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Bank of America announced on September 24 that it will hire 1,000 additional apprentices over two years and commit $150 million over five years to workforce development organizations. The bank already works across more than 100 universities and community colleges and over 600 nonprofits in its U.S. markets.
For CHROs and CLOs, the scale of that network matters less than the operating model behind it. Employers can distribute candidate preparation, coaching, and access across a large field of outside organizations without distributing the decisions that determine whether those pathways actually work. Role requirements, assessment, hiring, development, and internal mobility ultimately converge inside the enterprise.
As more employers build skills-first hiring around apprenticeships and alternative pathways, the harder problem for HR is making very different sources comparable enough to know which ones produce employees the business can use.
This week’s deep dive covers:
The partner portfolio becomes an operating model
Measurement gets harder as the network grows
Separate budgets converge on the same employee
1. The partner portfolio becomes an operating model
Bank of America's own framing sets out the division of labor. Its announcement says employers understand the skills their businesses need, while workforce organizations bring expertise in training, coaching, and connecting people to opportunity. Its FAQ says specific organizations and investments will be determined over time based on local workforce needs and opportunities for impact.
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