We are excited to bring to you the latest edX feature aimed at improving learner experience and expanding access – AI course translations. 90% of the edX Subscription Catalog is now available in Spanish and Arabic to all verified learners, including MIT and Harvard courses. Google Cloud API Technology was selected to offer dynamic translations, providing a high quality experience for learners at 85%-90% satisfaction with the translated content.
How do Xpert AI Course Translations benefit our learners?
They make edX courses accessible to millions of learners globally that could not access it before, especially opening up the Latin America, MENA and Africa regions.
How do Xpert AI Course Translations benefit our clients?
They open learning on edX to your international employee base, expanding reach, and improving engagement for existing learners where English is not their first language. Arabic and Spanish were selected as priority languages for translations, as they cover a lot of our existing client base and regions that have shown significant interest in learning on edX. Finally, translating our catalog into widely spoken languages helps us better support our edX For Campus and edX For Government clients, who are often serving diverse learner groups globally.
What exactly are we translating?
Video subtitles, transcripts, unit page text and assessments. Effectively, the entire course. This means that learners who don’t speak English could take the course in their preferred language from start to finish.
Which languages are available?
We started with Spanish and Arabic. We are currently reviewing which languages to bring in next.
Which partners are included?
The vast majority! Including our most in-demand content providers like MIT, Harvard, Stanford, IBM and Cambridge. We plan to have a hundred percent of the edX course library translated in early 2025.
Who will this feature be available to?
To all edX clients and all verified edX learners. Translations can be easily turned on within the course, using the Translate button. A drop-down of language options appears, learners select their preferred language, and within seconds all course content is dynamically translated. They can change the language as they go if they need to.
What’s next?
We are planning on rolling out more languages in early 2025 covering all courses in the edX Subscription Catalog. We are looking at Portuguese, French and Indonesian, and more. Stay tuned.
Do you need certain courses translated into a language not currently available? Get in contact and we can discuss your options including translations across 130+ languages for your required content.
edX launches Videos in the Self-Paced Course Library
Article2 min read
December 17, 2024
In the world of corporate learning, more content doesn’t mean better results. Massive libraries can overwhelm learners and leave Learning and Development (L&D) leaders struggling to identify resources that truly drive skill-building and career growth. At edX, we believe the key to impactful learning is relevance and quality, not just quantity.
That is why edX is thrilled to announce the launch of Videos in the Self-Paced Course Library —a carefully curated collection of short-format videos that make it easier for organizations to connect employees with focused, high-quality learning. These videos are designed to do more than just deliver knowledge quickly; they serve as stepping stones to comprehensive, credentialed courses, helping learners build meaningful skills and achieve professional milestones.
The edX Difference: Curating for Quality
Unlike platforms that rely on volume, edX uses a rigorous selection to ensure only the best content is included. Each video is selected from popular, highly-rated courses offered by top global institutions like Google, IBM, AdelaideX, IIMBx and DelftX, covering in-demand topics like business management, data analysis, and communication. These videos serve as previews of the learning experience, giving learners the confidence to complete full courses and earn a certificate.
Why It Matters for L&D
Videos makes it easy for organizations to:
Upskill Quickly: Provide learners with bite-sized, actionable insights.
Increase Engagement: Align learning with employee preferences for short-form content.
Guide Deeper Learning: Videos are a stepping stone to comprehensive courses where learners can earn credentials from leading institutions.
Hallym University case study: Equipping students with in-demand skills
Case Study5 min read
November 5, 2024
Looking to set a new standard in education, leaders at Hallym University partnered with edX to embrace technology and build a new educational framework to meet today’s global demands. By integrating AI-powered teaching tools, diversifying curricula, and leveraging hybrid learning, Hallym pioneered the “K-University Model,” which is already helping both students and teachers succeed.
Challenge: Decreased enrollments, new global standards
Faced with reduced enrollment numbers, leaders at Hallym University decided to adapt their academic model to meet the needs of today’s students by harnessing the power of technology.
Hallym University, located about an hour from Seoul, decided to partner with edX to increase enrollments, embrace new technologies, and offer students an educational model that resonated with international trends. Inspired by the global influence of K-pop and K-drama, Hallym created the “K-University Model”: A powerful new initiative that would offer AI-powered teaching tools and modular courses via a single cutting-edge online platform.
Solution: Educational innovation and AI-powered pilot courses
With the help of edX, Hallym University was able to bring its innovative K-University Model to life, diversify the curriculum, and offer AI-powered courses and teaching tools. Hallym began with a pilot program, introducing AI-powered undergraduate courses in a wide array of subjects, including climate change and urban policy, machine learning, accounting, chemistry, and nano bioengineering. Pilot course subject matter was curated to ensure a balance between STEM and social science disciplines, reflecting the university’s commitment to providing a well-rounded education.
Impact
Hallym’s edX partnership allowed them to strengthen their offerings in several valuable ways, including:
Enhanced accessibility. Hallym University decreased language barriers and increased comprehension by incorporating AI translation tools in course materials so students could select their preferred study language.
