Creative Workplace Learning

1. Creative Workplace Learning English as a Working Language

2. AGENDA • Introduction to CWL’s English as a Working Language program • The CWL Difference • Significance of the Program • Sample Student Work • Outcomes of the EWL Program

3. EWL: An Introduction • The CWL English as a Working Language Program meets the needs of both the business and the workers/students • The CWL model was selected as a Best Practice at the 1999 Summit 21st Century Skills for 21st Century Jobs sponsored by Vice President Al Gore.

4. The CWL Model • Establish the Employee Involvement Team (employer, workers, funder and CWL) • Conduct a Workplace Needs Assessment • Develop a Contextualized Curriculum • Recruit Potential Students • Assess Student knowledge of English • Provide English Classes 15-20 weeks • Evaluate Program • Organize a Ceremony of Completion/Graduation

5. The CWL Difference:Employee Involvement Team • Purpose of the EIT • To plan, monitor and contribute to workplace education programs/classes • To create a learning community that results in employee satisfaction and commitment • To target and address communication skills • To make connections to the workplace and enhance language acquisition by using authentic work materials • To galvanize learners to succeed through team support

6. EWL Program Details • EWL participants are employed and attend classes at their workplace • 2 hour classes, twice a week • 15-20 weeks per session • Optimal number of students • 8-12 per class, maximum 15 • The curriculum is customized to address student and employer needs • Workers are assessed for Performance Level: • reading & writing competencies • listening & oral competencies

7. Who are ideal EWL participants? • Employees who need to improve their English skills for optimal performance at work • Employees who seek to understand, speak, read and write English better so they can • communicate with their supervisors & coworkers • comprehend instructions • express any concerns or problems • speak with and understand customers or clients • Employees who show potential for advancement but lack confidence in their English abilities • Employees who need to pass an admissions exam for advanced technical training

8. Coworkers in the Classroom:Partnering and Role Playing

9. Significant Outcomes • Increased confidence and self-sufficiency at work • Increased participation in meetings, communications and relationships at work • Improved employee retention rate • Improved attendance • Increased company loyalty • Decreased errors and waste on the job

10. Quantitative Resultsa sample from NIDEC/Power General Supervisors' Surveys

11. Quantitative Results, continued

12. Testimonials in Support of CWL’s EWL Program • Highly creative and cost-effective method to improve results in the workplace through training • Instructional methodology resonates with a leadership and values-based transformation • Reflective of a strong approach to organizational effectiveness *From Hans Picker, the President of CEC International’s letter to Lloyd David, Director, CWL.

13. Companies CWL has worked with: • American Student Assistance • Analog Devices • Avery Manor Nursing Home • Bertucci’s • Blue Cross & Blue Shield • Boston Scientific Corporation • Brigham & Women’s Hospital • Gillette • Malden Housing Authority • Polaroid Corporation

14. Creative Workplace Learning • Contact Information: Lloyd David, Ed.D CWL President Brooke S. Toomey Program Coordinator, ESL/EWL Programs Creative Workplace Learning 311 Washington Street Brighton, MA 02135 phone: (617) 746-1260 Lloyd_david@creativeworkplacelearning.org Brooke_toomey@creativeworkplacelearning.org