The Skills Gap Is Real — and Growing
Each year, employers in the trades have more jobs than skilled tradespeople to fill them. According to McKinsey, 87 percent of companies are either addressing this discrepancy or anticipating it. At the same time, the U.S. Chamber of Commerce signals that construction is on the rise, but 88 percent of contractors struggle to find qualified carpenters, electricians, mechanics, plumbers, and other capable construction workers. Yet many education pipelines remain built around traditional academic and training models that fail to prepare students for the modern workforce.
At Rosedale Technical College in Pittsburgh, Pennsylvania, we believe there’s a better way—and it starts by putting employers at the center of program design. This approach doesn’t just benefit those individual companies starved for a competent workforce. It also benefits the students, instructors, and entire industries.
The Problem: A Disconnect Between Education and Employment
Too often, educational programs train students for jobs that no longer exist. Employers hire graduates who can’t operate the latest equipment, don’t show up on time, or have never worked collaboratively across departments. Some organizations address this problem by developing credentialing programs. But training divorced from employer insight is like teaching someone to drive using only a textbook.
The Solution: An Employer-First Model
At Rosedale, we have built an entire ecosystem around constant employer collaboration, which can be adapted for training programs everywhere. Here’s how:
- Start with Candor
We suggest beginning every employer relationship with transparency. That means honest conversations about what students can and can’t do—and where employers need to evolve, too. Our goal isn’t to fill seats. It’s to create a sustainable, effective talent pipeline. - Make Industry Involvement Easy and Ongoing
We host twice-yearly advisory board meetings for each technical area—from HVAC to automotive—, but we don’t stop there. We also convene a strategic advisory board comprising high-level executives, nonprofit leaders, and industry advocates who meet quarterly. Some of our best feedback comes from informal drop-ins and one-off conversations. More than 100 days a year, you will find an employer visiting our campus. If you’re here, we’re listening. - Invite the Tough Conversations
We welcome critical feedback and encourage others to do so as well. When a partner calls to say a graduate isn’t meeting expectations, we don’t get defensive. We figure out what’s not working and have the hard conversations necessary to fix it. That openness helps build trust, which strengthens programs. - Design Flexible Programs and Facilities
Our classrooms don’t sit idle. One day, they’re wired for electrical training; the next, they’re transformed into carpentry labs. Our programs are modular, accelerated, and adaptable. Students from different departments work together on shared projects because that’s what the job site demands. - Prioritize Real-Life Exposure Over Simulated Perfection
We’re risk-tolerant. Our students work on live systems—rooftop HVAC compressors, real electrical circuits, broken welding machines. That messiness is intentional. Graduates who’ve done the job before don’t need to be hand-held on day one. And more and more, companies expect their employees to be ready to go on day one. - Teach Soft Skills as Core Skills
Employers tell us their number one work frustration is simple: employees who don’t show up on time. We address that head-on with our PRIDE model: Professionalism, Resilience, Integrity, Diligence, Enthusiasm. We teach conflict resolution, communication, and teamwork alongside technical skills. One initiative I personally lead is called “Blue Collar Mindfulness”—a monthly discussion group where students and staff talk openly about meaning, purpose, and how to build a life they’re proud of. - Break the Silos
In the real world, carpenters coordinate with electricians. HVAC techs work alongside welders. Our training mirrors that reality. Students fix each other’s equipment, collaborate on installations, and learn that no job is ever done alone. - Build Partnerships Based on Culture Fit
We don’t just want to find our graduates a job. We want them to find a workplace where they thrive. We take the time to understand a partner’s culture, values, and long-term needs. When that alignment clicks, retention goes up, morale improves, and employers ask for more Rosedale grads.
The Results: When It Works, It Scales
Rosedale has one of the highest graduation rates among two-year colleges nationwide. Our employer satisfaction is evident not just in surveys but also in the number of alumni we send back to recruit their peers. At recent career fairs, more than 30 employers brought Rosedale graduates with them as ambassadors.
Graduates report feeling confident, capable, and respected in their new roles. Employers tell us our students are job-ready—not just technically, but personally. They show up. They communicate. They grow.
Takeaways: A Blueprint for Other Organizations
If you’re a training provider, workforce board, or corporate L&D team looking to close your own skills gap, start here:
- Start small: Pick one employer partner. Focus on one skill set. Build trust.
- Stay local: National trends matter, but local market needs should guide your curriculum.
- Listen closely: Establish feedback loops with employers, staff, and alumni.
- Be flexible: Design programs and spaces that can shift as industries evolve.
- Take risks: Let students fail safely. Live work trumps lab simulations.
- Invest in soft skills: Technical talent isn’t enough without pride and professionalism.
- Collaborate across competitors: Bring industry players together. The rising tide lifts all boats.
Building an employer-first model isn’t about selling out to industry. It’s about creating a training environment where everyone wins—especially students. And that’s the point.
