But what should I study?

From: Subject: But what should I study? Date: Fri, 16 Feb 2007 17:29:08 -0600 MIME-Version: 1.0 Content-Type: multipart/related; type="text/html"; boundary="----=_NextPart_000_0005_01C751EF.F6F0AC70" X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.3028 This is a multi-part message in MIME format. ------=_NextPart_000_0005_01C751EF.F6F0AC70 Content-Type: text/html; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable Content-Location: http://www.cael.org/Forum_and_News/IndexWinter2007_files/educationaladvising.htm But what should I study?

Quick=20 Links:

"=85But What Should I Study? And How Will That = Help Me and=20 My Company?" Looking at the Use of Educational Advising for=20 Employer-Funded Tuition Programs

by Dorothy Wax and Adele = Chodorow,=20 CAEL

How Advising Helps Tuition Programs = Have=20 Greater Impact

CAEL advisors have many success stories = about=20 their work. One example deals with the topic of prior = learning=20 assessment. An employee at a healthcare facility had taken = classes=20 at a technical school and earned a radiologic license. He = had also=20 taken courses several years ago at a state university. He = wanted a=20 college degree, but with work and family obligations, wasn't = sure he=20 had the time. His CAEL advisor helped him identify a school = that=20 accepted all of his prior college credits, gave him credit = for some=20 specialized training he had taken through his job, and gave = him 29=20 credits for his radiologic license alone. What he had feared = would=20 be a long, hard road was suddenly manageable for him, = time-wise and=20 financially, with the help of his tuition assistance = program. Within=20 two semesters, he had a bachelor's degree that he had = thought would=20 take him two years or more to earn. =

Adult=20 learners often recognize a need to continue their education, but = are=20 generally in need of some guidance to help them match their = education=20 choices with their career goals or with the learning and skill = needs of=20 their employers. Employers, meanwhile, often give employees great = freedom=20 in choosing how to use their tuition or other educational = benefits,=20 leading many to wonder if those benefits are always used wisely or = whether=20 most employees can use them at all.=20

CAEL encourages employers to provide educational advising and = learning=20 and development coaching in conjunction with any education and = training=20 program for employees. We have learned anecdotally from both = employers and=20 the individual learners that advising helps to guide individual = decision=20 making and develop strategies for minimizing personal barriers to=20 learning. We have learned that funds to support advising and = coaching help=20 to make sure that the total investment in learning and development = is=20 money well spent because it can help save both time and tuition = dollars=20 (see sidebar).

CAEL advisors help employees determine issues such as which = school=20 would be best for them, whether an online environment is suitable, = or=20 whether they have learning from past training and experience that = can be=20 turned into college credit. Advisors and coaches also help = employees=20 examine the skills they have and how they might be transferable to = another=20 job within the company, and what education or training would be = necessary=20 to make that transition. Coaches can also work with high potential = employees to determine training that might help them improve = communication=20 or leadership skills, for example.

Given CAEL's experience, we have been curious to learn the = extent to=20 which employers are using advising and how they are using it.

During the spring of 2006, CAEL conducted a national Career = Advising=20 Survey (CAS) to better understand the current state of = employer-provided=20 education and career advising or coaching benefits. The CAS = research=20 gleaned detailed information about the design, administration, use = and=20 effectiveness of employer=96sponsored advising and coaching = benefits=20 programs.

The two major goals of this survey were to identify the profile = of=20 employers offering advising and coaching benefits programs and to=20 establish a baseline understanding of the current state of such = programs.=20

Respondent Profile

The survey generated responses from a total of 287 companies, = with the=20 largest industry groups represented being: Manufacturing (13%), = Healthcare=20 (13%), Financial Services (6%), and Government (6%). Companies = responding=20 to the survey were fairly evenly spread among the geographic = regions of=20 the U.S., with just over ten percent having an international = workforce.=20

The survey sample included a higher percentage of companies = with more=20 than 500 employees (57%) than actual national distribution, but = our=20 experience=97which was borne out in the results=97has been that = larger=20 companies are more likely to offer these benefits to their = employees.=20

Prevalence and Common Elements of Advising = and=20 Coaching Programs

More than 60 percent of survey respondents offer advising = and/or=20 coaching benefits programs according to the following breakdown: =

Percentage of Survey Population	Program Offered
38.5%	Both Advising and Coaching
17.1%	Coaching Only
6.6%	Advising Only
37.8%	Neither Advising Nor Coaching
100%	TOTAL

The vast majority of advising/coaching programs are = administered=20 in-house, with slightly less than 20 percent of companies using = outside=20 vendors. Of those that use outside vendors, however, 82 percent = use them=20 to provide the advising or coaching, with another 24 percent = outsourcing=20 the advising program administration.

