It’s no secret that high youth unemployment and record high debt levels mean youth in Canada are facing a difficult future. While the economy continues on a slow recovery, students and youth are being left behind through decreased program funding, ineffective employment plans, and a lack of federal strategies.
Over the last five years, high youth unemployment has been a constant challenge in the Canadian labour market. Attainment of a post-secondary education has become a prerequisite for participation in Canada’s workforce. It’s time for Canada to prioritise youth employment. We have looked abroad to find solutions, and Germany’s Dual Vocational Training System is a plan that values the work of youth and has long-term rewards for the economy and society. Publicly funded, and with no tuition fees, Germany serves as a model for us in Canada on how to build a thriving economy that values workers.
Given the pace of technological change and the strong forces to innovate from the global market place, the need to invest in human capital continues to increase as does the requirement for high return on investment (ROI) in training. One of the obstacles of measuring the ROI of training is that many of the benefits of training may not be immediately visible for measurement and it may be impossible to allocate the improvements exhibited by the firm to a particular training event. The lack of longitudinal studies to measure the ROI of training, particularly with respect to supporting the use of technology and intensity of innovation, is an area that will be addressed in this study.
The pace of innovation and technological change in the global market place make it imperative that companies constantly look at improving the skills of their workforce (Bresnahan, Brynjolsson and Hitt, 1999). The investment in human capital through the use of relevant and targeted training is critical in order to keep a business competitive (Rabemananjara and Parsley, 2006). One of the key components to an organization’s competitive advantage is the development of knowledge workers and increasing the value of their human capital.
OVER THE LAST FIVE YEARS OR SO WE HAVE HEARD A great deal about something called the Knowledge Society. The term ‘knowledge’ is appearing in places we wouldn’t have expected to see it a decade or so ago. The media is full of references to the knowledge economy and the knowl-edge revolution; business discussions now routinely talk about knowledge management, knowledge resources, knowledge clusters, knowledge work, and knowledge workers; and policy documents argue for the need to ‘catch’ the knowledge ‘wave’.
Years ago, the process of faculty evaluation carried few or none of the sudden-death implications that characterize contemporary evaluation practices. But now, as the few to be chosen for promotion and tenure become fewer and faculty mobility decreases, the decision to promote or grant tenure can have an enormous impact on a professor’s career. At the same time, academic administrators are under growing pressure to render sound decisions in the face of higher operating costs, funding shortfalls, and the mounting threat posed by giant corporations that have moved into higher education. Worsening economic conditions have focused sharper attention on evaluation of faculty performance, with the result that faculty members are assessed through formalized, systematic methods.
Canada’s colleges, institutes and polytechnics stimulate innovation, enhance curriculum and produce highly skilled, innovative graduates through applied research partnerships with firms and community organizations. Closely linked with regional public and private enterprises, colleges play a central role in advancing innovation.
In its 2012 economic survey of Canada, the Organisation for Economic Co-operation and Development (OECD) recognized that Canadian “colleges are becoming proactive in directly meeting the needs of small businesses in areas of problem solving, process innovation and technical skills.” In 2011-12, more than 24,000 college students and 1,700 faculty and staff collaborated with 4,586 companies across 524 research areas.
This draft framework has been approved by the Committee of Presidents of the 24 publicly-funded colleges. In approving this template, the presidents recognize that individual colleges may need to make changes to reflect local circumstances during the development of their stand-alone sexual violence and sexual assault policy and protocol. In doing so, the colleges have committed to retaining as much consistency with the template as possible to reflect a similar style, tone, and format that will help
students and others easily access information they need no matter which college they approach.
Higher education, like other sectors, now functions in a global environment of consumers, employees, competitors and partners. The fundamental missions of teaching, research and service remain unchanged, but the avenues for pursuing them have greatly expanded due to globalization.
A survey of faculty participation in paid consulting arrangements in Ontario Colleges of Applied Arts and Technology reveals that 34% were involved in at least one project during a specified one-year period. There was significant variation in participation by division of academic appointment and by gender. The authors suggest that further research should be undertaken concerning the nature and role of paid consulting in community colleges. A number of basic questions are raised in an attempt to induce further study on this important topic.
This article presents a case study of a technology-enhanced face-to-face health sciences course in which the principles of Universal Design for Learning (UDL) were applied. Students were offered a variety of means of representation, engagement, and expression throughout the course, and were surveyed and interviewed at the end of the term to identify how the UDL inspired course attributes influenced their perceptions of course accessibility.
Students responded very positively to the course design, and felt that the weaving of UDL throughout the course resulted in increased flexibility, social presence, reduced stress, and enhanced success. Overall, students felt more in control of their own learning process and empowered to make personal choices to best support their own learning. This course design also led to increased satisfaction from the perspective of the instructor and reduced the need for intervention by the campus disability services department.
This article presents a case study of a technology-enhanced face-to-face health sciences course in which the principles of Universal Design for Learing (UDL) were applied. Students were offered a variety of means of rep- resentation, engagement, and expression throughout the course, and were surveyed and interviewed at the end of the term to identify how the UDL- inspired course attributes influenced their perceptions of course accessibility. Students responded very positively to the
course design, and felt that the weaving of UDL throughout the course resulted in increased flexibility, social presence, reduced stress, and enhanced success. Overall, students felt more in control of their own learning process and empowered to make personal choices to best support their own learning. This course design also led to in- creased satisfaction from the perspective of the instructor and reduced the need for intervention by the campus disability services department.