Flexible implementation. Seven professors were enlisted to develop the edX-integrated courses, each bringing a unique approach to implementation within the curriculum. Some faculty members used edX content as supplementary learning materials, while others integrated it into required homework for credit. While some professors incorporated edX into pre-study material to prepare students for class discussions, others employed edX tools as post-study material to reinforce key concepts. Thanks to edX’s flexible offerings, both students and professors alike can adapt the tools to suit their educational approach.
Rapid scaling. By leveraging edX’s robust platform, Hallym University was able to rapidly test and scale online learning offerings.
Results: Lessons learned
Impact on faculty: Adapting teaching methods and enhancing pedagogical skills
The edX initiative strengthened faculty teaching skills by equipping them with new tools and approaches for online and in-personal learning. Realizing the huge potential at hand, faculty members observed that integrating online learning materials allowed them to focus more on facilitating in-depth discussions and providing personalized support, rather than delivering standard lectures.
Hemin Choi, Assistant Professor at the Hallym AI Convergence Institute & Graduate School of Global Cooperation, said that junior professors found edX to be a valuable resource for both training and education, helping with everything from curriculum design to course development.
Key insights:
Online resources complement traditional teaching. The flexibility of the edX platform allowed professors to experiment with various teaching methods, such as using edX materials as pre-study resources, supplementary learning tools, or post-study reinforcement. This experimentation gave teachers more pedagogical options and gave them more tools at their disposal for improving engagement.
Senior students excel at hybrid learning. The hybrid model was especially effective for senior students, who were generally more adept at self-directed learning.
Online learning deepened discussions. Faculty members observed that integrating online materials allowed them to focus more on facilitating in-depth discussions and providing personalized support, rather than delivering standard lectures
The pilot program enhanced the pedagogical skills of the faculty, equipping them with new tools and approaches that can be applied to both online and in-person teaching. It also prompted many faculty members to advocate for broader adoption of hybrid learning models across the university.
Impact on students: Fostering self-directed learning and global competence
The flexibility and range offered by the edX platform helped Hallym students to deepen their engagement and understanding across the board. Students benefited from:
More flexibility. edX’s flexible structure allowed students to engage with course materials at their own pace, at times and in settings that were most conducive to their learning.
A global perspective, in a local context. Participation in lectures and assignments that were also available to a global audience gave students a broader understanding of their field of study. Class discussions with peers and professors helped students apply this global content to local issues, helping them develop a well-rounded and nuanced perspective on their studies.
Impact on university administration: Strategic planning and future directions
Within a month of purchasing 100 subscription licenses, the utilization rate reached 100% with its intended users. Of the 190 enrollments, 147 courses were completed by learners. University administration concluded that the AI-powered hybrid learning model not only met the immediate needs of students and faculty but also aligned with the university’s long-term objectives of innovation and global engagement.
The successful integration of edX into the Hallym curriculum provides valuable insights into how modern technology can be leveraged to enhance educational outcomes while helping universities achieve their strategic goals.
This partnership marks a critical step toward Hallym’s goals: To raise the bar for academic excellence and give students the skill sets they need for success.
UTAR case study: Investing in self-directed learning to drive student employability
Case Study5 min read
July 29, 2024
The leaders at Universiti Tunku Abdul Rahman (UTAR) are always thinking about what happens after students leave the classroom.
Will graduates be able to keep pace with advancing technology? Will they have the skills to stand out in competitive job markets? Will they face industry changes with resistance or resilience?
Educators may not be able to teach students every skill they’ll need throughout their careers — but they can prepare those students to become self-sufficient, lifelong learners. That future-focused ethos is just one of the reasons UTAR partnered with edX.
Challenge: Strengthen student employability
As technology, skill needs, and industry conditions evolve, universities face mounting pressure to focus on more than traditional academic knowledge. Graduates don’t just need to know how to ace an exam or polish an essay; they need to translate their skills in professional contexts and scale steep, on-the-job learning curves.
“Industries are increasingly concerned with soft skills and demonstrable willingness to learn,” said MK Khaw, who is deputy head of UTAR’s Centre for Curriculum Development and Innovation.
At UTAR, a highly rated private university in Malaysia, 1 educators recognized that students who knew how to learn quickly, effectively, and continuously were the ones who would be most attractive to employers. If they could help students approach education as a lifelong practice — rather than a temporary means of earning a degree — the entire UTAR community would flourish.
With support from edX, UTAR established a clear objective: Increase self-directed study opportunities and cultivate lifelong learning skills for students. And students weren’t the only beneficiaries: The initiative would drive institution-wide innovation and help UTAR differentiate its offerings in a competitive educational environment.
Solution: Build a culture of self-directed learning
The edX partnership represented an important step forward for UTAR, in more ways than one. It would also be the first time the university offered students an online learning opportunity.
