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 21 st Century Skills for 21 st 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 Results a 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