White Paper on Credit for Prior Learning Shows How It Can Drive Internal Mobility and Employee Retention

The University of Phoenix has released a new white paper that takes a deep, data-backed look at how Credit for Prior Learning (CPL) can play a meaningful role in improving internal mobility, employee retention, and professional development. Titled Untapped Potential How Credit for Prior Learning Can Redefine Employer Outlook on Professional Development, the paper is authored by Devin Andrews, MBA, M.Ed., Vice President of Admissions and Evaluation at the University of Phoenix.

At its core, the white paper explores a growing challenge many organizations face today: employers say they value internal mobility and upskilling, yet employees often feel advancement opportunities are unclear or out of reach. The research suggests that CPL may be one of the most practical tools available to help close this gap—especially for working adults balancing jobs, caregiving, military service, or other responsibilities while pursuing education.

What the White Paper Is Based On

The findings in the report are drawn from a national employee engagement and retention survey conducted by The Harris Poll on behalf of the University of Phoenix. The survey included responses from 610 human resources managers and 1,195 employees across the United States.

The goal of the survey was to understand how both employers and workers view credit for prior learning, particularly in relation to career progression, skills recognition, and workforce retention. CPL refers to the practice of awarding academic credit for learning gained outside a traditional classroom setting, such as professional experience, workplace training, military service, certifications, or community leadership.

Awareness of CPL Is High, but Usage Still Lags

One of the most striking findings is that 98% of HR managers surveyed said they are aware of CPL. Even more notably, 92% of those managers believe that degrees or certificates that allow credit for prior learning are just as credible as those that do not.

This challenges a long-standing assumption that nontraditional education pathways are viewed skeptically by employers. According to the data, most HR leaders already recognize the legitimacy of CPL-based credentials. Yet, despite this awareness, CPL is still not widely integrated into employer-sponsored education and advancement strategies.

Internal Mobility Matters, but Employees Don’t Always Feel It

The survey highlights a clear disconnect between employer intent and employee experience. Nearly all HR managers—98%—say that creating internal talent mobility is important within their organizations. Among them, 22% go as far as calling it absolutely essential.

However, employee responses tell a more complicated story. Thirty-three percent of employees surveyed disagree that their company offers clear advancement opportunities. An additional 41% say they only somewhat agree, suggesting uncertainty rather than confidence.

This perception gap is especially important because unclear career pathways are a known contributor to disengagement and turnover. The white paper positions CPL as one way organizations can make internal mobility more visible, structured, and attainable.

The Untapped Value of Unfinished College Education

A major theme of the report is the enormous amount of unfinished education in the United States. According to data referenced from the National Student Clearinghouse, more than 43 million Americans have some college credit but no completed degree.

The white paper frames these partial credits as untapped potential. Many of these credits, along with relevant professional experience, could be evaluated and applied through CPL to accelerate degree completion. For working adults, this can mean fewer redundant courses, lower tuition costs, and faster progress toward credentials that support career advancement.

Why Employers See CPL as a Retention Tool

From the employer perspective, CPL is not just about education—it is also about retention. The survey found that 67% of HR managers want employees to be able to apply work experience or third-party training as credit toward a degree or certificate because they believe it can help keep employees longer.

When workers see their prior learning recognized and valued, they are more likely to stay engaged and committed. The report suggests that CPL sends a clear signal that an organization respects employees’ time, experience, and existing skills.

How Employees View Credit for Prior Learning

Employees also see concrete benefits in CPL. According to the findings:

45% of employees say CPL helps employers better understand their skills
41% believe it helps them communicate skills gained through prior experience
31% say CPL allows them to focus on higher-value learning or specialization rather than repeating material they already know

These insights suggest that CPL can act as a bridge between informal learning and formal recognition, making skills more visible within organizations.

Real-World Impact at the University of Phoenix

The white paper also provides detailed data on how the University of Phoenix already uses CPL and Prior Learning Assessment (PLA) to support working adult learners. The institution evaluates learning from work experience, on-the-job training, industry certifications, military service, and life experience as potential sources of academic credit.

Over the past three fiscal years (2023–2025), more than 32,000 University of Phoenix students leveraged CPL opportunities. During the 2024–2025 fiscal year alone, the university accepted more than 188,000 CPL credits for associate and bachelor’s degree programs.

On average, participating students received 14 CPL credits each, translating into an average tuition savings of $5,408 per student whose program included CPL. These figures underscore the tangible financial and time-saving benefits of recognizing prior learning.

What a Credit Mobility Culture Looks Like

The report introduces the idea of credit mobility, a concept that goes beyond simple credit transfer. Credit mobility is about creating systems where learning—no matter where or how it occurs—can be evaluated, credited, and applied toward meaningful credentials.

To help employers move in this direction, the white paper offers several recommendations:

Partner with institutions that have structured CPL and PLA processes
Make CPL options visible and easy to navigate for employees
Align CPL with tuition assistance programs and broader learning and development strategies
Actively address perception gaps by reinforcing that CPL-inclusive credentials are credible and valued

About the Author and Her Perspective

Devin Andrews has been with the University of Phoenix since 1999 and has served as Vice President of Admissions and Evaluation since 2015. Her work focuses on technology, innovation, transfer credit, and improving outcomes for diverse learners, particularly working adults.

She is also involved nationally in discussions around CPL, contributing educational content for the American Association of Collegiate Registrars and Admissions Officers (AACRAO) and co-authoring earlier white papers on credit mobility.

Why This Matters Right Now

As organizations struggle with skills gaps, retention challenges, and rising education costs, CPL offers a practical, scalable solution. The white paper makes a strong case that recognizing what employees already know is not just fair—it is efficient, cost-effective, and strategically smart.

By aligning employer priorities with employee realities, credit for prior learning has the potential to reshape how professional development and internal mobility actually work in practice.

Research paper link:
https://www.phoenix.edu/media-center/t/untapped-potential-credit-for-prior-learning.html