“We wanted students to have experience with online programs,” says Khaw.
Program administrators started with a modest pilot program, through which some students were granted subscriptions to the edX self-paced course library. Within a week, the word was out — and student demand for subscriptions was through the roof. Administrators added 70 licenses.
Encouraged by the successful pilot, administrators used edX’s vast portfolio to offer credit-bearing elective modules across the university. Their program balanced individual and institutional goals: Once students had completed one required course — one of 40 faculty-selected options in areas such as technology, entrepreneurship, and soft skills — they’d be able to enroll in any courses they wanted.
Faculty were active players at every stage of the progress, and key to the project’s success. They curated courses they knew would align with the university’s goals, and even participated in the courses alongside their students to foster a culture of continuous learning and collaboration.
Impact: Quality, relevance, innovation
Students, faculty, and administrators agree: The UTAR-edX partnership has yielded impressive results.
Student engagement, by the numbers
Here are a few of the outcomes the team is most excited about:
Putting students in the driver’s seat
Students are seeing firsthand how continuous learning can help them adapt, grow, and succeed in their future careers. With online education, they’re able to upskill on their own schedule and stay competitive as they enter the job market.
Prioritizing skills that improve employability
UTAR is equipping students with the right skills and the right mindset. Employers increasingly value candidates who demonstrate a willingness to learn and grow — a trait future UTAR grads will share.
Driving institution-wide innovation
UTAR is strengthening its reputation as an institution that provides effective and innovative learning experiences. That practice is helping the university distinguish itself from competitors and attract the next generation of forward-thinking students.
Expanding faculty development opportunities
Faculty members now have access to professional development opportunities that sharpen their skills, too. Foo Pik Yin, a lecturer in the UTAR Department of Commerce and Accountancy, says edX programs help academic professionals stay “up to date with the latest course content development, assessments designs, and course delivery practices, therefore further improving the quality of teaching and research.”
Improving student satisfaction rates
High participation rates suggest that students are enthusiastic about additional learning opportunities. In turn, universities can learn more about the kinds of content that attracts and retains future students.
Looking ahead
UTAR is more committed than ever to its institutional vision: To foster lifelong learning and enhance student employability. And the university has plans — big ones — to turn that vision into a reality. In the short term, for instance, UTAR intends to expand its partnership with edX and explore new avenues of innovation in curriculum development.
One thing is clear: UTAR’s proactive approach to education is one that will benefit students, faculty, and alumni for years to come.
Indonesia Cyber Education Institute case study: Supporting students in building in-demand skills
Case Study6 min read
March 7, 2024
By 2025, digitalization is poised to inject $150 billion into Indonesia’s economy and create 3.7 million jobs. 1 However, the nation confronts a significant digital divide, anticipating a shortfall of nine million skilled professionals in digital skills by 2030. 2 Bridging this gap necessitates a targeted focus on aligning education with industry demands encompassing both technical expertise and essential soft skills development.
edX and the Indonesia Cyber Education Institute (ICE Institute) strive to build a bridge for learners to cross these skill gaps, setting the stage for a workforce that is ready to meaningfully contribute amidst Indonesia’s rapid advancement.
Established by the Directorate General of Higher Education, Research, and Technology, under the Ministry of Education, Culture, Research, and Technology (Kemendikbudristek), the ICE Institute is a key accredited center for skills-based learning in Indonesia. 3 It’s a proactive step, supported by the government to ensure that students are not just armed with degrees, but equipped with additional digital and career focused skills that expedite the nation’s progress.
An edX partner since ICE Institute’s inauguration in July 2021, the ICE Institute’s primary focus is to facilitate the provision of exceptional learning opportunities while still ensuring the quality of online course materials. Through partnering with edX, the ICE Institute is able to extend its offering of market-led learning content to help students build skills and increase their future employability.
Challenge: Equip students with industry-ready skills during their final year of university
To face the challenge of closing skills gaps at a rapid rate, ICE Institute was formed as part of the Golden Indonesia 2045 Vision: an Indonesia government-led strategic imperative for the country to “be an independent, united, sovereign, just, and prosperous nation” by their centennial in 2045.4
One of the primary targets for Golden Indonesia 2045 is to increase the competitiveness of Indonesian human resources through education, training and development, and mastery of innovative technology.
The ICE Institute’s mission was formed in alignment with the Golden Indonesia vision. Its objective is to equip participants with specific skills that align with industry needs in Indonesia. The key areas for development to meet skills demands include, but are not limited to:
Technology: Cloud computing, cybersecurity, coding, and data science.
Artificial intelligence (AI): Machine learning, deep learning, and AI ethics and policy.
Management and commercial acumen: Financial skills, data analysis, and project management.
Communication and interpersonal skills: Decision-making and business writing.
Digital transformation: Digital strategy, business intelligence, technology adoption, blockchain, corporate transformation, green skill revolution, and change management.
