Work-integrated learning is becoming a vital bridge between postsecondary education and labor market demand, particularly for international learners navigating new cultural and professional landscapes. By combining employer feedback, paid placement opportunities and agile programming, institutions can foster inclusive talent development while helping businesses solve real challenges. In this interview, Deepa Acharya discusses the value of work-integrated learning in bridging experience gaps for international students and the role of employer feedback in shaping culturally responsive program design.
The EvoLLLution (Evo): Why is work-integrated learning (WIL) important for aligning continuing education (CE) programs when it comes to labor market needs?
Deepa Acharya (DA): Our programs at University of Calgary Continuing Education already align strongly with labor market needs, especially in Calgary, Alberta, and arguably across Canada. WIL enhances that alignment by offering international students’ exposure to the Canadian workplace, while giving employers a low-risk way to evaluate potential hires. Many of our employer partners, typically small to mid-sized businesses and nonprofits, use WIL as an opportunity to advance meaningful projects they may not otherwise have capacity for. And importantly, these are paid opportunities. University of Calgary policy prohibits unpaid internships, except in certain degree majors like nursing where a practicum experience is mandated for practice. It's a win-win: Students gain real-world experience, and employers get quality support.
Evo: What are some challenges that institutions face when implementing WIL, especially from the potential employer perspective?
DA: One of the biggest hurdles is the lack of Canadian work experience. It’s something we consistently hear from employers. Whether students are on temporary permits or newly permanent residents, the absence of local experience often becomes a barrier. Our career pathway advisor works closely with employers to shift that mindset, highlighting the value of international education and experience. WIL allows employers to assess these students’ skills, often at minimum wage, while tackling short-term projects they’ve been meaning to get to.
Another challenge is cost. Small and mid-sized businesses may not have the budget to support even short-term paid roles, and—unlike domestic students—international learners don’t qualify for most funding or grants, so employers must be prepared to cover the expense entirely. That can be a real constraint.
Evo: How can CE programs stay responsive to the constantly evolving labor market demand?
DA: WIL offers a practical solution. When employers face budget constraints or lack approval to bring on full-time permanent staff, WIL students—particularly international students—can help fill that gap. These students gain valuable experience, and employers benefit from skilled support and unique perspectives.
Employers are often surprised by the caliber of talent these students bring. While there are some differences between work styles across the world, the similarities often outweigh any differences. Moreover, there is immense value for businesses to bring in different viewpoints and experiences for more innovative solutions. By tapping into this talent pool, CE programs can help employers stay agile and meet workforce demands without long-term financial commitments.
Evo: How does employer feedback typically influence the structure or content of a WIL initiative?
DA: It’s incredibly influential, especially after our initial pilot. While feedback has been overwhelmingly positive, some employers noted that international students could benefit from a deeper understanding of Canadian workplace norms. That’s led us to focus more intentionally on preparing students through workshops, targeted sessions and one-on-one coaching.
We’re emphasizing soft skills and cultural context to help students transition more smoothly into the workplace. It’s a collaborative effort, and employer input plays a key role in shaping how we support and evolve the program.
Evo: What long-term outcomes should institutions aim for when designing these WIL opportunities for international professionals?
DA: First and foremost, institutions need to understand the legal requirements, particularly around permits. International students must have a co-op work permit to participate in WIL. Without it, they’re ineligible. That’s something programs need to address from the outset.
Beyond compliance, the long-term goal is building relationships. When an employer has a positive experience with a WIL student, it opens the door for future placements. It's about leveraging those successes, growing the employer network and continually expanding opportunities for students. Sustained engagement, informed by data and experience, is key to scaling impact.
Evo: How important is a feedback loop?
DA: It’s critical, not just between the student and employer but between the institution and employer as well. Even without formal agreements in place, since students typically enter their own employment contracts with respective employers, we still need to stay connected. These WIL positions happen within the context of a course, so maintaining oversight through structured check-ins and gathering feedback when employers are willing is essential. That feedback builds trust, strengthens relationships and ultimately makes the program more sustainable. However, it does take consistent time and effort.
Author note: If you are or know an employer who would like to explore hosting a WIL student in Canada, click here for more information.
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