Creative Workplace Learning

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Creative Workplace Learning

• English as a Working Language

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AGENDA

• Introduction to CWLs
• English as a Working Language program
• The CWL Difference
• Significance of the Program
• Sample Student Work
• Outcomes of the EWL Program

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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.

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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

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The CWL DifferenceEmployee 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

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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

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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

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Coworkers in the ClassroomPartnering and Role
Playing
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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

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Quantitative Resultsa sample from NIDEC/Power
General Supervisors' Surveys
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Quantitative Results, continued
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Testimonials in Support of CWLs 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
Internationals letter to Lloyd David, Director,
CWL.
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Companies CWL has worked with

• American Student Assistance
• Analog Devices
• Avery Manor Nursing Home
• Bertuccis
• Blue Cross Blue Shield
• Boston Scientific Corporation
• Brigham Womens Hospital
• Gillette
• Malden Housing Authority
• Polaroid Corporation

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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 [phone]
• Lloyd_david_at_creativeworkplacelearning.org
• Brooke_toomey_at_creativeworkplacelearning.org