ICE Institute Director, Rahayu Dwi Riyanti, M.A explains how their goals depend on facilitating access to global leaders in education:
“We would like our participants, especially students and lecturers, to have experience taking courses from very good universities [around] the world, like Harvard, MIT, or Stanford,” Riyanti adds.
Not only is there value in the content of the curricula, but the ICE Institute also believes participants can benefit from a wider perspective on how information is taught and improve their employment prospects.
Solution: Provide access to courses and Professional Certificates for credit
To work towards these goals, they turned to edX, which offers a subscription catalog of more than 2,300 courses from world-renowned universities and institutions on a range of in-demand topics that perfectly align with their digital skills development goals.
Not only does access to the edX courses help close skill gaps, but universities are able to fully integrate the courses into the students’ for-credit learning experience. Indonesia’s educational policies aim to provide students with flexibility and additional learning opportunities. For example, students can enroll in courses offered outside their home institution and earn credits contributing to 40% of the whole curriculum. This means that edX certifications are part of meaningful progress in each learner’s journey, from student to highly skilled professional.
The catalog consists of self-paced courses, including professional certifications and MicroMasters® Programs, stackable microcredentials that help learners develop additional job-relevant skills. Students enroll in courses pre-selected by their university or lecturer. This helps ensure that the students will find the courses most relevant to their program curriculum.
Some of the top courses completed by the students include:
Other popular courses include CS50’s Introduction to Programming with Python and CS50’s Introduction to Computer Science from HarvardX, Analyzing Data with Excel from IBM, and IELTS Academic Test Preparation from the University of Queensland.
Riyanti says that while their focus is on technical skills, it does not preclude students from learning about all kinds of topics. Often, the university lecturers select required courses for learners to ensure they are highly relevant to their graduation requirements. Then, the subscription allows students to consume additional courses as much as they want: One student has even completed upwards of 20 edX courses since launch.
“Most of the courses are about IT,” Riyanti says, “but sometimes there is something different, like the secret of happiness or politics.”
The extensive edX catalog also allows students to take courses which they may be interested in or curious about, but are currently not offered within their curriculum. The ICE Institute believes that giving students the flexibility to learn online, and learn over and above the curriculum will undoubtedly build up their learning agility skill, which is an extremely important skill in this complex world.
Impact: Improve students’ digital and technical skills, elevating their employability prospects
The ICE Institute’s commitment to enrolling students in high-quality courses from leading universities is a powerful force in closing digital and technical skills gaps in Indonesia.
With access to edX, students gain knowledge on skills of the future. For example, CS50’s Introduction to Artificial Intelligence with Python from HarvardX is one of the most popular course selections among ICE Institute students. More than 100 students participated in this course in September 2023 alone. Upon completion, they are able to work with the algorithms, powering everything from game engines to face recognition software.
Dr. Kokoy Siti Komariah, the ICE Institute’s IT system development manager, explains that adding world-renowned courses like these from edX has been a game changer for the ICE Institute:
“When we put edX on our platform, people began to become interested in taking courses,” Komariah said. “Students are really motivated to learn with edX. They can get the knowledge and the certification in a short time (five or six certificates per semester). Students know these certificates will help them stand out in the job market later on.”
A look at the numbers
Create your own success story with edX For Campus
Connect with the edX For Campus team to learn more about how to use our programs to meet your goals.
TUMx and edX team up with Infineon to deliver high-quality skills training at scale
Case Study5 min read
Stephan Tente, Infineon Technologies
February 7, 2024
Infineon Technologies uses the edX Professional Program in Lean and Six Sigma from the Technical University of Munich to train hundreds of employees worldwide and set a standard of excellence globally.
Infineon Technologies A.G. is one of the largest producers of semiconductor chips in the world, with over €14.2 billion in revenue. It boasts over 56,000 employees and 76 manufacturing locations for semiconductor chip fabrication, packaging, and testing worldwide. This semiconductor manufacturing process requires a global standard of production that is consistently error free. With a vast workforce, maintaining consistency requires high-quality education programs that can be rolled out at scale. To address this challenge, Infineon turned to the experts in high-quality educational resources for learners to access anywhere in the world.
Infineon is committed to decarbonization and digitalization, leveraging initiatives such as sustainable mobility, efficient energy management, and intelligent IoT. This focus drives the company to innovate, develop, and market cutting-edge semiconductor-based solutions for the automotive, industrial, and consumer sectors.
Producing a semiconductor (or chip) remains an incredible feat that involves placing microscopic metal and other components on round wafers of semiconducting material. The complex manufacturing process takes three to six months to complete in an ultra-clean environment, using highly specialized, precise machines. Indeed, one lithography machine, which prints the patterns on the wafer, layer by layer, can cost $200 million. Every step must be perfectly aligned, even at the nanometer level, and a single speck of dust can destroy a chip. Yet, these products must also be tough enough to function in extreme conditions. Given the long production times and high production costs, quality is paramount, and process variation must be avoided at all costs.
