Choose a task that employers can describe and learners want to perform.
500 Queens / Education and Training
Education and Training
Identify training opportunities from real learner barriers and actual tasks employers need done.
Follow the connections. Choose your direction.
The need worth working on.
Interest in a course does not automatically mean people can attend it or that it leads to useful work. Travel, child care, timing, language and equipment can determine whether a training offer is realistic. Employers also need to distinguish a genuine skill gap from a poorly designed job.
What the enterprise could offer.
Create a training-demand and access research service for one local occupation or task. Speak with adult learners, workers and employers, then compare a small learning offer with existing options. The aim is a practical pilot brief, not a promise that a new course will guarantee employment.
People to build with
- Community organisations considering a learning programme
- Employers trying to understand a recurring skill problem
- Women planning a career return or transition
One skill gap with a credible route into practice
Map existing training and ask why it does or does not meet the need.
Interview potential learners about time, travel, cost and support.
Design a small learning trial with a practical work sample.
Ask employers and learners to review the same success criteria before delivery.
The first result
A demand brief, access plan and scoped learning pilot with an honest account of employment uncertainty.
What needs to be demonstrated.
Practical pilot
The starting evidence
Demand and access can be investigated before creating a course. No accredited programme or employment pathway is confirmed.
The open question
The original suggestion provides no occupation, learner cohort, provider agreement or verified employer demand.
The next measurement
Check whether interested learners can actually attend the proposed format and complete the practical task.
Build the means to deliver.
Useful capabilities and resources
- A training researcher and relevant practitioner
- Learner and employer participation
- Current information on existing learning options
A possible business model
Commissioned research for organisations or programme designers, with referral arrangements disclosed and learner interests represented.
A leadership decision to practise
Decide whose problem the course solves. Avoid building a programme around a provider's available equipment rather than learner opportunity.
People, consequences and decisions.
- Expressions of interest can overstate attendance.
- Employers may seek cheap labour rather than a genuine learning pathway.
- A new course may duplicate a useful existing service.
If equality were being designed now...
- Can care, transport and language barriers be addressed before enrolment?
- Will returning learners receive credit for relevant experience?
Begin with women's own experiences across bodies, ages, cultures and places. Invite disagreement and choose a practical change together.
Create a women-led design brief →Build your learning council.
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From the original suggestion to a working brief.
Developed from original enterprise 102 in the 500 Queens VC NEW Long presentation (slide 18) and the planning document (page 8). This expanded brief is a proposed development path, not evidence of an operating venture or a confirmed partner.
Original title: Education and Training. The pilot, business model and learning connections on this page are proposed developments of that original idea.