In a recent Center for Digital Education (CDE) survey, 74 percent of responding higher education decision- makers said improving student retention and graduation rates is the top goal of their college or institution. The ability to retain and promote students not only influences college rankings, reputation and recruitment of top talent, but also impacts the bottom line. Enrolled students provide a steady revenue stream via tuition and other purchases (e.g., books, parking passes and food services). Student retention also allows recruitment dollars to go further by decreasing the need to continually replace students who have dropped out.
The priority for the Ontario government – for its economic ministries, its education ministries, and for the entire government – must be economic growth and helping more people find good jobs.
The problem
The Ministry of Training, Colleges and Universities (MTCU) in consultation with the universities
has estimated that 53,000 to 86,000 more university spaces will be needed by 2021 to meet student
demand. There will be special pressures in the GTA. Universities’ enrolment plans will not be
sufficient to meet this demand.
The opportunity
With the government’s support, Ontario’s colleges could provide space for tens of thousands of
students in high-quality, career-oriented baccalaureate programs over the coming decade and beyond.
Teaching and assessment in higher education institutions are increasingly supported by digital tools and services. Students, however, perceive and value the importance of such e-learning offerings in very diverse ways. The goal of this article
is to examine which predictors significantly influence students’ perceptions of the value of digital learning formats. Based onKu¨pper’s acceptance model, we generate hypotheses that are subsequently tested using data from a German student survey.
The results show that individual-related characteristics, especially motivation and orientation patterns of students, have a high impact on the perceived importance of digital learning formats. Our analyses indicate that besides individual performance
and motivation, the practical orientation of a student is also a key predictor for a high rating of the importance of digital learning formats. An analysis of characteristics regarding the field of study shows that students who major in economic sciences, especially those who frequently work with digital learning formats in their classes, find them significantly more important than students who major in social science. Regarding innovation-based characteristics, students who express a need for flexible course offerings rate the use of digital learning formats as particularly important. The discussion provides an evaluation of the results of the student study based on the hypotheses and presents further implications.
Keywords: digital learning formats; online learning; online learner characteristics;
motivation; perceived benefit
The Student Mental Health Strategy is a framework to provide direction for the Division of Student Affairs and the broader university community to comprehensively and proactively review resources and opportunities for mental health promotion,
planning, and responsiveness in support of our student community. It is intended as a framework for the development and implementation of action plans to support positive student mental health and well-being in order to enhance all students’
potential for success.
Every one of us is on a journey, a journey of life. In this journey, we grow, change, and develop along several dimensions ---intellectual, social, civic, physical, moral, spiritual, and religious. And we develop holistically and not departmentally, i.e., we simultaneously develop our mind, sense of self, and relationships with others. In this journey of life, we, and especially
during the traditional college years of ages 18-24, are actively involved in asking several questions about ourselves, including these three.
• How do I know?
• Who am I?
• How do I relate to others?
LAMBTON COLLEGE VISION/MANDATE
Lambton College fosters innovation and entrepreneurship among our faculty, staff, and students, and in the local and global communities we serve. As the sole provider of higher education in our region, and as a mobile learning college, we are committed to providing teaching and learning excellence in a broad range of program offerings, and a full range of credentials in alignment with our areas of specialization.
It should be noted that our Strategic Mandate was developed within the context of the Lambton College Strategic Plan, and was developed and received with and by the Lambton College of Applied Arts of Technology Board of Governors.
In the traditional college classroom today, faculty and students arrive with a certain set of expectations, shaped largely by past experiences. And although students may need the occasional (or perhaps frequent) reminder of what's required of them, there's usually something very familiar about the experience for both faculty and students alike. In the online classroom, an entirely new set of variables enters the equation. It's a little like trying to drive in a foreign country. You know how to drive, just like you know how to teach, but it sure is hard to get the hang of driving on the left side of the road, you're not quite sure
how far a kilometre is, and darn it if those road signs aren't all in Japanese. This special report explains the "rules of the road" for online teaching and learning and features a series of columns that first appeared in the Distance Education Report's "Between the Clicks," a popular column by Dr. Lawrence C. Ragan, Director of Instructional Design and
Development for Penn State's World Campus.
The articles contained in the report will help you establish online instructor best practices and expectations, and include the following principles of effective online teaching:
. Show Up and Teach
. Practice Proactive Course Management Strategies
. Establish Patterns of Course Activities
. Plan for the Unplanned
. Response Requested and Expected
. Think Before You Write
. Help Maintain Forward Progress
. Safe and Secure
. Quality Counts
.(Double) Click a Mile on My Connection
These principles, developed at Penn State's World Campus, outline the core behaviours of the successful online instructor, and help to define parameters around the investment of time on part of the instructor. In his articles, Ragan identifies potential barriers and limitations to online learning, and specific strategies to assist instructors in achieving the performance
The Government is fulling its promise to balance the budget in 2015. pursuant to its long-standing commitment to responsible fiscal management. Economic Action Plan 2015 will see the budget balanced and Canadians can rest assured that Canada's fiscal house is in order.
GLOBE (Global Leadership and Organizational Behavior Effectiveness) is a research program focusing
on culture and leadership in 61 nations. National cultures are examined in terms of nine dimensions: performance
orientation, future orientation, assertiveness, power distance, humane orientation, institutional collectivism, in-group collectivism, uncertainty avoidance, and gender egalitarianism. In a survey of thousands of middle managers in food processing, finance, and telecommunications industries in these countries, GLOBE compares their cultures and attributes of effective leadership. Six global leadership attributes are identified and discussed. ©