Partnering with edX and TUMx to solve a business challenge
Given the high risk and significant cost of errors, Infineon required education partners capable of providing both assistance and a specific catalog of educational resources and programs to address its unique upskilling needs.
In 2020, Infineon partnered with edX and the Technical University of Munich to launch the Blended Green Belt Certification, designed to train hundreds of employees and set a global standard for excellence. The certification combines the edX Professional Program from the Technical University of Munich, Lean Six Sigma Yellow Belt: Quantitative Tools for Quality and Productivity program, with Infineon’s custom-developed continuous improvement and problem-solving program.
The design and roll out of a certification that blended these two problem-solving methodologies ensures that Infineon can maintain the highest manufacturing and process standards across all operations. Currently, the initiative is a cornerstone of the company’s global quality excellence program serving the automotive and security industries, and is deployed at all production sites worldwide.
An impactful partnership with edX and TUMx
The collaboration between Infineon, edX, and TUMx highlights the power of skills development in solving a business need; and provides numerous benefits to the organization and its employees.
The in-depth program structure includes 30+ hours of videos, over 500 practice and homework problems and interactive exercises, mini case studies, and projects.
Additionally, the program includes an active discussion board tailored for Infineon’s topics in semiconductor production. This platform provides challenging and consistent training material Infineon employees can directly apply to their areas of responsibility.
Certification empowers Infineon employee to excel in a new role
Maria Roma, a Principal Process Engineer at Infineon, earned her TUMx Lean Six Sigma Yellow Belt Certification with edX, and can directly link her learnings to her career outcomes. For example, her newfound knowledge meant that she could assist in resolving a customer issue. “[I used] problem analysis and resolution, earning a Spot Award for helping out,” she says. Even with 25 years of management experience and three post-graduate degrees, the program has significantly improved her day-to-day work, resulting in a promotion for which she previously was ill-experienced.
As a busy, full-time professional and mother of two, Maria needed a program that fitted into her schedule. “I don’t have the spare time to attend programs that require in-person attendance. Online learning was the best and only option for me.”
She explains why the edX platform was ideal: “I could listen to or watch videos while exercising, doing chores, waiting at airport gates, in flight, and during idle times when attending my children’s tournaments and competitions.”
“I’ve taken online certificate learning programs before, but this is definitely the best so far,” she adds. “The program’s structure and the method of communication have set a high bar for the next ones. I definitely recommend this course.”
Celebrating the 100th TUMx Lean Six Sigma Yellow Belt at Infineon
Since the launch of the first pilot projects at three Infineon sites in Germany, Austria, and Hungary, the program has expanded to three more locations in Europe and Asia. So far, 100 Infineon employees have received their Lean Six Sigma Yellow Belt certifications, helping them to achieve work excellence.
Ready to upskill your employees from anywhere in the world? Speak to an edX enterprise consultant to learn more about the TUMx Lean Six Sigma Yellow Belt Certification — a top program already completed by over 350,000 learners.
About the author
Stephan Tente is a Six Sigma Master Black Belt and Lead Principal for Problem Solving & Continuous Improvement at Infineon. He works in the corporate quality department in the Infineon Headquarters in Munich, Germany and is responsible for the worldwide Thinking Six Sigma and Lean program with its 700 Green and Black Belts, and over 50 in-house trainers.
Hydro case study: Partnering to create a sustainable future
Case Study5 min read
November 27, 2023
Hydro, a long-term client of edX, is a global aluminum manufacturing company committed to sustainability and environmental stewardship. In May 2023, Hydro launched a comprehensive sustainability initiative with the goal to contribute to a renewable future.
Challenge: Empower employees with the knowledge to drive sustainability
“Driving sustainability by becoming a net-zero company, protecting biodiversity, and reducing our environmental footprint are key strategic ambitions for us,” says Jeanine Lerdahl, Global Lead Learning at Norsk Hydro.
Hydro’s pillars and goals include:
Net Zero: Deliver net-zero products to customers and become a net-zero company by 2050 or earlier.
Biodiversity: Achieve no net loss of biodiversity in new projects by 2030, and 1:1 rehabilitation of mined areas within two hydrological seasons.
Empowerment: Provide 500,000 people, by 2030, with education and skills development for the future economy.
These goals are in conjunction with the UN Sustainable Development Goals (SDGs), a set of 17 goals that constitute a global vision for addressing development and sustainability challenges. Hydro highlights eight as particularly important, one of which is equitable access to quality education and lifelong learning opportunities.
As part of these initiatives, the company sought to enhance its workforce’s knowledge of and skills in sustainability. To do so, they turned to edX to provide a tailored learning solution.
Solution: Offer employees courses and programs in sustainable business practices
The edX sustainability courses Hydro selected and rolled out to all employees included offerings from the SDG Academy, an initiative of the UN Sustainable Development Solutions Network which creates graduate-level courses on sustainable development for global learners.
