Tearing the Paper Ceiling: The Promise of the CDP™Alternative pathways to career advancement are trending. A college degree is no longer the only key to success in today’s job market, where many companies now want potential employees to show what they know. This change in mindset is the result of rising concerns about degree inflation, requirements for employment that are padded in job postings, and the mass resignations that occurred during the pandemic. The onslaught of COVID-19 led millions of people to leave their jobs, an issue that was especially acute in the early learning sector. In 2022, turnover among educators was 65 percent higher than in other fields, leading to the loss of many seasoned early childhood teachers.
Still, the public needs teachers who’ve already shown they have the highest-level skills, so the Council is proposing to offer a new lead teacher credential, the Child Development Professional™ (CDP) to those who hold a current Child Development Associate® (CDA) Credential™. Educators who want to earn a CDP™ must have a blend of experience and expertise that allows them to provide children with stellar care and help other educators excel, too. Aspiring CDPs must also hone their skills through a combination of in-service professional learning and optional coursework that prepares them for career options ranging from lead teacher to roles as a mentor or coach.
So, the CDP allows educators to rise in the early learning field even if they choose not to earn a college degree, which is beyond the means of many members of our profession. Instead, they would draw on multiple sources of assessment and evaluation to show what they can do. And that positions the CDP as an alternative pathway for recognizing competence in the workforce. In today’s rapidly changing job market, the traditional path to career success is no longer the only route to advancement. As industries change, so does the way we acquire professional qualifications. Increasingly, alternative pathways are gaining credence for those who want to move ahead in their field.
Alternative pathways are the future of workforce education, according to a survey of business leaders and the public that Best Colleges has discussed in a recent report. Eighty-one percent of business leaders and 55 percent of the public agreed that alternative education pathways will play a key role in future workforce training. Eighty-five percent of business leaders thought alternative education pathways are a valid option to college, and 64 percent thought employers should remove some college degree requirements for hiring staff. In addition, 85 percent of business leaders agreed that alternative education pathways could help resolve workforce gaps, like the one the nation faces in the early learning field. Many programs now struggle to recruit and retain staff, and the early learning field is far from unique as it searches for new sources of talent.
Companies like Google, Apple, Accenture and Bon Secours Mercy Health system have cut back on degree requirements for jobs, and most employers also agree that a college degree isn’t a guarantee that someone can perform on the job. Boeing, Walmart and IBM have signed onto the Rework America Alliance, the Business Roundtable’s Multiple Pathways program, and the Campaign to Tear the Paper Ceiling by implementing skills-based practices in hiring and promotion.
These companies and many more have recognized that skills-based practices are a solution to challenges that have grown stronger since the pandemic. Employers have struggled to find the right candidates for important open positions and then keep the talent they hire, so they now look more at what a potential employee can actually do. Through a skills-based approach, companies can boost the quality and number of applicants who apply to open positions and then help workers find more chances for internal advancement which can also help employers boost retention.
There’s growing consensus that it’s time to rethink the career ladder based on performance instead of a piece of paper that shows someone has taken a list of courses. Employers are becoming convinced that people with substantial work experience or non-traditional education backgrounds, like our CDAs, deserve credit for prior learning. CPL, as it’s known, offers an alternative pathway by which employees can have their knowledge and skills count toward a qualification. The CPL process allows people to show their expertise through portfolios, interviews and practical assessments, much like the Council hopes to do in implementing the CDP. And like other alternative pathways, it would improve retention by reducing the time qualified people need to climb the career ladder in the early childhood field.
The CDP will also help communities by providing better job opportunities for early childhood teachers, as the National Head Start Association recently pointed out in its Broader, Deeper, Fairer report on ways to expand the talent pool in early care and education. One of the ways to do that is to recognize the diverse skills and experiences that our early childhood teachers bring to their work, a goal to which the Council has long been committed. My staff and I are convinced that children respond better to educators who can identify with their culture and background, so the CDP will benefit both educators and the diverse children they serve, also the goal of our hallmark product, the CDA.
The Council’s long experience with the CDA has made us a pioneer in the credentialing field and that makes us a natural fit to lead the way in offering the CDP. And this promising effort is not just about establishing a new credential. It’s about building a culture of respect for those who shape the future of our youngest children and giving our educators more chances to excel. The CDP will achieve that goal by encouraging seasoned early childhood teachers to assess their teaching methods and seek feedback, so they can constantly hone their approaches.
And the CDP answers a pressing need as the early childhood field continues to face a workforce crisis. We need new pathways for educators who might not have a college degree but need more chances for pay hikes and promotions if they’re going to stay in the field. And our educators aren’t alone in calling for more roads to advancement. A recent survey by the Society for Human Resource Management found that 77 percent of employees who left their jobs would have remained if they had more internal chances to grow their careers. And companies are starting to respond to what these employees want and need. Employers in a wide range of fields are seeing how skills-based practices can expand their access to people with talent and do more to keep them on the job.
The early childhood field should also broaden its approach by giving deeper thought to building a fairer system for educators with stellar skills. And the Council can lead the way with the CDP, a promising way to help skilled early childhood teachers receive the credit they deserve. The CDP will provide an alternative pathway for educators to show what they can do at a time when there’s a pressing demand for skilled and seasoned early childhood teachers. We have no alternative but to look for new ways to retain those who are most competent at serving young learners and helping them succeed, too. We need a new workforce solution to boost retention and build the future for children. We need to tear the paper ceiling with the CDP.
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Vice President of Strategic Alliances
Elisa Shepherd is the Vice President of Strategic Alliances at the Council, where she leads initiatives to advance the Council’s mission and strategic plan through designing, managing, and executing a comprehensive stakeholder relationship strategy.
