prefers instructors with significant private sector experience, it prioritizes effective communication and the capacity for development. “We would like the most experienced and best in the field, but we won’t choose that over the ability to communicate,” Crum explains. As a skills-building school, it has the resources to develop the abilities of hires, ensuring they meet the school’s high standards. FUTURE VISION AND STRATEGIC PRIORITIES Looking ahead, NIT Alaska is poised to deepen its impact on vocational training and workforce development. Crum outlines the strategic priorities for the next 18 months, focusing on strengthening connections with employers and enhancing educational outreach. “Our top priorities are to expand our direct relationships with employers,” he says.This involves building comprehensive career ladders tailored for various stakeholders, such as native corporations and their shareholders. “We want to create integrated workforce plans that align with the needs of companies,” he explains. He also emphasizes the significance of exposing secondary school students to vocational opportunities. “We aim to see more secondary schools offering vocational and shop-type classes or at least exposing their students to what is available,” he states. By integrating vocational training into 11 BUSINESS VIEW MAGAZINE VOLUME 11, ISSUE 08 NORTHERN INDUSTRIAL TRAINING (NIT ALASKA)
RkJQdWJsaXNoZXIy MTI5MjAx