Employees had access to a curated pathway, spanning beginner to advanced capabilities, centered on sustainability. Some of the courses included were:
Additionally, Hydro invited a cohort of its 50 employees across all levels of the organization to participate in the Oxford Leading Sustainable Corporations Programme, from the edX cohort learning portfolio. The six-week course was customized and extended to a 12-week program to give employees more flexibility to complete assignments around their busy workloads. The course aimed to equip participants with the knowledge and tools to formulate sustainable strategies.
This particular program curriculum takes an executive-level perspective on business sustainability; it focuses on teaching leaders to integrate environmental, social, and corporate governance factors into their business practice.
Jeanine Lerdahl expressed her excitement and pride in Hydro partnering with Saïd Business School, University of Oxford, and edX, and in having Hydro’s cohort of 50 leaders become the first cohort of employees to participate in the Oxford Leading Sustainable Corporations Programme. “This cohort,” Lerdahl says, “represents a diverse group of individuals from across the entire organization who are eager and engaged in sustainability and their learning journey.”
Impact: Education helps drive positive change
Hydro’s investment in learning and development with edX has helped establish a foundation for a sustainable future within the company. Members of this cohort are now equipped with the necessary capabilities and skills to communicate and implement sustainable business practices and strategies. Upon completion, participants in the Oxford Leading Sustainable Corporations Programme are able to:
Implement risk management and facilitate ESG integration into their organization.
Formulate effective KPIs to measure their organization’s effect on the environment.
Develop a plan to integrate sustainability strategies into corporate governance structures.
Access leading climate research from Oxford Saïd to drive positive change.
Mary Johnstone-Louis, Programme Co-Director of the Oxford Leading Sustainable Corporations Programme and senior fellow in management practice, described the cohort’s enthusiasm for the learning initiative.
“Participants from Hydro put forth significant effort during the programme, demonstrating a strong commitment to group and individual learning,” Johnstone-Louis said. “The cohort also showed a clear intention to bring the program’s focus on action to their own work, a true return on this investment in their leadership.”
By prioritizing learning, Hydro is also better positioned to achieve its strategic ambitions within sustainability. The company’s culture for learning continues to evolve and edX is here to support those values as they grow and change. This collaboration between Hydro and edX serves as a powerful example of how education and corporate goals can align to influence positive change and create a lasting impact on society.
Looking ahead: What’s next for Hydro and edX
Hydro is continuing its partnership with edX with a three-year learner credit deal. This commitment underscores the company’s dedication to ongoing learning and its belief in the power of education to drive sustainable change.
Create your own success story with edX For Business
Connect with the edX For Business team to learn more about how to use our programs to retain your employees through upskilling, and how to tap into the hidden potential of your workforce.
Employers are seen as the new post-secondary colleges, but can they deliver?
Article10 min read
November 6, 2023
edX surveyed 1,600 executives and professionals about their expectations for learning and development on the job
The arrival of advanced generative AI, and now ChatGPT, has sent a clear message to workers in nearly every sector: The AI revolution is here. Employers are turning to automation to deliver on their business goals, with C-suite executives openly embracing AI as a tool that can enhance productivity and efficiency. But effectively leveraging the power of AI requires a workforce that is skilled in using these tools.
edX’s recently released whitepaper, Navigating the Workplace in the Age of AI, shares insights from a survey of 800 executives and 800 working professionals. The survey finds that, rather than turning to post-secondary institutions to upskill, professionals are expecting their employers to deliver the training they need to meet the future demands of the workplace.
With this shift in expectations, Learning and Development (L&D) teams will face new challenges and opportunities as they work to bridge the skills gaps that exist for professional learners. How will they achieve this considerable task? This blog reviews findings from the survey, which can offer guidance to organizations managing the learning needs of their employees.
Who is responsible for learning and development?
The need to upskill is high; C-suite executives surveyed estimated that about half of the skills that exist in the workforce today won’t be relevant in just a few years. Faced with a skills gap, many workers have previously sought out education and training from institutions of higher education. However, the edX survey revealed that this mindset has shifted recently, with more than 80% of employees stating that they now see companies as the new post-secondary colleges.
C-suite executives overwhelmingly agree (93%), and are tasking L&D teams with ensuring that employees have the training they need to perform in their current roles and to excel in the next two to five years. But are they succeeding?
That answer depends on who you ask. While about half of executives believe there is a strong culture of learning in their organizations and that employees are given the time to learn, only one in five employees strongly agree. If companies want to position individual contributors for success, business leaders and L&D teams need to work together to provide more opportunities for professional learners.
L&D teams are expected to address a number of critical business needs, including performance, recruitment, and retention
According to the survey, executives believe that L&D programs should be focused on upskilling at scale (53%) and driving employee performance (50%), but about half also see it as an important strategy to keep employees engaged.
And they are right to prioritize L&D for employee engagement. Nearly 60% of employees reported that they are primarily motivated to learn at work because they enjoy challenging themselves. Other popular reasons include improving job performance (55%) and working toward a promotion or raise (46%).
