s Relevance Is Being Rewritten, Not Replaced  appeared first on Shaping the future workforce.

At a high level, hiring locally should be the default.  It is more cost-effective, less disruptive to individuals, and typically results in stronger long-term retention.  However, there are important exceptions when bringing in outside talent becomes not only valuable, but necessary.

When Bringing in Talent Makes Sense

There are two primary scenarios where importing talent is justified:

1. Establishing and Transmitting Culture
   Culture does not happen organically—it is built, reinforced, and modeled. When launching a new site, especially in a different geographic or cultural environment, there is a real risk that the organization’s identity will dilute or drift. Bringing in a small group of experienced leaders from the home base helps ensure that the company’s values, expectations, and ways of working are clearly established from day one.
2. Filling Critical Skill Gaps
   Some capabilities simply may not exist in the local labor market, particularly in emerging industries, specialized technical roles, or leadership positions that require company-specific expertise. In these cases, external hires are not a luxury—they are a requirement to get the operation off the ground and functioning at the desired level.

That said, these decisions should be highly intentional. Over-reliance on imported talent can signal a lack of confidence in the local workforce and create structural inefficiencies.

The Hidden Costs of Relocation

While the financial costs of relocation are easy to quantify, including recruitment fees, moving expenses, and housing support, the hidden costs are often more impactful:

• Emotional and family strain – Relocating affects spouses, children, schooling, and social support systems.
• Time-to-productivity – Even high-performing employees need time to adjust to a new environment, both professionally and personally.
• Retention risk – Many relocations are short-lived due to unmet expectations or difficulty integrating into the new community.

Leaders sometimes underestimate how disruptive relocation is.  A job change is one thing; a life change is another.  These factors compound, often leading to higher turnover among relocated employees compared to local hires.

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Many jobs in today’s economy do not require a four-year degree to begin.

But the reality is more complex.

While entry into many roles may not require a degree, career growth increasingly depends on advanced skills such as problem solving, leadership, technical knowledge, and the ability to adapt to changing industries.

This raises an important question:

How can colleges and universities prepare students not just for their first job, but for a lifetime of career mobility?

Higher education has a critical role to play in helping students develop:

• Analytical thinking
• Communication skills
• Technical expertise
• Leadership ability
• Adaptability in a changing workforce

These skills allow individuals to move beyond entry-level roles and grow into positions of responsibility and influence.

At the same time, universities must continue strengthening partnerships with industry to ensure programs align with workforce needs.

Preparing students for the future of work requires collaboration between:

• Businesses
• Educators
• Community leaders
• Policymakers

These are exactly the kinds of conversations that take place at the Upstate Talent Forum.

The post The Talent Pipeline Problem appeared first on Shaping the future workforce.

This report is produced by Lightcast

The U.S. is entering a critical workforce shift driven by the retirement of the Baby Boomer generation and a shrinking pipeline of replacement workers. Over the next decade, millions will exit the labor force while participation rates decline, creating a structural shortage that will impact nearly every industry. 

This challenge is not cyclical—it’s demographic. Since 2020 alone, roughly 5 million workers have left the workforce, with 80% over age 55, and population growth is projected to outpace labor force growth by nearly 8 to 1. 

At the same time, the labor market is misaligned. More workers are earning degrees, yet the fastest-growing and most critical roles—healthcare support, construction, service, and skilled trades—often do not require them. Participation among prime-age men is declining, women’s workforce gains rely heavily on immigration, and automation is not advancing fast enough to fill the gap. 

The result is a widening gap between labor supply and demand—one that will intensify within the next five years. Industries essential to daily life, including healthcare and infrastructure, are expected to feel the most pressure. 

This report outlines not only the scale of the disruption, but also the strategic pathways forward—highlighting how organizations, educators, and policymakers can adapt to build a future-ready workforce.

This link will open a new window for the PDF

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The Retirement Wave Is Accelerating

The Baby Boomer generation—those born between 1946 and 1964—is now between the ages of 61 and 79. Millions are exiting the workforce each year, taking with them decades of experience and institutional knowledge. This shift represents one of the largest labor transitions in modern economic history. The challenge is not just replacing these workers, but rebuilding the workforce pipeline behind them.

Fewer Workers Are Entering the Labor Market

At the same time that large numbers of workers are retiring, fewer young workers are entering the labor force. Birth rates in the United States have been declining for years, and the number of high school graduates is expected to peak and then begin to fall. This creates a demographic imbalance where workforce demand continues to grow while the supply of workers shrinks.

The Talent Pipeline Is Misaligned

Another issue highlighted during the forum is the mismatch between education pathways and workforce demand. Many students are encouraged to pursue the same types of degrees, even though a large percentage of jobs do not require a four-year college education. Industries such as healthcare support, logistics, skilled trades, and service roles are experiencing growing labor shortages.

For CEOs and business leaders, this shift means workforce strategy must move higher on the leadership agenda. The question is no longer simply how to recruit employees. The question increasingly becomes: How do we build sustainable talent pipelines for the future?

Events like the Upstate Talent Forum bring together business leaders, educators, and policymakers to explore these challenges and discuss strategies for preparing the workforce of tomorrow.

The post The Workforce Storm Business Leaders Need to Prepare For appeared first on Shaping the future workforce.

The future workforce of the Southeast will not be solved by one organization alone.

That’s why leaders from business, education, and government come together each year at the Upstate Talent Forum. Hosted by the University of South Carolina Upstate and regional chamber partners, this two-day forum brings together executives, experts, policymakers, and educators to tackle one of the most pressing challenges facing our economy: closing the workforce gap. Through collaborative discussions, data insights, and cross-sector partnerships, the forum explores how we can better align education, a wide range of industries, and individual employers needing pathways of support that continue economic growth.

Now entering its fourth year, the Upstate Talent Forum continues to grow as a place where leaders share ideas, seek common insights, and work together to build a stronger workforce for everyone. Follow this site as we share insights, speakers, and conversations leading up to this year’s forum. Here leaders solve challenges together.

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