While there are many potential benefits of tuition assistance programs (or TAPs), the challenge for business leaders is to manage investments in employee education in a way that maximizes returns–both for the employer and the employee. Not only does a TAP need to encourage the development of specific skills in your workforce, it also needs to empower employees to pursue their educational goals.
For companies who want to launch a new TAP—or revamp an existing one—it’s hard to know where to begin. To that end, I connected with John Zappa, CEO of EdLink to identify a few key steps to get you started.
1. Identify Goals, Support with Investments
Work with your senior management team to set quantifiable, measurable goals. Address the question of cost early on, using your goals as a guiding compass. The more critical a goal, the larger your investment in a TAP. Alternatively, you can follow industry standards for less-than-critical goals.
You might consider breaking qualifying coursework into groups. Here is an example:
2. Establish Guidelines, Communicate Expectations and Opportunities
Clear guidelines and qualifications will help to ensure a TAP supports your business goals. As such, they Continue reading →
Guest Blogger: Sharon Mulgrew, http://sharonmulgrew.com/plays-well-with-others/
“Computer skills are expected on a resume; they are no longer a bonus; they are now considered necessary basic skills. However the skill of the future, the most sought after skill now, is the ability to work in a team, to work collaboratively, to play well others.” (Kate Austin, Director of Simulation and Digital Entertainment Program at UB, 2006)
We sit through boring, frustrating or ‘resultless’ work meetings every day.
We think that nothing can be done. Yet there are actions that group members can take to make their meetings and collaborative work more focused, more fun, and more effective: There is a rhyme and reason to effective work groups, and the more members know and practice the behaviors that actually help any group perform, the better the experience is for all members. Continue reading →
Last week, when I attended and presented at the Virtual Edge Summit in San Diego, I realized once again what odd and valuable experiences conferences are: People come from far away, sometimes at considerable expense, to meet and greet others as they rush from presentation to presentation. During this intense experience, they sample a smorgasbord of knowledge and information. Those topics that are most relevant to their present needs will likely stick with them. Less relevant information may be stored in their memories (and/or folders) as interesting tidbits, headlines, and key words that will enable retrieval and exploration later, when needed.
This process works for conferences. The short- and long-term value is proven each year as people put responsibilities on hold and head off to the airport to attend this or that annual meeting. Certainly, I learned many new and important things at VES, met new people, and encountered a few I knew from other events. But this year, the conference experience offered one additional insight: As I was leaving, I came to a realization that the way conference presentations are designed is a close match to the way many webinars are structured. And though it works for conferences, it’s usually a very unsuccessful format for virtual presentations. Continue reading →
As we transition from 2011 to 2012, we lay the groundwork that will help us realize our goals and triumph in our challenges during the new year. Continuous improvement—learning from past experiences while scouting for new possibilities—gives us a solid stance from which to proceed. And with the fast pace of technological change, new opportunities for continuous improvement arise in varied and unexpected ways. But resistance from within our organizations can be one the biggest barriers we face in our efforts to make use of these opportunities.
Those whose work will benefit directly from the implementation of a new technology, a change to a process, or the introduction of new practices generally recognize the value of a proposed change quickly. But the value of the change may not be obvious to organization members whose work and responsibilities are not directly impacted by the change sought, and they may resist, impede, and even prevent the introduction of new ways of doing things.
One important way to gain the support and buy-in of people from all areas of an organization Continue reading →