Employers shouldn’t be fearful that better trained workers might leave for green pastures. Only one in 10 respondents reported upskilling in order to get a job somewhere else, and almost 80% said they were more likely to stay with their company long term if it offered better training and development.
Learning options that are popular with employees include libraries of self-paced content, online cohort learning, and face-to-face sessions. The survey found that employees in the Tech, Advertising, and Engineering sectors particularly value high-quality online learning.
Offering a range of L&D options can also be an important recruitment strategy. The best and brightest are looking to join employers that are as invested in their continuous learning and development as they are. Results of the survey indicated that Gen Z places a particular importance on professional development when selecting employers, gravitating more toward coaching and apprenticeships. Millennials, meanwhile, prefer online learning, underscoring the need for a variety of scalable learning solutions.
The challenge of providing high-quality learning at scale
As noted, there is a discrepancy between how employers and employees view the culture of learning at their organizations. Unsurprisingly, the survey found that there is a similar discrepancy regarding the perception of employee satisfaction with L&D offerings. While the C-suite believes that a significant majority (65%) of employees are “very satisfied”, in reality only one in three employees agree. Employees are more likely to be only somewhat satisfied (48%) and one in six are actively dissatisfied.
To boost satisfaction rates, companies need to look closely at their offerings to determine whether they can meet the needs of employers in better ways. The survey revealed that the most commonly offered L&D benefit today is still in-person sessions; half of the business leaders said that they offer this type of training. However, self-paced courses and cohort-based online learning are becoming increasingly popular. Online learning options are more commonly offered in the fields of consulting, finance and tech, while a number of sectors, such as advertising and engineering, remain underserved when it comes to online learning.
Is online cohort learning the scaling solution for L&D?
To answer this question, it’s important to consider what drives employee satisfaction with learning options. According to the survey, the top three requirements that employees have for L&D trainings are:
The ability to put knowledge to use via practice exercises (27%).
Access to new or regularly updated content (19%).
A variety of teaching methods, with videos, readings, and more (17%).
If employees are expected to invest their time into learning, it needs to be practically relevant and as up to date as possible. These top needs can be met by quality online learning. In fact, satisfaction rates are already highest for online cohort-based courses, with 43% of the respondents saying they are “very satisfied” with this option.
With the array of online learning options available to employers, how can they find the right high-quality offering for their organizations? They must prioritize the needs of their workforces. When helping companies select the best L&D options for them, edX For Business breaks down the aims of L&D into three broad categories:
Supporting performance: On-demand microlearning can help with more tactical and task-related upskilling.
Building a skill: Longer-form learning that balances practical and theoretical experiences can help employees develop individual skills.
Building a capability: Learning from academic experts and industry leaders alongside a network of fellow professionals can offer a richer educational experience that builds the capabilities needed to achieve the most critical business goals.
Employees prioritize learning over saving and, sometimes, job security
It’s undeniable that individuals are very personally motivated to learn. About 70% of employees reported actively learning between 0.5-3 hours a week.
However, the survey also found that more than 60% are using content external to their company’s L&D program to learn. Moreover, in the last 12 months, the majority of employees (57%) and executives (89%) paid for external learning content out of pocket. In fact, executives who overwhelmingly believe their L&D programs are positively impacting employee performance would also rather pay for their own L&D than use their company’s resources.
Workers at every level are acutely aware of the fact that they need to upskill themselves, and that the cost of not doing so is higher than the price tag associated with education and training. About half of employees reported that they are willing to make some kind of sacrifice to access better L&D opportunities, whether it be taking a more stressful job or a job with less time off. It’s clear that employees are personally invested and prepared to go the extra mile. The question remains: Are companies willing to match their efforts and enthusiasm, and empower L&D leaders to make a difference?
L&D programs might be meeting needs now, but are struggling with future-proofing
There is room for improvement, but employees are generally positive that they are learning from their L&D programs. Approximately 80% of respondents say that they have more or less what they need to succeed in their current roles (although only about a quarter strongly agree). However, only a third of employees are “very confident” they’ll be able to improve their skillsets and advance their career using only their employer’s L&D programs. About the same number feel they lack the skills needed to perform their roles in the future when looking just one or two years ahead.
A significant portion of the workforce also needs direction. The survey found that about a quarter of employees “don’t know where to get started” when it comes to learning new skills. This is a particularly significant problem when it comes to AI skills. Employees are feeling pressure to adapt to these new tools, but are notably more apprehensive than leadership about embracing them. L&D teams should view this as an opportunity to step in and provide the much-needed clarity on where to start and what skills to prioritize. Leveraging the AI Academy at edX For Business can help teams familiarize themselves with the tools they need and the skills that will be required to transition into new phases of work.
Bringing it all together: What are the opportunities ahead?