With over 25 years of experience in early childhood education (ECE), Elisa has dedicated her career to developing impactful programs, professional development opportunities, and public policies that support working families, young children, and ECE staff. Before joining the Council, Elisa held numerous roles within the childcare industry. Most recently, she served as Associate Vice President at The Learning Experience and as Senior Manager at KinderCare Education, where she influenced government affairs and public policies across 40 states.
Elisa’s commitment to leadership is reflected in her external roles on the Early Care and Education Consortium Board of Directors, the Florida Chamber Foundation Board of Trustees, and as the DEI Caucus Leader for KinderCare Education. She has been recognized as an Emerging Leader in Early Childhood by Childcare Exchange’s Leadership Initiative.
Elisa earned a Bachelor of Science in Psychology with a focus on child development from Pennsylvania State University in State College, PA.
Chief Operations Officer (COO)
Andrew Davis serves as Chief Operating Officer at the Council. In this role, Andrew oversees the Programs Division, which includes the following operational functions: credentialing, growth and business development, marketing and communications, public policy and advocacy, research, innovation, and customer relations.
Andrew has over 20 years of experience in the early care and education field. Most recently, Andrew served as Senior Vice President of Partnership and Engagement with Acelero Learning and Shine Early Learning, where he led the expansion of state and community-based partnerships to produce more equitable systems of service delivery, improved programmatic quality, and greater outcomes for communities, children and families. Prior to that, he served as Director of Early Learning at Follett School Solutions.
Andrew earned his MBA from the University of Baltimore and Towson University and his bachelor’s degree from the University of Maryland – University College.
Chief Financial Officer (CFO)
Jan Bigelow serves as Chief Financial Officer at the Council and has been with the organization since February of 2022.
Jan has more than 30 years in accounting and finance experience, including public accounting, for-profit and not-for-profit organizations. She has held management-level positions with BDO Seidman, Kiplinger Washington Editors, Pew Center for Global Climate Change, Communities In Schools, B’nai B’rith Youth Organization and American Humane. Since 2003, Jan has worked exclusively in the non-profit sector where she has been a passionate advocate in improving business operations in order to further the mission of her employers.
Jan holds a CPA from the State of Virginia and a Bachelor of Arts degree from Lycoming College. She resides in Alexandria VA with her husband and dog.
Vice President of People and Culture
Janie Payne is the Vice President of People and Culture for the Council for Professional Recognition. Janie is responsible for envisioning, developing, and executing initiatives that strategically manage talent and culture to align people strategies with the overarching business vision of the Council. Janie is responsible for driving organizational excellence through strategic talent practices, orchestrating workforce planning, talent acquisition, performance management as well as a myriad of other Human Resources Programs. She is accountable for driving effectiveness by shaping organizational structure for optimal efficiency. Janie oversees strategies that foster a healthy culture to include embedding diversity, equity, and inclusion into all aspects of the organization.
In Janie’s prior role, she was the Vice President of Administration at Equal Justice Works, where she was responsible for leading human resources, financial operations, facilities management, and information technology. She was also accountable for developing and implementing Equal Justice Works Diversity, Equity, and Inclusion strategy focused on attracting diverse, mission-oriented talent and creating an inclusive and equitable workplace environment. With more than fifteen years of private, federal, and not-for-profit experience, Janie is known for her intuitive skill in administration management, human resources management, designing and leading complex system change, diversity and inclusion, and social justice reform efforts.
Before joining Equal Justice Works, Janie was the Vice President of Human Resources and Chief Diversity Officer for Global Communities, where she was responsible for the design, implementation, and management of integrated HR and diversity strategies. Her work impacted employees in over twenty-two countries. She was responsible for the effective management of different cultural, legal, regulatory, and economic systems for both domestic and international employees. Prior to Global Communities, Janie enjoyed a ten-year career with the federal government. As a member of the Senior Executive Service, she held key strategic human resources positions with multiple cabinet-level agencies and served as an advisor and senior coach to leaders across the federal sector. In these roles, she received recognition from management, industry publications, peers, and staff for driving the creation and execution of programs that created an engaged and productive workforce.
Janie began her career with Verizon Communications (formerly Bell Atlantic), where she held numerous roles of increasing responsibility, where she directed a diversity program that resulted in significant improvement in diversity profile measures. Janie was also a faculty member for the company’s Black Managers Workshop, a training program designed to provide managers of color with the skills needed to overcome barriers to their success that were encountered because of race. She initiated a company-wide effort to establish team-based systems and structures to impact corporate bottom line results which was recognized by the Department of Labor. Janie was one of the first African American women to be featured on the cover of Human Resources Executive magazine.
Janie received her M.A. in Organization Development from American University. She holds numerous professional development certificates in Human Capital Management and Change Management, including a Diversity and Inclusion in Human Resources certificate from Cornell University. She completed the year-long Maryland Equity and Inclusion Leadership Program sponsored by The Schaefer Center for Public Policy and The Maryland Commission on Civil Rights. She is a trained mediator and Certified Professional Coach. She is a graduate of Leadership America, former board chair of the NTL Institute and currently co-steward of the organization’s social justice community of practice, and a member of The Society for Human Resource Management. Additionally, Janie is the Board Chairperson for the Special Education Citizens Advisory Council for Prince Georges County where she is active in developing partnerships that facilitate discussion between parents, families, educators, community leaders, and the PG County school administration to enhance services for students with disabilities which is her passion. She and her husband Randolph reside in Fort Washington Maryland.
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