According to the valuable and wise cliche, in business and in life, we never stop learning.
In the Edmonton area, the demand and trending show that continuing education (CE) for management boosts career performance, increases earning potential, provides access to new job opportunities and helps the manager stand out in a competitive job market.
It also expands professional networking, enhances skills and creativity and sharpens decision-making abilities to tackle workplace challenges effectively.
“In today’s rapidly changing business world, continuing education is essential for anyone in management or leadership,” notes Dr. Lisa Rochman, dean of MacEwan University’s School of Continuing Education. “The pace of innovation, technological advancement and workplace transformation mean that leaders must continuously refine their skills to stay relevant and effective.”
The business world is changing in so many ways that the needs, expectations and focus on management are also changing.
According to Michelle Naylor, manager of continuing education at NorQuest College, “Today’s managers seek greater flexibility, autonomy and balance, alongside clearer roles, meaningful work and recognition for the complex demands they face. There is a shift from supervision and control to coaching, collaboration and strategic integration.
“As a result, the kind of training they are looking for is focused on soft skills as well as specific skills needed to keep up with market and technology changes, such as stronger skills in communication, digital fluency and change leadership. With rising burnout rates and role ambiguity, middle managers increasingly expect organizational support, continuous upskilling and transparent career paths. In short, they want to feel empowered, trusted and equipped to lead effectively.”
Stats and trends show that continuing education helps leaders develop key durable skills vital in the Edmonton workplace, such as adaptability, critical thinking, collaboration and communication.
“It also provides the support and space for leaders to engage with new perspectives, strengthen communication and cultivate inclusive, high-performing teams,” Dr. Rochman says. “Most importantly, management pursuing continuing education reflects a growth mindset.”
It is important to recognize that leadership is not a fixed destination, but a continual process of learning and reflection.
“Continuing education empowers leaders to lead their teams through change, turbulence and growth and helps them shape the future of their team or their organization,” she adds.
Naylor emphasizes that now, more than ever, CE is a critical aspect of management and leadership.
“It helps managers adapt, stay relevant and lead confidently through disruption. Modern organizations are navigating constant change driven by digital transformation, hybrid work models, AI integration, shifting employee expectations and new regulatory or market conditions.
“CE provides managers with up-to-date skills, frameworks and the mindset needed to meet those challenges. Through short, targeted programs, managers can strengthen strategic thinking, communication, data literacy, emotional intelligence and change leadership.”
Colin Trepanier, executive education lead at Alberta School of Business, suggests continuing education in business reflects the shift in the needs of mid-level managers that is, “largely driven by the pacing of new technology, workforce expectations and organizational design.”
He says, “There is a clear movement away from purely technical skill upgrading and towards more integrative and adaptive learning practices. Mid-management expects tools and frameworks that can translate directly into their day-to-day leadership challenges. They are also valuing flexibility in their learning models, whether modular, hybrid or in micro-credential formats. The emphasis is on creating learning opportunities that allow the individual to learn without having to step away from their current roles.”
He also mentions purpose-driven leadership; managers wanting to connect business performance with social impact, sustainability and organizational culture.
“This generational shift is especially visible among those stepping into leadership pipelines. They are not only asking how to manage, but why it matters.”
While AI and emerging technologies are vital business factors, other managerial dimensions are also priorities.
“There is growing demand for managers who can blend technical fluency with human connection,” explains Dr. Avi Sheshachalam, MacEwan’s senior business development officer. “We need leaders who understand AI and data and also know how to build trust, motivate teams and lead through uncertainty. Our corporate training helps organizations develop exactly that balance. Through custom learning pathways in strategy, communication, change management and AI literacy, we prepare leaders who do not just adapt to technology – they use it to make workplaces more connected, resilient and human.”
As workplaces change, skills and requirements change, managers change and CE sources change.
“We’re entering an exciting period of growth, expanding our programming in three key areas:” Dr. Rochman explains, “AI and data, health professional development and leadership and entrepreneurship training. For AI, our new programs focus on AI workforce readiness. To address a critical skills gap in various industries, we are launching six new programs and three micro-credentials designed to build the talent that businesses need right now. The courses are targeted to professionals and leaders and take a human-centric approach that moves beyond code to focus on real-world applications.”
Sheshachalam explains that, while there are ebbs and flows from to term to term and year to year, courses such as Bookkeeping Basics, Basics of Project Management, Fundamentals of Management and Supervision and Foundations of Leadership are popular, although the last few years have seen increased demand in Bookkeeping and Accounting Technology, Project Management, Leadership and Management and Supervision.
With the warp speed rate of business transformations, Trepanier underscores the value of CE at the management level being centred on strategic renewal.
“All industries and sectors are moving too fast for any leader to rely solely on what they have learned five to 10 years ago. CE creates a mental space for managers to step back, reframe their thinking, balance old lessons with the new and retool themselves for what’s next in their careers.”
Programs and course content at NorQuest are also in transition. The College has recently launched a Leadership Training Certificate, Introduction to Esports, exploring how esports is changing business, marketing and careers; Workplace Soft Skills, Introduction to Applied Research for Innovation, for applying research techniques to real-world problems and Hospitality Industry Fundamentals, focusing on practical skills and knowledge in event planning and supply chain management.
CE is also growing (and changing) at the Alberta School of Business.
“Right now we’re seeing the strongest demand in three areas,” Trepanier says. “Our custom organization-specific executive programs, the Executive Certificate in Municipal Leadership and the Directors Education Program. There is a common thread across all three. Leaders today are looking for learning that is relevant, applied and transformative.
“Whether it’s a custom program built for an organization’s unique needs, a public-sector leadership credential or a board governance course, the focus is the same: practical impact and meaningful change.”
Naylor underscores the need and value of CE in business.
“Continuing education has become essential for management. It helps managers adapt, stay relevant and lead confidently through disruption. Modern organizations are navigating constant change, driven by digital transformation, hybrid work models, AI integration, shifting employee expectations and new regulatory or market conditions.”
Continuing education in business is important, but it is not easy for full-time employees to take on the commitment and become part-time students.
“It absolutely is a challenge,” Trepanier admits. “Honestly, it should be. Growth is meant to be challenging.”
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