The findings from the survey paint a helpful picture for business and L&D leaders as they consider how to tackle the upskilling challenge. As they plan ahead, leaders must consider:
Executives and employees see L&D as critical to business success, with many invested in lifelong learning.
While employees are personally motivated to learn, they do expect employers to provide all the necessary training to build the skills needed for current and future roles.
The quality of the professional development offered not only impacts performance, but can significantly influence retention, employee engagement, and recruitment efforts.
There is a sizeable gap in perception between leaders and employees as to how well the current L&D programs are working.
Leveraging high-quality online learning can address a number of today’s upskilling challenges, with online cohort learning yielding particularly high engagement and satisfaction rates.
L&D teams are under immense pressure to deliver results. It’s no longer sufficient for L&D to support only employees’ current performance. Professionals are apprehensive whether they have the skills needed for tomorrow’s workforce, so L&D must help them plan for the future and remain relevant in a fast-changing working world.
Although this presents a considerable challenge, it is also a huge opportunity. Businesses that recognize the importance of L&D for their organizations and invest appropriately in the right types of learning will be better positioned to navigate the obstacles of tomorrow and seize the moment with a workforce that has the right skills to do so.
Research findings are based on a survey conducted by edX and Workplace Intelligence between July 10 and July 24, 2023. In total, 1,600 full-time, U.S.-based employees completed the survey, including 800 C-suite executives and 800 knowledge workers. Respondents were invited to take part in the survey via email and were provided with a small monetary incentive for doing so.
Tulsa Community College case study: Helping underserved populations achieve greater economic mobility
Case Study3 min read
September 14, 2023
Challenge
Once renowned as the “Oil Capital of the World,” Tulsa, Oklahoma, has undergone a transformation from its historic petroleum-driven economy into a hub for high-growth, technology-driven sectors. Today, Tulsa is home to major players in the energy, aerospace, manufacturing, and tech industries, as the city strives to honor its past while simultaneously forging a sustainable future.
In its Tulsa Tech Niche study, which seeks out promising opportunities for the city, Tulsa Innovation Labs (TIL) has identified data analytics and cybersecurity as two pivotal areas for job creation. The demand for professionals in these fields, according to the Bureau of Labor Statistics, shows no signs of slowing down. Information security, for instance, is experiencing rapid growth, with projections indicating a 33 percent increase in demand between 2020 and 2030. 1 Likewise, data analytics positions are anticipated to grow by 31 percent during the same time frame. 2
Solution
As a part of 2U Inc., the parent company of edX’s growing Access Partnership initiative, a collaboration was forged with Tulsa Community College (TCC) and Tulsa Innovation Labs (TIL) in 2022. This partnership was established to provide adult learners in the Tulsa area with access to no cost pathways leading to job-relevant skills in data analytics and cybersecurity, ultimately opening doors to transformative career opportunities. The primary aim of this program is to bolster the technical talent pool in the Tulsa region, with a specific emphasis on assisting women, BIPOC individuals, and lower-income professionals in securing more prosperous economic futures.
In the inaugural cohorts of the program, 40 learners from diverse backgrounds, including blue-collar workers, military veterans, women re-entering the workforce, and individuals from the Cherokee Nation, embarked on part-time enrollment in TCC’s online cybersecurity and data science boot camps. Furthermore, an additional 80 seats have already been allocated for each discipline for 2023, bringing the total to 200 seats during the program’s initial launch period.
“Tulsa Innovation Labs is committed to making big investments where opportunities for traditionally underserved Tulsans overlap with industries in which Tulsa has a right to win,” said Nicholas Lalla, managing director of Tulsa Innovation Labs. “This initiative is a home run on both counts, and will be a game-changer in how the city leverages its unique competitive advantages to give Tulsans from every background a chance to access a high-paying career in cyber and data analytics.”
Impact
The inaugural cohorts celebrated a remarkable graduation rate of 89.7%. After learners have successfully completed their boot camp, learners continue to benefit from the extensive network of support and benefits offered by the program. Graduates gain access to a comprehensive set of career services, a standard feature of edX boot camps. This empowers them to establish direct connections with local employers, increasing their chances of securing new job opportunities.
Additionally, graduates have the option to continue their education journey and have their boot camp experience recognized as credit toward an associate degree at Tulsa Community College (TCC) or one of TCC’s partner institutions, such as Oklahoma State or the University of Tulsa. Moreover, learners have also transitioned into full-time paid assistantship roles, enabling them to gain valuable on-the-job experience before securing permanent positions.
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Across all industries, the rapid development of new technologies is driving the need for employees to learn new skills. One skillset that’s quickly becoming essential is Artificial Intelligence, or AI.
To help business leaders, HR/L&D executives, and other professionals better understand how AI will impact the world of work, edX partnered with Workplace Intelligence to survey 800 C-Suite executives—including over 500 CEOs—and 800 knowledge workers.
Discover how the C-Suite and other top executives are responding to AI’s rapid growth in this in-depth edX report.
A sample of key findings:
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