Getting Results from the Learning Investment: A = Report from CAEL=92s Tuition Strategy Group

From: Subject: =?Windows-1252?Q?Getting_Results_from_the_Learning_Investment:_A_Report_f?= =?Windows-1252?Q?rom_CAEL=92s_Tuition_Strategy_Group?= Date: Fri, 16 Feb 2007 17:16:34 -0600 MIME-Version: 1.0 Content-Type: multipart/related; type="text/html"; boundary="----=_NextPart_000_0000_01C751EE.35898620" X-MimeOLE: Produced By Microsoft MimeOLE V6.00.2900.3028 This is a multi-part message in MIME format. ------=_NextPart_000_0000_01C751EE.35898620 Content-Type: text/html; charset="iso-8859-1" Content-Transfer-Encoding: quoted-printable Content-Location: http://www.cael.org/Forum_and_News/IndexWinter2007_files/tuitionstrategyreport.htm Getting Results from the Learning Investment: A = Report from CAEL=92s Tuition Strategy Group

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Getting Results from the Learning Investment: A = Report=20 from CAEL=92s Tuition Strategy Group=20

by Becky Klein-Collins,=20 CAEL

Employers are one of the largest sources of = financial=20 support for adult learning today. Some of this support goes to = in-house=20 training, but a significant amount=97in the tens of billions of = dollars,=20 according to some estimates=97goes to tuition reimbursement for = employees.=20

CAEL has managed tuition programs for employers and their = workers for=20 more than two decades. In the last few years, we have convened = human=20 resource managers to discuss tuition strategies=97how tuition = programs can=20 be structured and positioned to best help the workforce and the=20 corporation itself.

The last meeting of the CAEL Tuition Strategy Group (TSG) was = attended=20 by twenty-four representatives of companies with tuition = assistance=20 programs, and the focus of the day-long session was how to get = more bang=20 for your tuition dollar. That=92s right=97ROI, or return on = investment.

Headlining the agenda was Michael E. Echols, PhD, Vice = President of=20 Strategic Initiatives at Bellevue University, who discussed the = demand for=20 high skills and why demographic changes will make it difficult for = corporations to rely solely on recruitment for getting the skills = they=20 need in the workplace. Three themes emerged from his presentation = and were=20 echoed throughout the day as attendees discussed their own = challenges in=20 getting the most return for their tuition dollars.

Theme 1: Corporations Will Increasingly Need = to =93Grow=20 Their Own=94 High-skilled Workforce.

Individuals in human resources positions in corporations know = that=20 their role is to make sure that the company has the talent, skills = and=20 knowledge to compete in the future. As Echols explained, there are = two=20 ways to carry out this job: you can recruit it, or you can develop = it=20 in-house.

In the past, there has been some in-house development of skills = that=20 were needed, but management knew that if developing the skills was = too big=20 of a challenge, recruitment was always a fairly reliable fall-back = option.=20 Echols shared data with the Tuition Strategy Group showing that a = reliance=20 on recruitment might have been a good strategy in the past, but it = may no=20 longer be. The reason is demographics:

The U.S. labor pool as a whole will be decreasing by 20 = million=20 between 2000 and 2019.
The decrease in the labor pool will be primarily of workers = in=20 leadership positions=97between 1998 and 2008, the =93Exiting = Leadership=20 Pool=94 consisting of workers aged 45 and older will total 15.8 = million,=20 while the Entering Leadership Pool consisting of workers aged = 25-44 will=20 actually decline by 3 million.
The group of people aged 25-40 will see zero growth between=20 2000-2019. (Echols noted that this and other data is available = at=20 www.corporatelearning.com.)

The implications of these demographic realities are that = counting on=20 recruiting new talent is not a viable option for corporations in = the=20 future. Even factoring in the foreign workforce, we are facing = what Echols=20 calls a =93fixed supply equation=94 in the next 15-20 years. = Corporations will=20 need to develop their current workers in order to have the talent = they=20 will need in the future.

Theme #2: A Key Tension Within Corporations = is the=20 Treatment of Tuition Programs as =93Benefits=94 When They Need to = Be Seen as=20 =93Investments=94

Given the need for higher skilled workers, tuition programs = offered by=20 employers=97when structured well=97can serve as investments in the = company=92s=20 future. In fact, according to data compiled by Bellevue = University, most=20 CEOs do see tuition assistance programs as important = investments:

Nearly $100 billion is spent annually on learning and = development=20 (in the form of training and tuition assistance), with $75 = billion going=20 to training, and $20 billion to tuition assistance. (Echols = cited these=20 as estimates from Eduventures research).
100% of all major corporations offer tuition assistance to = their=20 employees.
75% of all surveyed CEOs think that employee education is = critical=20 for enterprise success.

From this data, it is easy to draw the conclusion that CEOs = support=20 spending resources on learning, even though methods to measure the = return=20 on investment from learning (ROI-L) do not yet really exist.