The most common components of advising and coaching benefits = programs=20 are individual advising (84%), face-to-face advising (77%), and = soft=20 skills development (68%). Among the surprising findings with = regard to=20 program components was the fact that only 31 percent of companies=20 incorporate the development of learning plans into their advising = program,=20 and only 13 percent have an online component.

Companies are far more likely to provide advising and coaching = benefits=20 to the entire workforce (68.5%) rather than targeting a particular = segment=20 of employees like full-time versus part-time employees, salaried = versus=20 hourly, or based on union affiliation. In companies where services = are=20 restricted, 20 percent of respondent companies reported = restricting=20 eligibility to executive level employees, 16 percent to = mid-management=20 level employees, and 10 percent to associate level employees.

Forty percent (40%) of companies place no limit on the number = of hours=20 or sessions dedicated to coaching or advising benefits, nor do = they have=20 an annual dollar limit.

Former employees are eligible for coaching or advising at just = over 20=20 percent of the companies offering these services, with 18 percent = offering=20 it to downsized employees and 3 percent making the services = available to=20 retirees.

The survey sought to examine links between usage of tuition = benefits=20 and coaching or advising. More than 70 percent of respondents = report that=20 less than a quarter of their workforce participates in their = tuition=20 program, and of these, half say that fewer than five percent of = the=20 employees using tuition assistance also participate in advising or = coaching. Only 14 percent of companies require employees to = consult with=20 an advisor or coach prior to using tuition benefits, but of = companies=20 tracking course completion, 72 percent say that tuition program=20 participants who use advising have higher rates of course = completion than=20 those who do not use advising services.

When asked about the future of their advising or coaching = programs, 73=20 percent anticipate that the budget for the benefit will remain the = same or=20 increase in the next three years.

Of survey respondents who do not offer advising or coaching, = nearly=20 two-thirds offer tuition benefits. When asked why they don't offer = a=20 complementary advising component, the majority of the responses = are=20 related to program cost, company size and low company priority for = such=20 benefits.

The Strategic Intent in Advising and = Coaching

When asked why they offer advising or coaching to their = employees,=20 companies that do so provided the following reasons (more than one = response was possible):

Improve employee productivity=9782%
Aid in employee retention=9778%
Improve employee morale=9764%
Maintain a culture of lifelong learning=9757%
Facilitate succession planning=9755%

In looking at = the overall=20 impact of career or education advising/coaching, there is evidence = of=20 linkage between the usage of advising or coaching services and the = performance of employees who participate in these programs. = According to=20 respondents who tracked their results as compared with = non-participants:=20

78% report that participants are promoted more often.=20
88% report that program participants stay with the company = longer.=20
91% report that job performance of participants has been = noticeably=20 better than non-participants.

Summary and Conclusion

The findings of = CAEL's=20 survey can be summarized as follows:=20

Company programs are usually administered by staff in the = Human=20 Resources department with oversight by job titles of Manager, = Director,=20 Vice-President, or President.
There is not a strong link between tuition benefits and = advising=20 and/or coaching benefits programs.
The design of advising and/or coaching benefits programs = tends to be=20 "simple" in the sense that most plans do not include = restrictions on=20 eligibility, tenure, dollars, and hours. Companies that offer = only=20 coaching benefits programs are the most likely to restrict = eligibility=20 by employee level.
Employers most commonly offer advising and/or coaching = benefits=20 programs to improve employee productivity, retention, and = morale.=20

The results of this survey give us an overall picture of what = type of=20 companies are providing advising and the value that some find in = it in=20 terms of employee retention and performance. Among the challenges = for CAEL=20 is to show that the costs associated with an advising program can = be=20 considered an investment in the company's future through the = better=20 informed choices employees will make for their education and the = resulting=20 knowledge and productivity they will bring to the workplace. = Advising can=20 lessen employees' time in the classroom, thereby saving tuition = dollars=20 and increasing the return on investment for the participating = company.=20

=A9 2007 The Council for = Adult and=20 Experiential Learning = (CAEL)

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