

WORKFORCE
Students are placed into and succeed in high-demand, high-wage jobs.HOW WE GET THERE
STRATEGY 4.1 Ensure campuses focus on high-wage, high-demand jobs by offering the right programs at the right places.
STRATEGY 4.2 Increase work-and-learn experiences for all programs related to high-wage, high-demand jobs.
STRATEGY 4.3 Engage employers to ensure job placements meet workforce needs.
STRATEGY 4.4 Develop and scale a career coaching model statewide.
STRATEGY 4.5 Operationalize a career action plan (CAP) for every student.
STRATEGY 4.1
Create employer-endorsed programs. Expand faculty paid externships. Develop early college pathways aligned to high-wage, high-demand careers.
STRATEGY 4.2
Establish a strong career development program on each campus. Build an integrated work-and-learn experience for highest demand programs.
STRATEGY 4.3
Create college-wide, high-demand sector employer councils. Implement an adjunct engagement model that includes employer data capture and facilitates connections between students and their employers. Design resources and programs that help students with career readiness.
STRATEGY 4.4
Develop career advising intervention for students considering the General Studies program. Create a career-ready certificate that demonstrates to employers that students are workforce ready.
ANGELA’S JOURNEY
Honda Manufacturing of Indiana and Ivy Tech Community College became partners shortly after the automaker located to Greensburg, Indiana. Together, Honda and Ivy Tech have created multiple opportunities for Hoosiers to gain required training for and ultimately succeed in high-demand, high-value job opportunities.
Since inception, Honda has grown their technical training program to include advanced automotive robotics technology, mechanical technology, industrial engineering, fluid power, programmable logic controls, and other certificate programs. Honda has also worked with Ivy Tech to develop customized leadership training for managers which include topics such as conflict resolution, diversity, accountability and coaching skills.
“Ivy Tech worked with us to understand the types of training we needed and then developed a program which met our expectations. The instructors from Ivy Tech were able to train employees at our location and during all of our shifts,” shared Topper.
Hundreds of people have been trained through the Honda and Ivy Tech partnership, and both organizations are committed to expanding efforts to fill workforce demands. Together, Honda and Ivy Tech worked with the local career and technical education programs to develop early college opportunities for high school juniors and seniors.
“As Ivy Tech continues to grow and reach more people with opportunities, we are glad to be part of the partnership. It helps with our supply and demand for our future workforce pipeline,” said Topper.
METRICS
Year 1
Year 3
Year 5
Percent Completions in High-Demand/Low-Supply Programs
70%
40%
10%
Percent Completions in High-Demand/Limited-Enrollment Programs
12.5%
10.5%
5%
Percent Completions in Low-Demand/High-Supply Programs
7.5%
6.5%
5%
Percent Completions in Demand/Supply Equilibrium Programs
10%
43%
80%
Median Wages at Year One (Percent Above State Median)
41%
53%
80%
METRICS
PERCENT COMPLETIONS IN HIGH-DEMAND / LOW-SUPPLY PROGRAMS
Year 1: 70%
Year 3: 40%
Year 5: 10%
PERCENT COMPLETIONS IN HIGH-DEMAND / LIMITED-ENROLLMENT PROGRAMS
Year 1: 12.5%
Year 3: 10.5%
Year 5: 5%
PERCENT COMPLETIONS IN LOW-DEMAND / HIGH-SUPPLY PROGRAMS
Year 1: 7.5%
Year 3: 6.5%
Year 5: 5%
PERCENT COMPLETIONS IN DEMAND / SUPPLY EQUILIBRIUM PROGRAMS
Year 1: 10%
Year 3: 43%
Year 5: 80%
MEDIAN WAGES AT YEAR ONE (PERCENT ABOVE STATE MEDIAN)
Year 1: 41%
Year 3: 53%
Year 5: 80%
(888) IVY-LINE
© Ivy Tech Community College