The problem, according to Echols, is that in most corporations, = tuition=20 programs are treated as employee benefits. Sure, the common phrase = that=20 leaves the lips of management is, =93Employees are our biggest = asset.=94 But=20 in reality, tuition assistance is not treated as an investment in = an=20 asset=97and cannot be, according to accepted accounting rules and=20 practices=97but rather as an =93expense=94 on the balance sheet. = So no matter=20 how strongly a CEO believes in tuition assistance, that belief = tends to be=20 =93trumped=94 by financial considerations when times are tough. = Tuition=20 assistance becomes just one more expense that needs to be reduced = in order=20 for the company to meet its financial targets.

Comments and questions from the attendees of the TSG meeting = validated=20 that concern. Acknowledging the internal pressures that are = cutting the=20 tuition budgets in some corporations, attendees asked each other: = =93What=20 are some of the ways that you are managing the cost of your = tuition=20 program, especially given rising tuition?=94 Some attendees = reported that=20 they are imposing caps on tuition or limiting allowable uses to = career=20 related studies. One attendee has been negotiating reduced tuition = rates=20 with colleges and universities who offer onsite programs, while = also=20 promoting the use of prior learning assessment (PLA) as a way for=20 employees to get their degrees faster and at a lower cost.

Another solution proposed by Echols was for Chief Learning = Officers and=20 other employee development staff to learn how to pitch tuition = assistance=20 as a company investment, changing the nature of the conversation = about=20 tuition. If the term =93benefit=94 is used, says Echols, senior = management=20 conversations will be about how to reduce expenses, but if tuition = is=20 called an =93investment,=94 the conversation will be about = outcomes. The focus=20 will then be on how the company can get the skills and knowledge = it needs=20 in order to ensure the best possible return for its = investment.

Theme #3: Corporations Need to Start Using = Their=20 Tuition Program More Strategically in Order to Gain a Greater = Return for=20 That Investment

Attendees were eager to learn from each other about the ways in = which=20 they worked proactively to ensure a greater return for tuition = assistance=20 programs. Some of the strategies used by the attendees = included:

Working with colleges and universities to design custom = degree=20 programs for their industry, and then to offer those degree = programs=20 onsite. This makes it convenient for employees to take advantage = of=20 learning opportunities that benefit the employer. Example: = Bellevue=20 University offers customized degree programs where the = business-specific=20 content is offered first, followed by the general degree = requirements.=20 This helps employees apply learning to the workplace much = quicker than=20 the traditional model where students must get through = introductory and=20 general survey courses before taking on material that is most = relevant=20 to their work lives.
Providing job fairs where individual departments share = information=20 with the incumbent workforce about job opportunities in those=20 departments, as well as the degrees and/or credentials that = might be=20 required for those jobs.
Intensive promotion of education and training opportunities = that=20 help to meet company needs.
Cash awards for employees who complete industry-specific=20 certifications.

Echols noted that getting hard data on ROI-L is an important = strategy=20 for making the case internally that tuition is an investment. He = suggested=20 finding ways to tie learning investments to one or more of the = following=20 five learning outcomes:

revenue growth=20
productivity=20
quality=20
customer service=20
employee retention

One attendee demonstrated how her staff had been collecting = data on the=20 impact of learning on career advancement and retention of the = current=20 workforce. She shared the affirmative outcomes based on the = learning=20 investment made by the company, such as a higher incidence or = promotion=20 and lower terminations among employees participating in the = tuition=20 program.

Given the challenge in gathering meaningful outcome data, = Echols=20 suggested a plan of action to ensure larger returns from tuition = programs.=20 Step one is to find out what skills and knowledge will be needed = by the=20 company in the next ten years=97either from general industry = requirements or=20 from the departure of retirees. Step two is to aggressively = communicate=20 that information to the current workforce so that they can make = decisions=20 about learning opportunities that benefit the company and position = them=20 for advancement opportunities. Companies who are working with = colleges and=20 universities on customized degree programs=97and then promoting = those to=20 employees=97are carrying out that action plan well.

Summary

At the TSG meeting, attendees gained some new perspectives on = how to=20 view their tuition programs and how they might position them = differently=20 in order to ensure continued investment and to get management = thinking=20 about how to use tuition as an investment strategy.

Colleges and universities should note from this discussion that = companies who view tuition as a strategic investment will be = demanding=20 more from their educational partners=97from customized degree = programs to=20 onsite delivery of instruction. These companies may also enlist = the help=20 of colleges and universities in identifying future industry skill = needs=20 and how best to meet those needs through education and training. = Colleges=20 and universities who are able to anticipate those employer = needs=97 while=20 understanding the internal tension around tuition and how it is = viewed by=20 company management=97may be able to help make the case for even = greater=20 employee investment through tuition assistance programs.

To learn more about CAEL=92s Tuition Strategy Group, please = contact John=20 Zappa, Senior Vice President for Learner Services, mailto:jzappa@cael.org.

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

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